- 1:33 pm
- With permission, I would like to make a statement on the publication of our refreshed defence Command Paper. It is just over two years since we published the original Command Paper in March 2021. In those two years, our security has been challenged in so many ways. This is Defence’s response to a more contested and volatile world.In the last four years that I have been Defence Secretary, I have been consistent about the reform I have sought to implement. I want Defence to be threat-led—understanding and acting on the threats facing our nation as our sole mission; not protecting force structures, cap badges or much-loved equipment but ensuring that we are focused on challenging threats.I want the Ministry of Defence to be a campaigning Department, adopting a more proactive posture, and our forces more forward and present in the world, with a return to campaigning assertively and constantly, pushing back those threats and our adversaries. I want Defence to be sustainable in every sense. For too long, Defence was hollowed out by both Labour and Conservative Governments, leaving our forces overstretched and underequipped. We must match our ambitions to our resources, our equipment plans to our budget, and take care of our people to sustain them in their duties. We must never forget the travesty of the Snatch Land Rovers in Afghanistan.The 2021 defence Command Paper was true to those principles and, with some tough choices, presented an honest plan for what we can and will achieve: a credible force, capable of protecting the nation, ready to meet the threats of today but investing heavily to modernise for those of the future; a force in which every major platform would be renewed by 2035, from armoured vehicles to Dreadnought submarines, frigates to satellites.We did not plan on issuing a new Command Paper just two years on. Many of the conclusions of that Command Paper remain right: Russia was and is the greatest threat to European security, and China’s rapid military modernisation and growing assertiveness in the Indo-Pacific and beyond do pose an increasing challenge to us all. However, I have always said that as the situation changes, we must change with it. Since the first DCP was released, the world has shifted once more, from a competitive age to a contested and volatile world. The technology advances we predicted materialised. The threats and challenges we feared have manifested.There is no more immediate threat than Russia. Its full-scale invasion of Ukraine was not simply an assault on a proud and sovereign nation but an attack on all our values, European security and the open international order on which stability and prosperity have depended for over three quarters of a century. Right now, the people of Ukraine are suffering the tragic consequences of President Putin’s illegal, unprovoked invasion. His naked aggression and imperial ambitions have played out in a tragedy of epic human suffering. The brave citizen soldiers of the armed forces of Ukraine are protecting their own nation and people, quite heroically taking on the once mighty Russian forces. The whole House recognises that they fight not just for their freedom but for ours. They are not just liberating their homeland but defending the rules-based system.As Defence Secretary it is important to import the lessons learned from the conflict to our own forces. While I wish such lessons were generated in a different way, the conflict has become an incubator of new ways of war. They are proving the way for warfare in the 2020s—whole of nation, internationally partnered, innovative, digitised, operating with a tempo, precision and range requirement and a recognition that there is a trade-off between assurance levels and operational impact.I am proud, too, of the role the UK is playing in supporting Ukraine, whether providing equipment, training or political support, or galvanising European and international allies and industrial partners to do likewise. But the return of war to the continent of Europe, alongside growing threats elsewhere in the world, has meant that we must sharpen our approach. The integrated review refresh published in March outlined how we would do that. It would shape the global strategic environment, increase our focus on deterrence and defence, address vulnerabilities that leave our nation exposed and invest in the UK’s unique strengths.Defence is central to all those efforts. That is why, after three decades in which all parties have continued drawing the post cold-war peace dividend, this Prime Minister reversed that trend and provided Defence with an additional £24 billion over four years. He and the Chancellor have gone further since, in response to the war in Ukraine. Next year we will spend over £50 billion on defence for the first time in our history. That is nearly £12 billion a year more cash investment than when I became Defence Secretary in 2019—a real-terms increase of more than 10%. This Government have committed to increasing spending yet further over the longer term to 2.5% of GDP, as we improve the fiscal position and grow our economy.Our defence plans, and the armed forces to deliver them, must be robust and credible—not fantasy force designs, unfunded gimmicks or top trump numbers. As Russia has so effectively proven, there is no point having parade ground armies and massed ranks of men and machines if they cannot be integrated as a single, full spectrum force, sustained in the field under all the demands of modern warfighting. That takes professional forces, well equipped and rapidly adaptable, supported by critical enablers and vast