UK Government MoD Defence Review Paper 22.3.21: Defence in a competitive age

Following the Integrated Review published earlier in March, the UK Government has published the Defence Review paper which provides industry with clarity on future defence programmes and priorities and sets out how the strategy will be realised. These decisions and plans all have implications for the UK defence manufacturing supply chains.

Summary

·        The Integrated Review as well as the Defence Review describe a deteriorating global security environment and the need to keep pace with the new and emerging threats through keeping up with developing technologies to maintain a technological advantage for the future security and resilience of the UK.

·        This will be achieved by modernisation; investing in innovation, technology and know-how to ensure UK’s national security and resilience and preparedness for new and emerging threats. The plan is for UK to have access to state of the art technologies, systems and equipment.

·        The planned changes and investments are towards building increased capacity and resilience to deal with evolving security threats and future battle-winning capabilities through science & technology which will also sustain strategic advantage for the UK as a science power, energise innovation, stimulate the economy, and generate high-skilled jobs.

·        To pay for the plans, the budget has been increased. Also the number of soldiers in the army will be reduced and aging equipment (across army, navy and air-force) will be removed from service to focus on the more modern and to save as much money as possible. So inevitably there will be winners and losers in terms of people and companies.

·        The UK has committed to spending ￡188bn on Defence over the coming four years – an increase of ￡24bn or 14% on the originally planned investment over the same period.

·        There is a visible focus on Space, Cyberspace and R&D. Overall there is bigger focus on Space, Aerospace and Sea – including sub-sea and less for Land forces going forward.

·        One big development is integration of defence forces to create synergies that add up to more than the sum of its parts.

·        UK military will also transform the ways of working and also play its part in reaching UK’s Net Zero target by 2050.

The Backdrop

·        In an era of systemic competition, the distinctions between peace and war; home and away; state and non-state; and virtual and real become increasingly blurred.

·        The proliferation of Chemical, Biological, Radiological and Nuclear (CBRN) weapons and advanced conventional weapons, combined with new technologies, will increase the risk of conflict and will serve to increase their ferocity.

·        The newer domains of cyberspace and space pose significant challenges. Space will be an increasingly contested domain and emerging technologies and applications will become ever more dependent upon the unique services it provides. Opportunities for the UK to be attacked via cyberspace will almost certainly increase.

·        Advanced conventional weapons are increasingly available to a wider range of state actors. The technical advantage of the UK and its allies has diminished over the past two decades, challenged by targeted investment in capabilities designed to counter our strengths and target our weaknesses.

·        Some countries are also adopting a military-civil fusion approach towards the development of new technologies, harnessing civilian innovation for the benefit of their Defence capabilities.

·        Climate change and biodiversity loss represents a global challenge. As a threat multiplier, climate change will drive instability, migration, desertification, competition for natural resources and conflict.

?Extracts

Growing maritime capabilities will enable the projection of power further afield and to conduct operations from increased range.

The development of long-range precision strike capabilities, combined with increasingly capable early warning radar and integrated air defence systems, will enable states to contest and even dominate airspace in many areas where the UK will need to operate.

Most importantly armed forces will be integrated across 5 domains – space, cyberspace, maritime, land and air, to create synergies that add up to more than the sum of the parts. This will join up people, equipment and information to increase their outputs and effectiveness. This marks a shift from mass mobilisation to information age speed, readiness and relevance for confronting the threats of the future.

The MoD will prioritise more than ￡6.6bn of R&D and experimentation over the next four years so the armed forces can adapt to the threat with advanced technologies.

The main vehicles for the new strategy include: a National Cyber Force; Defence Science and Technology Strategy 2020; a network of Innovation Hubs and Defence and Security Accelerator challenges; supported by the Defence and Security Industrial Strategy in creating a more certain environment for industry.

Innovation and experimentation will be the drivers of modernisation, with access to cutting-edge technology. As much of technology development currently sits outside of government, the Government will develop new ways of partnering with industry to ensure that pioneering research and development is pulled through to capability delivery.

Government has committed to spend at least 2.4% of GDP on R&D by 2027.

There is intention to develop future Test and Evaluate (T&E) capability for Novel Weapons, Artificial Intelligence (AI), AI enabled autonomous capabilities, synthetic/digital systems and space-based systems.

There will be focus on Intelligence, Surveillance and Reconnaissance, Multi-domain Command and Control, Communications and Computers.

UK will significantly increase investment to build on and maintain the UK’s status as a leading, responsible, democratic cyber power.

Enhance the defence contribution to the Government’s counter-terrorism strategy, campaigning to counter terrorism overseas.

Global reach, Increased capabilities to act globally, overseas engagements, meaning Carrier Strike Groups (aircraft carrier and related) Sea and Air Forces will be developed.

Major investments in a new generation of Anti-Submarine Warfare frigates and a focus on deep inter-operability with allies such as the US, France, Norway, and the Netherlands.

UK will invest in its existing storage facilities in Germany to increase the readiness of land forces for deployment in Europe.

Invest in transformative and digital capabilities.

UK will have capabilities in place to counter Chemical, biological, radiological and nuclear (CBRN) type threats by deterring and defending against.

