Ministry of Defence

The Ministry of Defence takes problem-gambling seriously.

While data on gambling rates in the military is not routinely reported, where problem-gambling is identified, Defence healthcare providers ensure that the individual is referred to the appropriate level and type of intervention to meet their gambling issue.

This service sets out the levels of care to be provided by Primary Care and Mental Health clinicians from low-risk gambling up to gambling with negative consequences and a possible loss of control can be aligned to welfare support to those who are adversely affected by problem-gambling and supports referral to specialist support organisations such as the NHS Primary Care Gambling Services.

Defence also draws on support from GambleAware for campaigns to tackle the stigma associated with Gambling, collaborates with the Centre of Military Gambling Research at the University of Swansea, works with cross-Government colleagues including with the Office for Health Improvement and Disparities on policy development, and regularly consults with the Armed Forces Gambling Support Network. Gambling websites are also blocked on Defence IT to reduce accessibility, and financial awareness training is available for all personnel.

Veterans are eligible for gambling addiction treatment through the National Health Service. The Office for Veterans' Affairs in the Ministry of Defence regularly works with the third sector and academia to ensure veteran-specific needs are understood.

The Ministry of Defence takes problem-gambling seriously.

While data on gambling rates in the military is not routinely reported, where problem-gambling is identified, Defence healthcare providers ensure that the individual is referred to the appropriate level and type of intervention to meet their gambling issue.

This service sets out the levels of care to be provided by Primary Care and Mental Health clinicians from low-risk gambling up to gambling with negative consequences and a possible loss of control can be aligned to welfare support to those who are adversely affected by problem-gambling and supports referral to specialist support organisations such as the NHS Primary Care Gambling Services.

Defence also draws on support from GambleAware for campaigns to tackle the stigma associated with Gambling, collaborates with the Centre of Military Gambling Research at the University of Swansea, works with cross-Government colleagues including with the Office for Health Improvement and Disparities on policy development, and regularly consults with the Armed Forces Gambling Support Network. Gambling websites are also blocked on Defence IT to reduce accessibility, and financial awareness training is available for all personnel.

Veterans are eligible for gambling addiction treatment through the National Health Service. The Office for Veterans' Affairs in the Ministry of Defence regularly works with the third sector and academia to ensure veteran-specific needs are understood.

The Army and Royal Air Force have confirmed that all such machines have been removed from their property. The Royal Navy has confirmed that this work is in the final stages.

There are 22 Atlas A400M aircraft in service.

All capability requirements, including those for tactical airlift, are being considered as part of the Strategic Defence Review process.

As of 1 April 2024, Ministry of Defence (MOD) land holdings Wales comprised of some 23,300 hectares (6.8% of the MOD total).

The majority (85.4%) of this land is freehold land owned by the Department, the remainder is land held on a short term and contractual basis or through grants for a specific purpose.

It is too early to say at this time what proportion of this land may be used for the building of new homes.

Defence Reform is making significant changes as part of this Government's ongoing efforts to enhance the efficiency and effectiveness of UK Defence. These do not require formal Parliamentary approval, but the Government remains committed to transparency and accountability and will ensure that Parliament is kept informed of progress.

The Quad will convene as often as necessary to ensure oversight and momentum of Defence Reform.

Ministers will interact with the Quad through structured engagements and briefings. The Quad will provide regular updates to the Secretary of State for Defence and the Ministerial team, ensuring they are fully informed of progress. This will facilitate decision-making and ensure that the Defence Reform agenda aligns with broader Government objectives.

It is too early to determine whether the National Armaments Director Group will have a central secretariat or continue to draw on existing capabilities in its constituent parts.

Defence Reform is making significant changes as part of this Government's ongoing efforts to enhance the efficiency and effectiveness of UK Defence. These do not require formal Parliamentary approval, but the Government remains committed to transparency and accountability and will ensure that Parliament is kept informed of progress.

The Quad will convene as often as necessary to ensure oversight and momentum of Defence Reform.

Ministers will interact with the Quad through structured engagements and briefings. The Quad will provide regular updates to the Secretary of State for Defence and the Ministerial team, ensuring they are fully informed of progress. This will facilitate decision-making and ensure that the Defence Reform agenda aligns with broader Government objectives.

It is too early to determine whether the National Armaments Director Group will have a central secretariat or continue to draw on existing capabilities in its constituent parts.