stockpiles of munitions. That is why in this document, hon. Members will not find shiny new announcements, comms-led policies driving unsustainable force designs or any major new platforms for military enthusiasts to put up on their charts on their bedroom wall. We stand by the Command Paper we published in 2021 but we must get there faster, doing defence differently and getting ourselves on to a campaign footing to protect the nation and help it prosper.As I said standing here when DCP21 was announced, we owe it to the men and women of our armed forces to make policy reality. The work was just beginning. In this refresh, we have focused on how to drive the lessons of Ukraine into our core business and on how to recover the warfighting resilience needed to generate credible conventional deterrence. The great advantage of having served in Defence for some time is that my ministerial team and I have now taken a proper look under the bonnet. Consequently, we are clear that our strategic advantage derives from four key sources which require urgent prioritisation.First and foremost are our first-class people. Our men and women are not just brave and committed, but talented and incredibly skilled. They are our real battle-winning capability. It is our duty to ensure they are as well supported, prepared and equipped as possible, so we are going to invest in them. Last year, I commissioned Richard Haythornthwaite to conduct the first review of workforce incentivisation for almost 30 years. It is such good work that we are incorporating the response into our Command Paper, and today I am unveiling a new employment model and skills framework for our armed forces. It will offer our people a spectrum of service that allows far greater career flexibility, making it easier for military personnel to zig-zag between different roles, whether regular or reserve, or between the civil service and industry.We are transforming our forces’ overall employment offer by adopting a total reward approach to provide a much more compelling and competitive incentivisation package. Since all our armed forces personnel deserve the best quality accommodation, we are injecting a further £400 million to improve our service accommodation in the next two years. Many of us over Christmas will have been frustrated by the poor support our service personnel and their families received from those tasked with looking after their accommodation. It is for that reason that I have withheld their profit and used the money to freeze for one year only the rent increases our personnel were due to pay. Taken together alongside such initiatives as wraparound childcare, they are intended to enrich careers and enhance the ability of our most talented people to keep protecting the British people, and to ensure they are rewarded and fulfilled while they do so.Our second priority is further strengthening our scientific and technological base. We are already world leaders in specific areas, but to continue outmatching our adversaries we must stay ahead of the curve in digital, data and emerging scientific fields. In 2021, we said we would invest £6.6 billion in advanced research and development. In fact, we are now investing significantly more to stay ahead in the technologies proving themselves vital on the battlefields of Ukraine, such as AI, quantum and robotics. We are enabling a culture of innovation across Defence, pulling through those R&D breakthroughs to the frontline. Following in Ukraine’s footsteps, we are increasingly sourcing the £100 solutions that can stop £100 million threats in their tracks, winning both the kinetic and economic exchanges of modern warfare.Of course, our ability to do that depends on the quality of our relationship with the industry, which is our third priority. I am pushing the Ministry of Defence to form a closer alliance with our industrial partners. A genuine partnership to sustain our defence will mean doing things differently. Ukraine reminds us that time waits for no one. It is no good holding out for the 100% solution that is obsolete by the time it is launched. Often, 80% is good enough, especially if it means swiftly putting kit into the hands of our service personnel. Capabilities can be rapidly upgraded, spirally developed, for the relentless cycles of battlefield adaptation to win the innovation battle. Instead of sticking to acquisition programmes that drag on for decades, we are setting maximum delivery periods of five years for hardware and three years for digital programmes.Our fourth priority is productivity and campaigning. To face this increasingly contested and volatile world, we need to make major changes to the machinery of the Department and its methods. We are emphasising an ethos focused ruthlessly on the delivery of real-world effect, increasing the bang for buck in everything we do. This approach reaches into every part of the Defence enterprise, from the front line to the back office, and involves a major redesign of the Department. We must shift our whole organisational culture away from the previous peacetime mentality to one where we live and operate as we would fight, focusing more on outputs than inputs and achieving a better balance between risk and reward. That means empowering people to live and operate alongside partners, and sometimes to be enabled by them when in lower threat environments. That means ensuring our equipment, whether Type 31, Challenger 3, or Typhoons, has the infrastructure and supplies needed to sustain operations more of the time and to deliver real-world effect wherever and whenever it is needed. And it means