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Strategic Defence Review Presented to Parliament by the Secretary of State for Defence by Command of Her Majesty July 1998 White Paper Factsheets Essays Key Points Background MODERN FORCES FOR THE MODERN WORLD CONTENTS ● Introduction by the Secretary of State for Defence ● Chapter 1 A Strategic Approach to Defence ● Chapter 2 Security Priorities in a Changing World ● Chapter 3 Defence Missions and Tasks ● Chapter 4 Deterrence and Disarmament ● Chapter 5 The Future Shape of our Forces ● Chapter 6 A Policy for People ● Chapter 7 Equipping the Forces ● Chapter 8 Smart Procurement ● Chapter 9 Defence Support for the 21st Century ● Chapter 10 Resources ● Chapter 11 Conclusion: Modern Forces for the Modern World ● Appendix Strategic Defence Review - Supporting Essays White Paper Factsheets Essays Key Points Background Order A Copy INTRODUCTION BY THE SECRETARY OF STATE FOR DEFENCE THE Rt. Hon. GEORGE ROBERTSON MP 1. The British people are rightly proud of their Armed Forces. They want, indeed expect, the Government to provide strong defence. The Strategic Defence Review does just that. By modernising and reshaping our Armed Forces to meet the challenges of the 21st century, this Review will give our Services the firm foundation they need to plan for the long term. 2. The Review is radical, reflecting a changing world, in which the confrontation of the Cold War has been replaced by a complex mixture of uncertainty and instability. These problems pose a real threat to our security, whether in the Balkans, the Middle East or in some troublespot yet to ignite. If we are to discharge our international responsibilities in such areas, we must retain the power to act. Our Armed Forces are Britain's insurance against a huge variety of risks. 3. While the Review will lead to a fundamental reshaping of our forces, I have ensured that it is firmly grounded in foreign policy and sound military experience. It builds on the strengths of our people as well as our long and distinguished military traditions. This mixture of radical change and solid planning has been fused through a process of wide consultation to produce a package which has the wholehearted support of the Service Chiefs of Staff. I too am confident that the Strategic Defence Review will give them the tools to do the job. 4. At the heart of the Review is a series of initiatives across defence to co-ordinate the activities of the three Services more closely, pooling their expertise and maximising their punch, while at the same time eliminating duplication and waste. The most important of these tri-Service "Joint" approaches is the new Joint Rapid Reaction Forces, which will be the spearhead of Britain's modernised, rapidly deployable and better supported front line. 5. As the result of a historic proposal from the First Sea Lord and the Chief of the Air Staff, the Royal Navy and Royal Air Force will build on the success of recent operations in the Gulf and co-operate to develop a new Joint Force 2000. The RAF and RN Harrier jets of this force will be able to operate equally effectively from aircraft carriers or land bases. We will also bring together our battlefield helicopters under a single command, and expand the responsibilities and role of our Chief of Joint Operations. 6. In the post Cold War world, we must be prepared to go to the crisis, rather than have the crisis come to us. So we plan to buy two new larger aircraft carriers to project power more flexibly around the world. New transport aircraft and ships will move our people and equipment rapidly to troublespots. 7. If we ask our forces to fight, we must be sure they will win. That means we must correct the deep-seated problems we inherited from the previous government, most obviously in the medical and logistics areas, to ensure that our forces are properly supported. Past cuts in support have been presented as "trimming the tail without blunting the teeth". The reality is that logistic support is the life-blood of the forces, and we must ensure that our forces get the back up they need. 8. At the same time we must focus our effort on the capabilities we need to be successful today. That will mean reductions in some areas which were needed primarily to meet Cold War threats. So we will place somewhat less emphasis on open ocean anti-submarine warfare and have fewer tanks and fast jets in the front line. We will retain our nuclear deterrent with fewer warheads to meet our twin challenges of minimum credible deterrence backed by a firm commitment to arms control. We will also radically reorganise our procurement and logistics organisations to spur efficiency and drive through best business practice. Then we will use the headroom we have generated to ensure that we have the forces we need to meet the new challenges. 9. Our Reserve Forces must also adapt to the new world. We must make our Reserves relevant and usable by integrating them more closely with regular units and improving their training and specialist skills so that we can deploy them more easily on operations. 10. We should also have a weather eye to the much longer term. Technology is likely to race ahead. It will pose new threats and challenges, such as systematic attacks on computer networks. We must work closely with our Allies to counter these problems. Yet technology may also open up radically new ways for our Armed Forces to operate. Again, we are alive to the possibilities and will work closely with our Allies to ensure that we reap the maximum benefit from such change. 11. This is a massive agenda for change. To design it we have drawn on the skills of all of our people in what I believe is the most open and inclusive defence review ever conducted. Hundreds of experts from within the MOD, the Armed Forces and elsewhere have given a great deal of time over the past year to produce the most significant reshaping of our Armed Forces in a generation. I am very grateful to all of them for the time, energy and ideas they have so generously given. 12. It is absolutely right that we should have consulted so widely; we need to harness the enthusiasm of all of our people to implement these changes and set defence on to a positive road once more. People throughout the Armed Forces have a very large stake in that future, and I have tried to take on as many of their ideas as possible. After a decade of cuts and drift, our people are looking for a positive vision for the future of the Armed Forces, and I believe the Review delivers that. 13. All too often in the past the importance of people in delivering the results we want has been ignored. All three Services have been overstretched because of the demanding pattern of our operations, and I am determined to put that right. 14. We also need to attract and retain the brightest and the best of our young people. To achieve that I intend to expand dramatically the educational opportunities open to members of the Armed Forces, both while they are serving and after they leave the Services. My "Learning Forces" initiative, tied into the Government's "Learning Age" proposals, will give our young people the skills they need to make the best possible contribution to the Armed Forces, and equip them with the transferable qualifications they want once they return to civilian life. 15. We ask our people to do difficult and dangerous jobs, and many of them regularly put their lives on the line. It is therefore right that we should provide them with the best possible equipment. Led by projects such as the world-beating Eurofighter, we will completely overhaul the equipment used by the forces over the next decade. That will be good for our people, and good for Britain's defence industry. 16. To complete this ambitious programme we must apply modern management methods to ensure that we deliver results as efficiently as possible for the taxpayer. Indeed, the continuing push for greater efficiency is an integral part of our plans to drive down costs to pay for the modernisation of our forces. To assist the process we will establish a tri-Service Chief of Defence Logistics, who will be responsible for delivering best business practice throughout our support services. This is another huge change for the Ministry, which will allow us to co­ ordinate and standardise our support services properly for the first time. 17. We are also determined to introduce the best of modern commercial management techniques to the procurement of defence equipment. Too often in the past our new equipment has been too expensive and delivered too late. That is why, as part of the Review, we asked a team from industry, the Services and the consultants McKinsey to study the best ways to learn from companies in areas as diverse as oil exploration and car production, in our search for better ways to provide equipment. Their conclusions will lead to a fundamental overhaul of our procurement processes in my Smart Procurement Initiative. 18. Underpinning the changes to our forces is our reinforced international commitment. NATO will continue as the cornerstone of our defence planning, and we intend to build on our role as a leading European member of the Alliance. Our commitment to the United Nations, through our permanent membership of the Security Council, is also strengthened. We support efforts to help make the UN a more effective tool in resolving international problems.

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