Defence will contribute towards global Britain through military aid to civil authorities: Fight against Covid-19 example given.

People

People is seen as “our most important resource”. They give us our edge. UK plans to attract and retain a diverse, inclusive, motivated and professional workforce, drawn from across the Union, the Commonwealth, and beyond, equipped with the specialist skills required for contemporary conflict and competition.

Nuclear deterrent

A minimum, credible, independent nuclear deterrent, based on a continuous at sea posture and assigned to the defence of NATO, remains essential. UK have committed to a once-in-two-generations programme to modernise its nuclear forces. 

The current Vanguard Class submarines will be replaced by four new Dreadnought Class submarines. Designed and built in the UK, these new submarines will be some of the most advanced machines ever built, employing world-leading and cutting-edge technology.

UK’s nuclear warheads will be replaced.

Partners

Continued strong collaboration between UK and US and burden sharing of international leadership in maintaining international peace and security.

The Five Eyes (Australia, Canada, New Zealand, the UK and the US) said to be fundamental to UK’s approach.

Italy is becoming a more significant partner for the UK.

Our partnership with India is a key pillar of the UK’s tilt to the Indo-Pacific. We will establish a maritime partnership with India.

Space

UK will deliver the satellite ‘Skynet 6’ programme, investing around ￡5bn over the next 10 years to recapitalise and enhance our satellite communication capabilities.

An additional ￡1.4bn will be spent on space over the next decade to establish a new Space Command to enhance the UK’s military command and control of the space domain, assist in coordination of commercial space operation and lead the development of new space-based capability.

A National Space Operations Centre will be established.

Will develop a UK-built Intelligence, Surveillance and Reconnaissance satellite constellation.

R&D in space will accelerate development and adoption of new technologies.

Government’s ambition is to be a meaningful player in space by 2030. This will underpin a vibrant UK space commercial sector.

UK’s ambition includes the ability to launch British satellites from the UK by 2022.

Sea

The Royal Navy will have new ships and missiles, the RAF new fighters and sensors, and the Army will be more deployed and better protected.

The Royal Navy will be a constant global presence, with more ships, submarines, sailors and marines deployed.

The Royal Navy will focus investment on delivering a more modern, high-tech and automated Navy.

The Royal Navy will invest ￡40m more over the next four years to develop our Future Commando Force as part of the transformation of our amphibious forces, as well as more than ￡50m for the conversion of a Bay class support ship.

In conjunction with the US, and other NATO Allies, the Royal Navy will continue to invest in underwater capabilities to protect critical national infrastructure, safeguard maritime trade and maintain our underwater advantage. This will include delivering a safer, faster and automated Mine Hunting Capability (MHC) in partnership with France.

The Royal Navy will retire Mine Counter Measures Vessels as these new capabilities come into service.

We will also develop a new Multi-Role Ocean Surveillance capability to safeguard the critical undersea national infrastructure.

UK remains committed to building seven Astute class submarines (4 already delivered into service)

We commit to funding for the next generation of nuclear submarines (SSNs).

Will retire two of our oldest T23 frigates and bring Type 31 and Type 32 frigates into service.

Shipbuilding

Overall shipbuilding investment will double over the life of this Parliament rising to over ￡1.7bn a year.

We will be investing in a renaissance in British shipbuilding through a shipbuilding pipeline. This will reinforce current spending in Scotland, Wales and Northern Ireland.

These investments will help ensure the competitiveness of British shipbuilding and provide the modern vessels required to protect our territorial waters and the global shipping routes on which our economy relies.

Strategic and long-term investment will increase the capability of the Royal Navy’s surface fleet and allow the development of: 

? A fleet of 3 Fleet Solid Support ships so the Carrier Strike Group can operate globally.

? A Multi-Role Ocean Surveillance capability, improving our ability to protect our underwater critical national infrastructure and improving our ability to detect threats in the North Atlantic.

? Type 32 frigates, designed to protect territorial waters, provide persistent presence overseas and support our Littoral Response Groups.

? Multi-Role Support Ships (MRSS), to provide the platforms to deliver Littoral Strike, including Maritime Special Operations, in the early 2030s.

? The concept and assessment phase for our new Type 83 destroyer which will begin to replace our Type 45 destroyers in the late 2030s. This is on top of our existing commitments to build eight Type 26 Anti-Submarine Warfare frigates on the Clyde and five Type 31 general purpose frigates in Rosyth.

Army

The Army is being re-structured into an ‘army of the future’ which will be leaner, more lethal, nimbler, and more effectively matched to current and future threats.

Overall, this restructuring will see a reduction from the current Full Time Trade Trained strength of 76,000 to 72,500 by 2025.

UK will invest an additional ￡3bn in new Army equipment on top of the more than ￡20bn planned. Investment in new vehicles (including Ajax, Boxer and, Challenger III); modernised long-range precision fires (including multiple launched rocket systems and Apache); new air defences; tactical surveillance drones; and new electronic warfare and cyberspace capabilities, will transform the Army’s equipment over the next decade.

A “very high readiness Global Response Force” will be established. 

