Defence Acquisition Reform

Bernard Jenkin Excerpts

Wednesday 28th February 2024 Commons Chamber

[James Cartlidge]

My hon. Friend, who speaks with great expertise from significant ministerial experience, makes an excellent point. I agree with him wholeheartedly. There has been some debate about the issue of to what extent we can lock requirements so that they do not get changed, because it is a frustration. My sense, which I tried to share earlier, is that what we need to lock at the beginning are the top-level political decisions—for example, around the type of manufacture, be it sovereign, off the shelf or some combination thereof, which I think one could argue is the case for the New Medium Helicopter. If we do that, our SROs, officials and commercial teams will feel empowered, so that they can get on and rush to the finish line.

[Sir Bernard Jenkin (Harwich and North Essex) (Con)]

I congratulate my hon. Friend on his excellent statement. What training and professional development will be put in place to underpin the new policy? What he is describing is a wholesale transformation of culture, attitude and behaviour that is required in the Ministry of Defence, particularly around the pace, the people and the leadership of teams. This will not be achieved unless there is a concerted effort to change the culture and to implement a change programme in MOD and the armed forces that will underpin what he is seeking to achieve.

[James Cartlidge]

I am very grateful to my constituency neighbour—another Essex MP with a great passion for defence procurement reform. We have discussed it at length. He is absolutely right to emphasise the importance of training. A lot of this is already starting to happen and come to fruition, and I can give him an example. I referred to a meeting with industry at “Secret”. I attended one such meeting in Main Building, where Mil Cap, who is in charge of military capability in MOD, and I sat with a wide number of defence industry representatives and spoke to them. The thing that enthused them was that, because we were at “Secret”, we were able to share as sensitively as possible our future plans. A lot of what I am saying is about building on work that is ongoing, particularly at DNS, for example. But my hon. Friend is right: if we want to make this work, we have to have the people and they have to have the training.