Brexit: Armed Forces and Diplomatic Service

Baroness Buscombe Excerpts

Thursday 8th December 2016 Lords Chamber

[Baroness Buscombe (Con)]

My Lords, I congratulate the noble Earl, Lord Cork and Orrery, on an excellent maiden speech, and thank my noble friend Lord Sterling for initiating this timely debate. I begin on a rather more optimistic note than some previous speakers by championing the Armed Forces and everything that they do. I am constantly struck by their collective extraordinary commitment to their duties, their loyalty to each other and their love of this country. We cannot do enough to demonstrate our support for them, but we can properly equip them, incentivise them and reward them for their exceptional contribution in our fragile world.

I was heartened by the announcement of the Secretary of State, Sir Michael Fallon, on 21 July, when he laid out the three key themes of the Government’s approach to defence in the wake of the EU referendum: defending the UK’s values of democracy, the rule of law and freedom; ensuring a stronger NATO for a stronger defence; and the US-UK partnership, about which I am more optimistic than others who have spoken today. He also announced that the UK would remain a key player in European defence, through the prism of NATO. It was also reassuring to hear from the Secretary of State:

“We will step up, not away from, our global responsibilities”.

However, I wonder whether it would not be sensible to at least revisit and carefully think through the SDSR 2015 to ensure that it is now, and will be, fit for purpose as we leave the European Union.

In addition to all our current partnerships and shared responsibilities within the EU framework, there are other practical considerations. For example, already we have a weaker pound post the EU referendum, which can be good for exports but tough on imports of raw materials. Are we comfortable that there is sufficient flexibility in the defence budget to safeguard the necessary investment in our defence hardware for the coming years?

A key capability must be to procure effectively, and there has already been substantial and welcome reform to the process. However, the independent report by Sir John Parker to inform the UK’s national shipbuilding strategy advises that yet more can be done. Sir John states—it is his own view—that building ships takes too long from concept to delivery compared with other complex industries, with a lack of pace and with time and cost impacted by a non-assured capital budget. In addition, he says:

“In sharp contrast to the commercial sector, Defence does not own major, capital intense projects at the highest level in the Client organisation”.

I interpret this to mean that it is not clear who is accountable and responsible for all projects. I ask my noble friend: is accountability and responsibility for each project delegated to key individuals in the MoD? The structure for funding is not helpful. Why is it that we allocate large capital sums to build our roads, but capital for shipbuilding and other defence projects is not consistently assured? One quickly understands why Parker stresses the need for a master plan to include well-informed oversight of the total enterprise incorporating the industrial and supply chain base. Sir John’s observations make tough reading, which I hope will be viewed by the MoD in a positive light and, having spoken to various suppliers, I believe that they, too, would welcome more rigour in the whole procurement process.

Returning briefly to the SDSR, in the light of the significant demands overall, are we ensuring that the needs of our Armed Forces remain paramount, not those of industry or our economic prosperity? This has continued to concern me in the SDSR. Are we also ensuring that we are not just building the “for” without the “with”; that is, are we investing in the right equipment and systems to do the right job and to employ in all our three services?

On a separate note, the theatre of war is ever-changing. We know that social media play a vital role in the fight against Daesh as well as other emerging and present dangers, in which case I applaud the existence of a new approach and a new piece in our armoury to reflect modern warfare: 77 Brigade, set up in 2014 to lead on special influence methods, including providing information on activities, key leader engagement, security and media engagement. I urge my noble friend to ensure that 77 Brigade is fully funded and sufficiently equipped to meet its objectives.

There is now a strong focus on ensuring cybersecurity, judged by the national security risk assessment 2015 to be a Tier 1 risk for the next five years. To be effective, it must be embedded in thinking, activity and preparedness across government and, by extension, the private sector. As the risk assessment states, cyber risks underpin many of the other crucial risks we face.

In conclusion, during the process of leaving the EU, it is crucial that we regularly make clear to our Armed Forces that their future is assured and that a focus on Brexit will not diminish other challenges which the MoD must confront, including the pressing need to improve the whole process of recruitment, training and retention of our personnel. After all, our ability to defend our nation and reach out to assist others will only be as good as the men and women who serve.