A new ‘Ranger Regiment’ will be established in August and ￡120m invested over the next four years in equipping it.

The 6th (UK) Division will deliver cyber, electronic warfare, information operations and unconventional capabilities designed for warfighting and for operations conducted below the threshold of war.

There will be investment in longer range artillery. We plan to invest over ￡250m over ten years in the Guided Multiple Launch Rocket System (GMLRS) which will provide an upgraded long-range rocket artillery platform with new missiles that travel further and are more accurate.

In addition, the Army is spending over ￡800m over the next ten years on a new automated Mobile Fires Platform that will deliver enhanced close support artillery systems and greater operational mobility. In the short term, the Army will invest to sustain the Exactor missile system.

An investment of over ￡200m over ten years will deliver an enhanced electronic warfare and signal intelligence capability.

The Army will invest around ￡1.3bn in armoured capability by upgrading 148 of UK’s main battle tanks.

The Army will retire its oldest CH-47 Chinook helicopters and invest, alongside the US, in newer variants.

AH-64 Apache Attack Helicopters will be upgraded to a state-of-the-art capability by 2025.

Investment in a new medium lift helicopter in the mid-2020s will enable a consolidation of the Army’s disparate fleet of medium lift helicopters from four platform types to one; including the replacement of Puma. The Army will also retain and upgrade Watchkeeper.

Airforce

The Royal Air Force will conduct a radical overhaul of how it is organised and how it approaches its people, training, bases and the aircraft and equipment it operates, harness a digitally empowered force.

The Royal Air Force will continue to grow its Combat Air capacity over the next few years.

The Royal Air Force will spiral develop Typhoon capability, integrate new weapons such as the UK-developed ‘SPEAR Cap 3’ precision air-launched weapon and invest in the Radar 2 programme to give it a powerful electronically scanned array radar. We will integrate more UK weapons onto Lightning II and invest to ensure that its software and capability are updated alongside the rest of the global F-35 fleet.

We will also make a strategic investment of more than ￡2bn over the next four years in the Future Combat Air System (FCAS) (refers to the Tempest programme). FCAS will deliver an innovative mix of crewed, uncrewed and autonomous platforms including swarming drones. The development of novel technologies, and a step change in how we use simulators for mission rehearsal and training.

We are deepening FCAS partnering with Italy and Sweden through an international Concept and Assessment Phase beginning this year and are exploring important cooperative opportunities with Japan.

Combat Air will remain a key pillar of the UK’s global approach.

Will cooperate with the US and strengthen our relationships with the Typhoon consortium in Europe and other like-minded nations.

The Royal Air Force will retire Typhoon Tranche 1 by 2025, and Hawk T1.

The Royal Air Force will retire the BAe146 as planned by 2022 and take the C130 Hercules out of service by 2023. The A400M Atlas force will increase its capacity and capability, operating alongside C-17 Globemaster and Voyager transport aircraft and tankers.

The E-3D Sentry will be retied in 2021, as part of the transition to three E-7A Wedgetail airborne warning aircraft in 2023. The E-7A will transform our UK Airborne Early Warning and Control capability and the UK’s contribution to NATO. The nine Boeing P-8A Poseidon maritime patrol aircraft will help to secure our seas. The introduction into service of the 16 long-range Protector remotely piloted systems will be the backbone of persistent, multi-spectral surveillance, with the ability to strike and act decisively against our potential adversaries around the globe.

Transform the ways of working

There will be focus on delivery, achieving pace and lowering cost and disrupting traditional approaches to defence procurement.

Stronger, more strategic relationship with industry and evidence led approach have been proposed.

Expertise and cutting-edge analytical techniques to sharpen our thinking and explore innovative strategic options to offer alternative perspectives to Ministers.

Improve the use of challenge and drive innovative new thinking in the department.

We will work at pace with our allies to reduce barriers to sharing technology, skills and knowledge, and accelerate collaborative innovation and industrial cooperation.

UK will mitigate against the impact of our Departmental carbon footprint on the climate and seize opportunities to improve the sustainability of its operations to actively contribute to the achievement of the UK's Net Zero commitment and wider sustainability commitments

Will become more agile in exploiting its knowledge for impact and effect.

We are instigating improvements in programme delivery, procurement, and acquisition to manage complexity, risk, and the pace of technological change.

Link to full 76 page report: Defence in a Competitive Age - GOV.UK (www.gov.uk)

Alongside this paper, a new Defence and Security Industrial Strategy (DSIS) expected to be released in the first half of April 2021, will set out UK’s plans for a more strategic partnership between government and the defence and security industries.

Halil Bedevi MSc, CEng, FMM, MIET is the Head of Aerospace, Defence, Rail & Advanced Manufacturing sectors within the Manufacturing Sector Team at Santander UK. He is a chartered engineer with over 30 yrs. manufacturing industry experience gained at manufacturing companies of all sizes across numerous sub-sectors. He is responsible for leading and directing Santander’s strategy and non-banking proposition in driving client primacy and growth across the above four key manufacturing sub-sectors. Halil engages with front line relationship colleagues to add value to customers by identifying and facilitating growth opportunities, both international and domestic.