working with the relevant regulatory authorities, for example the Military Aviation Authority, to accelerate the experimentation, testing and innovating of new technologies, while remaining within legal bounds.I want to emphasise one final aspect of the Command Paper refresh, namely the development of a global campaigning approach. We started with a review of our head office, where we broke out campaign delivery from policy formation and established integrated campaign teams. They have adversary focuses, not geographic, and will drive our enduring campaigns in the same way operational commanders lead our forces on deployed operations. The indivisibility of operational theatres in today’s world means Defence must be constantly ready to respond globally to safeguard our interests and those of our allies. Sometimes it will be to evacuate our citizens in moments of crisis, such as in Sudan. Other times it will be to deter an adversary or reassure a friend. As we have shown through our support for Ukraine, the UK Government have the political will, but that only matters if it is matched by our military agility. Today, we are establishing a defence global response force. Ready, integrated and lethal, it will better cohere existing forces from across land, sea, air, space and cyber, to get there first in response to unpredictable events around the world.Crucially, today’s paper also recognises that it is in the interconnected world and that the UK is unlikely to act alone. Partnerships are critical to our security and prosperity. In future, we will be allied by design and national by exception. Our support for NATO will remain iron-clad, but we will continue to prioritise our core relationships. We will invest in deepening relationships with our new partners. It is why we have invested to expand our global defence network, improving communications, and co-ordinating defence attachés within our intelligence functions. None of that is headline-grabbing stuff, but it is the fine details that make the difference to our national security.To conclude, the paper is the result of having several years in the Department to understand where it needs most attention. That continuity in office is improving and I am incredibly grateful to the long-serving Minister for Armed Forces, my right hon. Friend the Member for Wells (James Heappey), whose experience in uniform and public office provided the basis for this paper. We are grateful to the hundreds of individuals and groups who contributed to the first challenge phase of its drafting, from academics to serving personnel and industry representatives, not to mention the many Members of this House. Most of what we learned from them is encapsulated in the document.This is likely to be one of my last appearances at the Dispatch Box. It has been the greatest privilege to serve as Secretary of State for Defence for the last four years. I thank my team, civil servants, special advisers and Members for their support and their challenge. All of us here have the common interest of defending this fine country, its values and its freedoms. Of all the many functions of Government, Defence is the most important and is more important than ever, as the next 10 years will be more unstable and insecure. The men and women of our armed forces are second to none and Britain’s place in the world is anchored in their professionalism and sacrifice. I believe we will increasingly call on them in the years ahead. We must ensure that they are ready to answer that call. I wish them and whomever replaces me well. I commend the statement to the House.
- 1:48 pm
- I thank the Defence Secretary for the advance draft copy of his statement and welcome some elements he announced today that were not in that draft copy, such as the improved childcare package and the rent freeze for armed forces personnel.Following the Defence Secretary’s decision to stand down, I want to start by paying tribute to his time in this House. He is a political survivor. I remember that his first job in 2010 was as Parliamentary Private Secretary to Ken Clarke, and for the last four years he has been a dedicated Defence Secretary. In particular, I want to recognise his work on Ukraine, and that of the Minister for Armed Forces, the right hon. Member for Wells (James Heappey). His decisions on sending military support to Ukraine, getting other nations to do more and declassifying intelligence have all been beneficial for Ukraine and for Britain.Today, the Defence Secretary is presenting his plan for the future of the British armed forces at a time when, as he told the House this afternoon, we have“the return of war to the continent of Europe, alongside growing threats elsewhere in the world”.As his own future is now short, how long is the shelf-life of his plan? Industry and military leaders cannot be sure that his successor will agree with his decisions, will accept his cuts, will act on his approach; and they cannot be sure how the strategic defence review plan of both his party and mine after the next election will reboot defence planning.It did not have to be this way. Labour wanted this to be the nation’s defence plan, not the plan of current Conservative Defence Ministers. We offered to work with the Government on a plan to make Britain secure at home and strong abroad. This is not such a plan. It is not a good enough response to war in Europe. It is not enough to accelerate support for Ukraine, to fulfil in full our NATO obligations, to halt the hollowing out of our forces, and to renew the nation’s moral contract with those who serve and the families who support them.
