UK Defence Industry: Procurement

Debate between Fay Jones and Luke Evans

Wednesday 22nd June 2022 Westminster Hall

[Fay Jones (Brecon and Radnorshire) (Con)]

I beg to move,

That this House has considered procurement and the UK defence industry.

It is a pleasure to see you in the Chair, Mr Davies. I should start by declaring an interest, in that my partner is a serving member of the armed forces and currently deployed overseas.

When the UK left the European Union at the beginning of 2020, the Conservative Government had the chance to deliver a stronger, better, independent Britain, built on the principles of sovereignty, security and prosperity. Two years later, the UK has time and again proven that it has done that, most recently through our instrumental support of Ukraine in Europe’s most significant war in recent memory. The importance of the UK armed forces has been highlighted in a way that cements their vitality and necessity and confirms that the UK can now retain its autonomy and sovereignty, further bettering our nation.

Away from the confinements of the European Union and the European procurement directive, we can commit to improving and harnessing the potential of UK defence. Procurement of defence weapons is critical to strong armed forces. Procurement of high-quality, trusted, organically sourced defence weapons is instrumental in world-class armed forces. Each year, the Ministry of Defence spends billions of pounds buying new equipment and supporting existing equipment for the armed forces. That is a substantial amount of money, but never before has ensuring that our defence capabilities are world class been more important. There are challenges to acquiring defence equipment: it is expensive, complex and subject to politics. However, locally sourced, organic procurement is a sure way of supporting the British armed forces, our local communities and our allies.

In the last two years, the Government have significantly altered their priorities, as attested to by the integrated review, the defence Command Paper and the defence and security industrial strategy. In accordance with the DSIS, the UK is adopting a new strategic framework for the MOD’s procurement and acquisitions programme. That will be a dramatic but necessary change. No longer will we follow the policy of competition by default. Instead, we will adopt a more flexible approach that assesses procurement on a case-by-case basis. By outlining our strategic imperatives, such as nuclear and offensive cyber, the Government recognise that there is a strength to retaining defence industries on UK shores. That not only aids us from a national security point of view, but allows businesses to direct their innovation to areas where the Government have demonstrated an interest.

In my constituency of Brecon and Radnorshire, the armed forces are celebrated widely. In my constituency, I am proud to have Brecon barracks, the home of the Army in Wales, and to represent the strong military community that comes with it. In fact, I think I am one of the few Members of the House whose constituency has RAF, Navy and Army sites.

In addition to having the barracks, we are fortunate to be home to innovative defence procurement businesses. This week, I have had the pleasure of speaking to Compact Orbital Gears, based in Rhayader, and Charcroft Electronics, both of which work in the defence procurement industry. Each deals with different elements of the defence procurement supply chain, and produces and distributes to major companies in the UK and abroad. Charcroft Electronics is a distributor and manufacturer of electronic components and specialises in high reliability and harsh environments. It supports programmes such as Typhoon and the Brimstone missile system, which is being deployed in Ukraine. It is proud to be a 100% UK-based company, and it employs 76 people in Wales, plus a further four in England—they are not lucky enough to work in Wales. Charcroft Electronics and Compact Orbital Gears are excellent examples of British companies working to better British security by supplying to our defence industry. UK companies working for UK national security is a strength, the fact of which should not be minimised.

The invasion of Ukraine has laid bare the strength of our armed forces, and it is right that we are proud of that and continue to use our strength to remain a key voice in NATO and ensure the safety of our partner countries. Our seat in NATO and every other major organisation, such as the G7, the UN Security Council and the G20, proves our multilateral influence and should inspire the Government to further commit to British procurement for British security, to protect us and to continue our international influence. To do that, we must keep supporting the UK defence procurement industry. To do that, we must keep supporting the UK defence procurement industry. We will be supporting not only ourselves, but our allies and, critically, the communities that rely on that industry.

[Dr Luke Evans (Bosworth) (Con)]

My hon. Friend is making a fantastic speech. We have seen a sea change in procurement, and the results are coming through on the ground. I have MIRA in my patch, which is involved in Spiral 3 and the development of unmanned ground vehicles. The benefit of the way the UK system works is that it allows new, small-scale entrants to build up and move into procurement, which they have not been able to do before. That is a step change, and we are leading the world in that sense. Does my hon. Friend believe the Government should do more to allow more entry from local businesses? Local supply networks, such as the one in Leicestershire, in which we all build together as a community, will give us agile procurement fit for the future.

[Fay Jones]

I completely support my hon. Friend’s point, and I am delighted that Compact Orbital Gears in my constituency works closely with MIRA in his constituency. That is the type of arrangement that the Government should be facilitating, and I fully endorse his words.

I firmly believe that, as my hon. Friend pointed out, that if we support the UK’s small and medium-sized enterprises and harness our international influence, the UK has the potential to be the defence marketplace for our NATO partners. We have the intellectual prowess and manufacturing capability to become the hub for defence innovation globally. I understand from Charcroft Electronics that it has seen an increase in trade with our European partners due to its profile in UK markets, and it is looking to expand its production due to demand. To quote its director, orders from German and UK customers

“have gone through the roof”,

and it is at capacity until the end of next year.

Charcroft has demonstrated to me that there is a clear sense of security in a country knowing that its parts are not stored or being built abroad, and therefore potentially subject to disruptive geopolitical shocks. It is harnessing its influence at home and abroad to work closely with other UK defence businesses and those in our neighbouring countries. It is engaging in research and development for future defence programmes. Charcroft’s success is obvious and well deserved, and I am grateful to the Government for committing to supporting SMEs across the UK via the SME action plan, so that we can improve engagement and ensure that the whole defence supply chain is guaranteed the quality and service delivered by our UK businesses.

While I commend Charcroft, Compact Orbital Gears, and other businesses across Wales that are supplying the defence sector, there are limitations on procurement in UK defence. To continue the success and development of those businesses, we need to ensure that our skills-based economy is up to scratch, so that it matches our intellectual capacity. It is apparent that there are limitations on growth due to the difficulty in hiring highly skilled individuals in rural areas. I welcome the Government’s commitment to investing in our defence sector, and recognise their commitment to apprenticeships, which will combat skilled jobs shortages. I understand from ADS Group, a trade organisation for companies in the UK defence sector, that around 5,000 apprentices are employed in that sector. That is evidence of a budding workforce.

However, in constituencies such as mine, the picture is different. There are myriad reasons for that; in rural communities, problems include inaccessibility and a lack of connectivity. Charcroft told me that despite its best efforts,

“apprentices are hard to come by.”

We need to be committed to nurturing our home-grown talent, so that we can strengthen our defence industry, and so that businesses can expand and develop easily without that anxiety.