Defence Reform is making significant changes as part of this Government's ongoing efforts to enhance the efficiency and effectiveness of UK Defence. These do not require formal Parliamentary approval, but the Government remains committed to transparency and accountability and will ensure that Parliament is kept informed of progress.

The Quad will convene as often as necessary to ensure oversight and momentum of Defence Reform.

Ministers will interact with the Quad through structured engagements and briefings. The Quad will provide regular updates to the Secretary of State for Defence and the Ministerial team, ensuring they are fully informed of progress. This will facilitate decision-making and ensure that the Defence Reform agenda aligns with broader Government objectives.

It is too early to determine whether the National Armaments Director Group will have a central secretariat or continue to draw on existing capabilities in its constituent parts.

Defence Reform is making significant changes as part of this Government's ongoing efforts to enhance the efficiency and effectiveness of UK Defence. These do not require formal Parliamentary approval, but the Government remains committed to transparency and accountability and will ensure that Parliament is kept informed of progress.

The Quad will convene as often as necessary to ensure oversight and momentum of Defence Reform.

Ministers will interact with the Quad through structured engagements and briefings. The Quad will provide regular updates to the Secretary of State for Defence and the Ministerial team, ensuring they are fully informed of progress. This will facilitate decision-making and ensure that the Defence Reform agenda aligns with broader Government objectives.

It is too early to determine whether the National Armaments Director Group will have a central secretariat or continue to draw on existing capabilities in its constituent parts.

Through our acquisition reforms we are streamlining our processes and taking risk-based approaches to procurement. We will focus assurance activity where it is most needed, reducing bureaucracy to drive pace in delivery, while ensuring compliance with the Department’s legal obligations.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department.

The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department.

The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department.

The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department.

The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department.

The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces.

It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.

The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces.

It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.

The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces.

It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.

The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces.

It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.

The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces.

It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.

The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces.

It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.

The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces.

It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.

The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces.

It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.

The Urgent Capability Requirements process is used to address urgent operational capability risks and risks that present a threat to life. Due to operational sensitivity, it is inappropriate to comment further.

The United States remains the United Kingdom's foremost defence and security partner. The UK has a strong and balanced trading relationship with the US worth £315 billion which supports 2.5 million jobs across both countries. This Government is seeking to negotiate an agreement with the US to deepen our economic relationship, while ensuring all options are considered in response to tariffs.

The Government is assessing the impact of, and our response to, US tariffs across the full spectrum of UK industries. Nobody wants a trade war. The United States remains the United Kingdom's foremost defence and security partner. The UK has a strong and balanced trading relationship with the US worth £315 billion which supports 2.5 million jobs across both countries. This Government is seeking to negotiate an agreement with the US to deepen our economic relationship, while ensuring all options are considered in response to tariffs.

Defence requirements are kept under constant review to ensure that our Armed Forces have the battle-winning capabilities they need. Due to the sensitive nature of this capability area it would be inappropriate to comment in detail. All capability requirements, are being considered as part of the Strategic Defence Review process.

This Government is bringing in the deepest reforms in UK Defence for 50 years, to speed up decision-making, secure faster delivery and achieve the best value for money for our troops and taxpayers.

It is too early to specify the overall staffing requirements for the new organisational structure created as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

There is no intent to replace the Chief of Defence People with a Senior Civil Servant.

The organisation and structure of our Armed Forces, including the ranks of the Chief of the Defence Staff and Military Chiefs, has been considered as part of Defence Reform. It was judged that their seniority and rank remain commensurate to their roles and responsibilities.

This Government is bringing in the deepest reforms in UK Defence for 50 years, to speed up decision-making, secure faster delivery and achieve the best value for money for our troops and taxpayers.

It is too early to specify the overall staffing requirements for the new organisational structure created as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

There is no intent to replace the Chief of Defence People with a Senior Civil Servant.

The organisation and structure of our Armed Forces, including the ranks of the Chief of the Defence Staff and Military Chiefs, has been considered as part of Defence Reform. It was judged that their seniority and rank remain commensurate to their roles and responsibilities.

This Government is bringing in the deepest reforms in UK Defence for 50 years, to speed up decision-making, secure faster delivery and achieve the best value for money for our troops and taxpayers.

It is too early to specify the overall staffing requirements for the new organisational structure created as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge.

There is no intent to replace the Chief of Defence People with a Senior Civil Servant.