- I thank the right hon. Gentleman for his kind comments. Unfortunately for him, I will, however, be here again tomorrow, delivering my very last statement.I understand what the right hon. Gentleman is saying, but this is the refresh of the defence Command Paper. It is not a complete redrawing of a strategic defence and security review. We have done those, periodically, so many times, and so many times they have been published under Governments of both parties, and so many times they have not had real funding attached to them. So many times we have reached the end of the SDSR period, under Labour and Conservative Governments, with black holes, with unspent money and overspends. It has happened time and again. But this is a report to make us match-fit: to ensure that, whether we have 3%, 2.5%, 2% of GDP, we have the reforms that, in my view and, I hope, that of my successor, will help us to deal with the growing threats that we face in the decade ahead, and will also reflect the lessons that we have seen in Ukraine.The right hon. Gentleman mentioned Finland’s defence review. He will know that Finland and Sweden periodically conduct a fixed in-Parliament, in-schedule review. That is how it will always be. Those countries ask a parliamentary committee to carry out the review, and then hand it to their Defence Ministries to implement. That is their process. Finland’s review was not triggered by anything specific, and the fact that it produced that review before I did this refresh is not a benchmark; it has been predicted and profiled. I will say, however, that long before Sweden and Finland joined NATO, I was the architect of last January’s security pact between the UK and those countries. That was because I recognised that they were our friends and our allies, and while they were not in NATO, it was inconceivable that we, as Britain, would never come to their aid should a more aggressive Putin attack them. That was the beginning of the process of developing our strong relationship with them.
- For the record, we are about to lose one of the best Defence Secretaries we have ever had. He will be sorely missed in this House, and in the Department. He knows that we have discussed what is wrong with defence procurement on many occasions, and he knows that the Public Accounts Committee and the Defence Committee have published a number of reports saying that it is broken. The most recent, entitled “It is broke—and it’s time to fix it” was published only last Sunday, and on Tuesday we see the DCP refresh, whose acquisition strategy has effectively accepted some of the 22 recommendations in our report within 48 hours. I humbly submit that that is some kind of world record for a Select Committee report.However, the proof of the pudding is in the eating. Let me, in all seriousness, encourage the Defence Secretary, when he does his handover to whoever succeeds him—accompanied by his excellent team of junior Ministers—to impress on his successor the fact that we really do need to bring about this reform, not just for industry and not just for our armed forces, but for the whole security and defence of the realm. And with that, we wish him well.
- I thank my right hon. Friend for his work on the report and for his campaigning. Let me also say, however, that procurement has started to improve. In 2009-10, the average time delay on a project was 28%; it is now 15%. The average cost overrun was 15% on a project in 2009-10; it is now 4%. The direction of travel is improving. The number of civil servants at DE&S went from 24,000 to 11,000, so we are cutting away the bureaucracy and the direction of travel is improving.[Official Report, 4 September 2023, Vol. 737, c. 1MC.] In my time as Secretary of State for Defence, I was also determined to put to bed some of the problem projects that we were all inheriting. I am pleased to say that, as I speak, Ajax is back on track and starting to be delivered to the units. The units are starting to train in it now. We could all have a discussion about whether we would have chosen Ajax all those years ago, but fundamentally it has not cost the taxpayer any more money and it is being delivered to our frontline. I was determined to put that right, or take other steps to deal with it. That should always be the case.The other thing that I have always tried to do, which is not in the document but which I recommend in defence procurement, is to never defer—either delete or deliver. If you defer, it costs hundreds of millions of pounds. Deferring the aircraft carrier cost £1 billion under the Labour Government. Deferring the F-35 cost £500 million. Deferrals create the black holes. Delete or deliver, but don’t defer.
