assumption of the existing NATO Response Force Land Component role at high readiness. It is also very welcome to see in the Land Operating Concept the importance placed in developing the capabilities we will need to conduct a multi-division fight at the corps level. Future Soldier offers a generational adjustment in the force structure to deliver the sustainment and combat support that the current order of battle lacks, along with the systems and processing power required to leverage the potential of the vastly increased amounts of data that we will be able to collect and which will be vital to achieve decision advantage. The article by ARRC’s chief of staff outlines some of the challenges and implications for the British Army of this change and of the requirement to be interoperable within NATO (pages 16-20). The new Deterrence and Defence of the Euro-Atlantic Area plans described above have led to a reappraisal of the interoperability of NATO and US formations in Europe, with the US Army in Europe and Africa transforming itself to become an integral pillar of NATO’s command and control in Europe. This will lead to a transformation in NATO operational effectiveness, enhanced by US convening of NATO training exercises in 2024 that will further increase the credibility of NATO’s Deterrence and Defence of the Euro-Atlantic Area plans. The UK will have a key role to play in this as we also increasingly focus our land capabilities on support to NATO. In 2024 the UK will deploy HQ ARRC on Exercise Avenger Triad and HQ 3rd (UK) Division in support of V Corps on Exercise
“Through its Concept for Deterrence and Defence of the Euro-Atlantic Area, NATO has a new, robust, rehearsed and increasingly resourced plan to ‘defend every inch of NATO territory’.”
Austere Challenge, whilst further developing the relationship between HQ ARRC and 3rd (UK) Division as the heart of the British Army’s warfighting contribution to NATO. With its Allied Reaction Force role, 1st (UK) Division will also shift from force generating to training to deploy in NATO as a land component command or an operational division for rapid global effect. This provides an important opportunity to impose NATO-derived commonality of systems and processes throughout the land tactical hierarchy of headquarters, ensuring that multi-domain and data-driven opportunities are exploited at the right level for the right outcomes. The article on the commitment of UK Special Operations Forces to NATO (pages 21-25) highlights an exciting new task for the country and the first time that UK Special Operations Forces have been formally contributed to NATO, which has a history of the use of Special Operations Force (as opposed to Special Forces) from which we may have much to learn, and to offer. In addition to the command contribution to the NATO Special Operations Force component,
there is also great potential for intelligence, surveillance and reconnaissance capability in the deep to contribute to the multi-domain counter-anti-access/area denial fight in support of the air component. The vignettes by Major General Jez Bennett and Brigadier Chris Gent provide a valuable personal perspective on the realities of working in NATO at the highest level (pages 26-27). It shouldn’t pass anyone by that the UK has a substantial number of officers and staff working from 1* to 4* in the NATO command structure and so this represents both an individual and organisational opportunity to make a tangible and valuable contribution towards meeting the pacing operational threat to the UK by volunteering for employment in NATO positions. It is also an increasingly rare opportunity for the international travel and immersion that the Army prides itself on offering. Finally, a lesson learned by all of us working in NATO appointments is that the strength of the Alliance is the genuine commitment of all the participants and the political and military unity that this results in. Just being in the Alliance is important, but contributing in strength and actively exercising together is even more important as it gives substance to the capability offered by the force structure. So I am delighted that UK Defence and the British Army is now doubling-down on its solid commitment to NATO, backing up the leadership it has always provided, to ensure we play our part alongside our allies to protect the North Atlantic area. – Lieutenant General Sir Nick Borton, Commander ARRC
FROM THE EDITOR An institution renowned for the quality of its leadership – a wealth of ‘captains’ spread across the ranks with a seemingly ingrained ability to ‘coach’ the best out of individuals and collectives, and consistently grind out positive results – probably doesn’t need telling that Defence is the very epitome of a team sport. And having only ever been applauded off a football pitch once (a consolatory nod to the stretcher I was being carried on rather than by virtue of any deft touches displayed), I have little in the way of expert insight on the subject of sporting synergism to proffer. Forgive me, therefore, for stating the startlingly obvious. Protecting the United Kingdom by being ready to fight and win wars is a purpose best served in the company of others. No single Service has the necessary strength in depth ISSUE #186
to consistently match the security challenges posed by an increasingly dangerous and unsettled world. Stove-pipes need shattering and – from a domestic perspective – joint thinking is a necessity and cannot be the sole preserve of those in uniform. As argued by Lieutenant General (Retired) Sir Paul Newton later in this issue of The British Army Review (pages 34-38), the rhetoric of the ‘Whole Force’ concept must become a reality so that relationships between Service personnel, civil servants, other government departments and industry can be relied upon in any future hour of need faced by the country. You really can’t surge trust, so it is also encouraging to read on the pages that follow that the British Army is very much on the front foot when it comes to nurturing and committing wholeheartedly to its partnerships
with international allies. Whether in the form of NATO, the Joint Expeditionary Force or other multinational coalitions, significant effort is being exerted to enhance the interoperability that will inevitably be demanded by tomorrow’s operations. The need to be part of a multi-domain team – united in cause and with a shared understanding of each other’s tactical strengths and weaknesses – has never been more critical. Despite being an habitually disappointing defender during my playing days, I have always been acutely aware that teams that talk have a competitive advantage. So I leave you with this closing thought – do not dismiss out of hand the ‘marginal gains’ that contributing to this publication may realise. A good idea can only evolve to become a match-winning strategy if it is socialised. – Andrew Simms NATO AT 75
05
