Yes, that's this year, but if you look at the shipbuilding package I described, it's $91 billion. The last defence white paper announced $261 billion worth of new capability acquisition. With a billion dollars here and a billion dollars there, pretty soon you're talking big money. I think that managing the skill base that's necessary for project management is one of the key challenges the group faces.
The next one is actually getting the decisions put through cabinet. In any one year, we need to take around 40 decisions to the national security committee of cabinet in order to be able to spend our budget. When I say “we”, I mean the defence organization. That is an enormously difficult challenge. It's a high workload for cabinet. It forces that football game I mentioned to think hard about when you slow decisions down. I think a critical vulnerability for our system going forward is whether we can get government to make the decisions fast enough to spend the budget.
The third issue would be the technical risk associated with some of these integration challenges I've mentioned. For example, just to pick one, the submarine design that we selected is based on a nuclear-powered submarine, but our current policy says we will have a conventional drive system, so there are some quite tricky design challenges associated with taking a nuclear design and turning it into a conventional drive. Can we do that, and can we do it in the time frame that lets government make the decisions it wants to make? It's very difficult.