- I call the Scottish National party spokesperson.
- I too thank the Secretary of State for advance sight of a draft statement, albeit that there were one or two additions on delivery. I also, perhaps pre-emptively, join in wishing him well in whatever comes next. Although I have not directly shadowed him, I certainly pass on those thoughts from my hon. Friend the Member for Angus (Dave Doogan), who has worked closely with him over a period now.I will start on a positive note. I welcome a number of the points made. I very much welcome the fact that people are put front and centre. That is absolutely critical in anything we do in defence. People are what make it work, and if we are not supporting the men and women of the forces, what are we doing at all? There is probably that more we can do, even beyond this. While it will not surprise Ministers to hear me say that we need to support those serving, we also need to continue to look at what we are doing to support our veterans. I know that the Minister is working on that, but it is an area in which we need to try to do more.I also welcome the recognition of some of the accommodation conditions. I welcome the fact that steps are being taken and matters looked at, but that needs to be moved forward at a greater pace.I note that the Secretary of State says we are going to spend over £50 billion for the first time next year. I wonder whether he can tell us how much of that is simply down to inflation created by this Government. I am not trying to be awkward, but that is clearly quite a significant factor.We have also heard of the ongoing and long-lasting issues around procurement, with reports showing that roughly £2 billion is wasted each year in failed equipment programmes and cancelled procurement contracts. Is the Ministry of Defence making the necessary reforms to make its procedures better, and will they deliver value for money?
- I am grateful to the hon. Gentleman, and grateful for his party’s support on Ukraine.On the Haythornthwaite review and skills, right across Europe and the west we are seeing recruitment challenges in the military. I was with my New Zealand counterpart recently, and my Canadian counterpart, and they too have a challenge. The skills shortage across society is big, and it is no different in the armed forces, which is why we have to adapt rapidly and tackle some of the challenges.On procurement, as I said, the figures have started to improve. Yes, there are challenges, and we could spend a whole day debating the reasons for those challenges. Complex procurement is not as straightforward as many people think, and the hon. Gentleman will know from the Scottish Government’s procurement issues that it is not straightforward to deal with. I certainly believe that if we invest in the people and are prepared to invest in continuity—if instead of having the senior responsible owners who help manage our projects here today and gone tomorrow, we ensure that they are there for the long term and link their incentives to success, and help them manage our projects—we will have a better chance of delivering better value for money.
- May I express my admiration for my right hon. Friend’s dedicated and distinguished service as Defence Secretary? It is a sad commentary on the state of the special relationship that our American ally did not recognise his suitability to be the next Secretary-General of NATO.My right hon. Friend will remember that successive Defence Committees, well before the invasion of Ukraine, argued that defence expenditure should never have been allowed to fall below 3% of GDP. The present Chancellor of the Exchequer, when he was standing for the leadership in 2019, even expressed the wish that it should be at 4% of GDP, which would have taken us back to the cold war percentage of between 4% and 5.1% of GDP spent on defence. In what way does this refresh allow defence the potential to expand quickly if that extra money is belatedly made available?
