Al Carns

I completely agree. I can see a future—we will talk about this later—involving a high-low mix, in which we have very sophisticated fifth generation capability matched by relatively low-end hardware with very sophisticated software. When we combine the two, we can increase our mass, our lethality and our overwatch of large swathes of land, sea and air. It is also worth noting—I will cover this later—that there are false lessons from Ukraine. The Black sea is not the Pacific or the north Atlantic. However, the technology, when designed with the right hull form, can absolutely survive in those environments. Moving on to air, we see co-ordinated waves of drones penetrate the most sophisticated air defence systems in the world and strike far beyond the frontline. I mentioned yesterday, in relation to the remembrance of the battle of Britain, that we are hearing air sirens every day in Ukraine. We are not talking hundreds of drones; we now talking, in some cases, of thousands of drones attacking major cities and critical national infrastructure throughout Ukraine. These capabilities are being enhanced, made increasingly sophisticated—with the capability to map and target-identify—and combined with the use of data and artificial intelligence to train training models, with profound implications for the way we fight warfare. Our adversaries understand that. Russia, other countries such as China, and large states are developing at a different scale. They are already producing drones on an industrial scale, and investing in innovation to make them more capable and deadly, and to remove the human even further from the battlefield. War is driving an innovation cycle that cannot be replicated in peacetime. The hon. Member for South Suffolk (James Cartlidge) talked earlier about the innovation cycle here with SMEs. SMEs that often have joint ventures or relationships with companies at the front in Ukraine are innovating faster than anyone else. We are talking 20 or 30 to 100 innovations in a year, in comparison with some of our contracts in the past, which have had one, two, three or four innovations linked into the contractual management. I would argue that we need to do more. Ukraine reminds us daily that to safeguard the nation we have an obligation to lead in the development of uncrewed systems. We may not have the opportunity to fight differently. Historically, almost every major conflict has been characterised by short periods of manoeuvre, and long periods of attrition to build up capability and capacity and to innovate, which are then broken by periods of manoeuvre, with a focus on supporting the warfighter with the best technology. I would posit that, if it came to it, our adversaries would seek to draw us into an attritional conflict, which puts the burden on the defence industry, our economy and our society’s ability to sustain the fight. At a tactical level, there is an argument that this will no longer be about supporting the warfighter, but about supporting the technology in the fight. That is a fundamental shift and change in opinion, and a critical and fundamental distinction in the way that future wars may be fought. This Government have taken decisive action, as laid out in our strategic defence review, first to integrate uncrewed systems across the British Army, Royal Navy and Royal Air Force, and to adapt our military culture to recognise that uncrewed systems are a core capability. Several hon. Members mentioned the innovation cycle. In Ukraine early on in the war, a stalemate took place across the frontline, broken by periods of manoeuvre and usually initiated by dominance in GPS-guided munitions. The Russians quickly learned to counter a proportion of that, and as such the innovation of drones and uncrewed systems came into place on land, at sea and in the air. We have now accelerated along that line. We have gone from hundreds of different Ukrainian companies with different intellectual property swamping the battlefield with small start-ups, to the Ukrainians synthesising that capability procurement down to a set number of drones, and mass producing. They are using the innovation cycle on the frontline, with companies embedded in combat companies to drive that innovation cycle faster than ever before. They went broad to start with, and they have now gone narrow and are scaling. It is starting to work. We must learn some of those lessons as automated platforms are bought by the Army, Navy and Air Force. Do they all talk to each other? Do they have the same software, or different hardware? Can they work together? Can they work on an integrated kill net? If they do not, we may repeat some of the same mistakes as Ukraine. A great quote is, “Slow is smooth, smooth is fast.” There is a bit that we must watch, and we must ensure that we get this right, because if we get it wrong, it may be difficult to unravel. I mentioned adapting our military culture, and the hon. Member for South Suffolk mentioned commander training within our organisations, whether that be Dartmouth, Cranwell or Sandhurst. I have been on that, as an individual responsible for people, to ensure that these things are inculcated at the earliest stage of training, whether that be defence from drones or the adoption of drones as a critical component, much the same as a machine gun is for a rifle section. We are moving forward in that space. Secondly, as hon. Members have said, there is a requirement to work seamlessly with industry, transforming our procurement and industrial base to meet the demands of modern warfare and drive growth for the nation. To do that, we must encourage the best of Ukrainian industry to share its expertise with us. We must continue to foster a truly innovative and adaptive defence industry that draws on the best of Britain. What I am leading to here is that British start-ups and British companies, both primes and SMEs, must engage with Ukrainian companies on joint ventures and cross-IP sharing to enhance the best of both. If they do that, I genuinely think they will be world beating, above and beyond what British industry already is. The Government’s vision is to become a defence industrial superpower by 2035, and we are making that a reality. As a frontier industry, drone development is key to that economic transformation, which will attract major investment and create high-quality jobs. It is also vital to put the best systems into the Army, the Navy and the Air Force. Drone systems now will be out of date within six weeks on the frontline, but the training and the integration of the culture and the software may not be, so we must think carefully as we bring systems into the military and avoid 10-year contracts that buy the wrong drone in six years’ time that is way out of date in six weeks. The Government are doing everything possible to capitalise on this opportunity. We have committed to more than doubling our spend on autonomous systems over this Parliament. I pushed really hard to get £4 billion of investment in mass-produced both unsophisticated and sophisticated weapons. The hon. Member for Huntingdon mentioned GCAP and loyal wingman; I would see loyal wingman as a sophisticated, high-end, fourth, fifth or sixth-generation capability. I see mass uncrewed systems for the Army—and in some cases the Navy—slightly differently.