The organisation and structure of our Armed Forces, including the ranks of the Chief of the Defence Staff and Military Chiefs, has been considered as part of Defence Reform. It was judged that their seniority and rank remain commensurate to their roles and responsibilities.

We are currently undertaking a Strategic Defence Review which is looking at the threats we face and the capabilities we need to meet the challenges, threats and opportunities of the 21st century. It would be inappropriate to prejudge the outcomes of the Review.

The Military Strategic Headquarters has not been set a specific administration budget for 2025-26.

The Royal Air Force continuously researches and assesses options for the sustainment, enhancement and development of hardware and systems to maintain competitive advantage within the flying training system.

I refer the hon. Member to the answer I gave him on 4 April 2025 to Question 42022.

Defence Planning Assumptions (DPAs) will be revised following the Strategic Defence Review. We remain committed to transparency and will release a public version of updated DPAs once this detailed work is complete and tested.

The UK remains committed to Baltic and NATO security through a variety of means, including its commitment to the Enhanced Forward Presence deployment, NATO Air Policing, and the Joint Expeditionary Force. The Secretary of State for Defence regularly meets with his Estonian counterpart to discuss military contributions to European defence and security, having met most recently on 26 March 2025.

If an organisation is alleged to have failed to uphold the values they have agreed to, the Ministry of Defence has policy in place to assess their continued suitability, known as the ‘Covenant Test’.

The key question (the Covenant Test) to be answered is: “Do (or Have) the values, views, communications, or behaviour of an organisation indicate that they do not (or can no longer) uphold the principles of the Armed Forces Covenant, or effectively demonstrate their support for the Armed Forces Community?”.

Enquiries about covenant signatories can be directed to: afcovenant@rfca.mod.uk

The most recent Covenant Community Action Group meeting covered the following agenda:

• Progress update on the extension to the Armed Forces Covenant Legal Duty
• The 2025 Covenant Annual Conference
• Office for Veterans’ Affairs update
• Forces in Mind Trust update on ‘Our Community, Our Covenant’ project
• Local Authority representatives’ activity updates on local Covenant delivery

Bursaries are available only for applicants wishing to join the Armed Forces and are not available to existing Service personnel or any others. They are offered to students in full-time education to attract high-calibre individuals to a career in Defence, aiming to mitigate future potential recruiting challenges. Responsibility for bursary schemes is delegated to the single Services and none have current plans to cancel any of the schemes or change the eligibility requirements.

The bursary schemes on offer across the Armed Forces are listed below by Service. As at 1 April 2025 there were 740 students in receipt of a bursary; we do not make estimates of how many students could be entitled to a bursary but do not choose to apply for one. The total cost of bursaries for the 2024-25 financial year was £5,641,350.50.

Army

Defence STEM Undergraduate Sponsorship Scheme (in partnership with the Defence Academy)

Standard Army Undergraduate Scheme

Enhanced Army Undergraduate Scheme

Scholarship Scheme

Royal Army Medical Services Scheme

Royal College for Army Music Scheme

Royal Air Force

University Air Squadron Bursary Scheme

Medical Cadetship Scheme

Defence STEM Undergraduate Sponsorship (in partnership with the Defence Academy)

Royal Navy / Royal Marines

Defence Technical Undergraduate Scheme (Legacy Bursary Scheme)

RN Bursars (Legacy Bursary Scheme)

Defence STEM Undergraduate Scheme (in partnership with the Defence Academy)

Bursaries are available only for applicants wishing to join the Armed Forces and are not available to existing Service personnel or any others. They are offered to students in full-time education to attract high-calibre individuals to a career in Defence, aiming to mitigate future potential recruiting challenges. Responsibility for bursary schemes is delegated to the single Services and none have current plans to cancel any of the schemes or change the eligibility requirements.

The bursary schemes on offer across the Armed Forces are listed below by Service. As at 1 April 2025 there were 740 students in receipt of a bursary; we do not make estimates of how many students could be entitled to a bursary but do not choose to apply for one. The total cost of bursaries for the 2024-25 financial year was £5,641,350.50.