- I am very grateful to my right hon. Friend. Long before I was doing this job, he was campaigning for defence to be properly apportioned the funding it deserved to keep this country safe, and I pay tribute to him for that. He has fought for that for many years.Should there be an increase in funding for defence—and I seriously hope that there will be, based on our Prime Minister’s 2.5% pledge—and if we invest in our specialties and our skills, we can expand our armed forces when the threat increases. Finding a way to hold those skills on the books even if they are rarely used, is why it is important to develop a single armed forces Act. Currently we have legislation that says that if you want to join the reserves from the regulars, you have to leave the regulars and join a separate legal entity—the reserves. That prevents soldiers from going backwards and forwards and people from being mobilised in the way we want. We want to introduce a single armed forces Act. We think this will help us do that. Skills are at the core.The second thing is the investment in rapid procurement—the ability to keep headroom in the budget to respond to the latest threat as the adversary changes. The third is making sure that we invest in sustainability and enablers, because there is no point in having all the frontline vehicles if you cannot get anywhere.
- I know it is considered bad form to speak ill of the dead, even the politically dead, but frankly the Secretary of State’s contribution was pretty thin and full of clichés, and fundamentally an admission of failure—of 13 years of continual cuts by this Government.Let me take just one example, which is touched on in the report. It was clear from allied exercises that in any major conflict we would run out of artillery munitions within a week, and the Ukraine invasion reinforced that. So why has it taken until this month for the Secretary of State to sign the contract to replace those artillery shells?
- It is very clear. First, the right hon. Gentleman might actually understand that sometimes the supply chain has to be reinvigorated. When we placed an order for the NLAW—the next generation light anti-tank weapon—it turned out that the optics had stopped being made 10 years before. You can ring up all you like and try to place an order the next day, but until the manufacturers source the supply chain, it is not going to happen. But what I did was ensure that I placed the order in the United Kingdom—in the north of England and in Wales. That factory will start producing 155 mm shells. I have given it a long-term contract of half a billion pounds to start supplying our forces. By the way, the stockpiles of our ammunition started depleting around about 1997.
- I thank my right hon. Friend for his clarity, his calmness, his wisdom and his fortitude. We will miss him.It is clear that the tectonic plates of geopolitics have shifted and made the world a much more dangerous place for countries such as the United Kingdom and others that believe in freedom and democracy. How will his new global response force help us and our allies be able to react more quickly and nimbly when crises arise? Because we know that they will.
- An important lesson from Ukraine is to make sure it is digitally glued together, and to make sure its command and control is not as vulnerable as it used to be. It should have a lot in the rear, a long way away—perhaps thousands of miles away—with only its headquarters forward. We should make sure we invest in the enablers to move it around the world, the continent or wherever it needs to be. That will help. At the moment, the provisional layout of the global response force is a light brigade and 16 Air Assault Brigade, supported by a logistical support brigade. This will give us a whole range of opportunities, including meeting our NATO commitments. Should we wish to do something else with it, we will be able to deliver.
- As defence spokesperson and deputy leader of the DUP, I thank the right hon. Gentleman for his honourable and gallant service to our armed forces. As the Member of Parliament for Belfast East, I thank him for reinvigorating shipbuilding in our country and for supporting Harland & Wolff. I thank him for his commitment to Thales and NLAW, and to the utility it has proven in Ukraine.As a member of the Defence Committee, I thank the right hon. Gentleman for using our Sub-Committee’s report on soft power and for the benefits I see in his statement on engaging defence attachés more thoroughly and appropriately with the intelligence network.We can see that the document before us builds on and augments the refresh. In recognising the right hon. Gentleman’s four years well served, may I ask him whether he believes this document will not only give our armed forces the best chance to embrace the future but will ensure that his positive contribution leaves a lasting legacy?
- This is about making sure the framework is match fit for any expansion and for the future. It is also about investing in holes such as re-stockpiling, and making sure that, over time, we spend £2 billion, and then another £2 billion, to make sure our stockpiles are back where they should be—in fact, even more money to do that. That will be good news for the likes of Thales and NLAW in Belfast, for the 155 mm shell factories in Washington and north Wales, and for our industrial base such as MBDA in Stevenage and Bolton. It will all be about investing in our sovereign supply chain while, at the same time, making sure we sometimes make a difference not in the obvious things but in the behind-the-scenes that makes our armed forces so ready.