I very much welcome this defence debate in Government time but, as we run out of time, I am reminded that we used to have five debates every year on different defence topics. Trying to cover the whole waterfront of defence in one debate is proving very taxing.
I will concentrate today on defence policy, which determines how we spend defence money, and indeed how much we decide to spend on defence, so that we are best prepared for whatever may occur—both the threats we can foresee and the events we cannot anticipate—including deterring and containing our adversaries, preferably without conflict. Incidentally, it is far cheaper to use defence money to prevent wars than to save money that then has to be spent on fighting a war.
I welcome the Government’s commitment to spending 2.5% of GDP, which clearly sets defence as a higher priority. I fail to understand how this can be tempered by “as resources allow” or “as conditions allow.” The cyber-attack we discussed earlier underlines that we are already at war, and I welcome the Secretary of State’s attempts to put us more on a war footing, which means being able to rebuild munition stocks and create resilient supply chains, but it also means increasing our pace and creating a sense of urgency across Government.
We can no longer look forward to an era of global peace. We must jettison what might be termed the peacetime mentality that led my colleagues in Government to accept the restraint of the Liberal Democrats on renewing our strategic deterrent. I was shadow Defence Secretary opposite Geoff Hoon, and I remember that the sound defence review under George Robertson was never fully funded. The proportion of GDP spent by Government on defence fell and fell, and so did the size of the armed forces, the number of ships, the numbers in the Army and the number of aircraft. There are lots of pots and kettles in this Chamber.
I welcome the new consensus—although the Opposition have not quite put flesh on its bones—that we are going to increase money for defence. I respect the aspirations of the shadow Secretary of State, but I fear he may be restrained by the same kind of Treasury mentality that he says afflicts this Government.
This shift to a wartime mentality demands a shift in culture, not just in the MOD but across Government, led from the centre by No. 10, the Cabinet Office and the National Security Council, to create a national defence plan that must cover, as has been noted by other participants in this debate, a far wider spectrum of policy—not just cyber-security but energy security, food security, border security, technological security, economic security and even climate security.
The Liaison Committee, which I chair, is shortly to report on how Select Committees can better scrutinise and promote national strategic thinking and national strategy across all areas of Government policy. I hope the House will be interested in that report.
The Russian invasion of Ukraine has proved beyond doubt that we live in a world of hyper-competition between the democratic world and the autocracies that show no sign of self-restraint. There are no boundaries, which we expect of civilised countries, that they will not cross. The democratic world is only just waking up to the threat that presents.
I will make three further points that are relevant to this debate. First, there are lessons to be learned from delaying the renewal of the Trident nuclear deterrent. Defence is not something that can be switched on and off, depending on how we feel about what is going to happen next year. The defence capability of our Trident submarines, which are a very expensive, long-term platform, reflects a failure of judgment by the coalition Government in not making that maingate decision much earlier, as the right hon. Member for Warley (John Spellar) said. This presents a threat to our capability, as we run the life of the submarines longer and longer, and has escalated the cost.
Secondly, I want to underline the importance of UK leadership in NATO and in the support of Ukraine. We really have led from the front on Ukraine. We have had a delicate relationship with the United States, to encourage them along, but in terms of European NATO we are certainly in the lead. That underlines the importance of the role the United Kingdom plays in the world. We are not just a small country—a little north-Atlantic power—but an opinion-forming country of great influence, which is why we must step up to our responsibilities in defence.
The third point I wish to make is about not so much defence policies but the integrated procurement model, which I very much welcome. As my right hon. Friend the Member for Rayleigh and Wickford (Mr Francois) said, that is putting us on to a war footing in terms of procurement. It mimics what we have learned from the successful urgent operational requirements programme and will, I hope, lead to a cultural shift to which my right hon. Friend also addressed himself—a shift in attitude and behaviour, which is what we mean by a change of culture.
To achieve that shift in attitude, and to get a sense of urgency, we need to identify the attitudes and behaviours in the Ministry of Defence and in the procurement world that militate against the integrated procurement model, we have to root them out, and we have to identify the right attitudes and the right behaviours,
which means changing hearts and minds in the MOD. How do we do that? Cultural change is very difficult in a large organisation, and previous defence reforms have disappeared into the sand like water in a desert, because there has not been a sufficient emphasis on a cultural shift.
Now, there are three kinds of people in any organisation such as the Ministry of Defence. When confronted with a demand for cultural change, there are the few enthusiasts who say, “At last! The leadership get it and are going to do something and change things”; most will have seen change programmes come and go and will want to comply, but may be rather cynical about it; and there will be a few resistors, who feel that it is an attack on their integrity, their way of doing things or their own personality. I am afraid the resistors have to be rooted out. They have to be taken out of the equation.
It has to be shown that people who resist cultural change will not prosper. That means that everyone at all levels must be taught and trained in the new procurement system, so that there is no misunderstanding about what it means. Previously I have recommended privately to the Secretary of State, and to the Minister for Defence Procurement, that there should be a defence course at Shrivenham called the integrated procurement model course. It should be like the higher command and staff course. Everybody should go on it and anybody involved in defence procurement should sign up to the new philosophy.
Finally, such a change programme requires leadership. It requires the leadership in the Ministry of Defence—the Ministers, the officials and the armed forces leadership—all to be absolutely united behind pursuing the change in attitude and behaviour across the whole MOD, and they must lead by example. The way they prove that is by making sure that nobody gets rewarded or promoted who does not demonstrate that they have adopted the new attitudes and behaviours. Otherwise, the minute the wrong person with the wrong attitudes and the wrong behaviours is promoted, everybody will say, “There you are: it does not matter. You get promoted anyway.” This is a very urgent part of the transformation of defence in this troubling period, and I hope very much that the Government will take up my suggestions.
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