Army

Defence STEM Undergraduate Sponsorship Scheme (in partnership with the Defence Academy)

Standard Army Undergraduate Scheme

Enhanced Army Undergraduate Scheme

Scholarship Scheme

Royal Army Medical Services Scheme

Royal College for Army Music Scheme

Royal Air Force

University Air Squadron Bursary Scheme

Medical Cadetship Scheme

Defence STEM Undergraduate Sponsorship (in partnership with the Defence Academy)

Royal Navy / Royal Marines

Defence Technical Undergraduate Scheme (Legacy Bursary Scheme)

RN Bursars (Legacy Bursary Scheme)

Defence STEM Undergraduate Scheme (in partnership with the Defence Academy)

Bursaries are available only for applicants wishing to join the Armed Forces and are not available to existing Service personnel or any others. They are offered to students in full-time education to attract high-calibre individuals to a career in Defence, aiming to mitigate future potential recruiting challenges. Responsibility for bursary schemes is delegated to the single Services and none have current plans to cancel any of the schemes or change the eligibility requirements.

The bursary schemes on offer across the Armed Forces are listed below by Service. As at 1 April 2025 there were 740 students in receipt of a bursary; we do not make estimates of how many students could be entitled to a bursary but do not choose to apply for one. The total cost of bursaries for the 2024-25 financial year was £5,641,350.50.

Army

Defence STEM Undergraduate Sponsorship Scheme (in partnership with the Defence Academy)

Standard Army Undergraduate Scheme

Enhanced Army Undergraduate Scheme

Scholarship Scheme

Royal Army Medical Services Scheme

Royal College for Army Music Scheme

Royal Air Force

University Air Squadron Bursary Scheme

Medical Cadetship Scheme

Defence STEM Undergraduate Sponsorship (in partnership with the Defence Academy)

Royal Navy / Royal Marines

Defence Technical Undergraduate Scheme (Legacy Bursary Scheme)

RN Bursars (Legacy Bursary Scheme)

Defence STEM Undergraduate Scheme (in partnership with the Defence Academy)

Bursaries are available only for applicants wishing to join the Armed Forces and are not available to existing Service personnel or any others. They are offered to students in full-time education to attract high-calibre individuals to a career in Defence, aiming to mitigate future potential recruiting challenges. Responsibility for bursary schemes is delegated to the single Services and none have current plans to cancel any of the schemes or change the eligibility requirements.

The bursary schemes on offer across the Armed Forces are listed below by Service. As at 1 April 2025 there were 740 students in receipt of a bursary; we do not make estimates of how many students could be entitled to a bursary but do not choose to apply for one. The total cost of bursaries for the 2024-25 financial year was £5,641,350.50.

Army

Defence STEM Undergraduate Sponsorship Scheme (in partnership with the Defence Academy)

Standard Army Undergraduate Scheme

Enhanced Army Undergraduate Scheme

Scholarship Scheme

Royal Army Medical Services Scheme

Royal College for Army Music Scheme

Royal Air Force

University Air Squadron Bursary Scheme

Medical Cadetship Scheme

Defence STEM Undergraduate Sponsorship (in partnership with the Defence Academy)

Royal Navy / Royal Marines

Defence Technical Undergraduate Scheme (Legacy Bursary Scheme)

RN Bursars (Legacy Bursary Scheme)

Defence STEM Undergraduate Scheme (in partnership with the Defence Academy)

Bursaries are available only for applicants wishing to join the Armed Forces and are not available to existing Service personnel or any others. They are offered to students in full-time education to attract high-calibre individuals to a career in Defence, aiming to mitigate future potential recruiting challenges. Responsibility for bursary schemes is delegated to the single Services and none have current plans to cancel any of the schemes or change the eligibility requirements.

The bursary schemes on offer across the Armed Forces are listed below by Service. As at 1 April 2025 there were 740 students in receipt of a bursary; we do not make estimates of how many students could be entitled to a bursary but do not choose to apply for one. The total cost of bursaries for the 2024-25 financial year was £5,641,350.50.

Army

Defence STEM Undergraduate Sponsorship Scheme (in partnership with the Defence Academy)

Standard Army Undergraduate Scheme

Enhanced Army Undergraduate Scheme

Scholarship Scheme

Royal Army Medical Services Scheme

Royal College for Army Music Scheme

Royal Air Force

University Air Squadron Bursary Scheme

Medical Cadetship Scheme

Defence STEM Undergraduate Sponsorship (in partnership with the Defence Academy)

Royal Navy / Royal Marines

Defence Technical Undergraduate Scheme (Legacy Bursary Scheme)

RN Bursars (Legacy Bursary Scheme)

Defence STEM Undergraduate Scheme (in partnership with the Defence Academy)