Ministry of Defence

The Department is withholding the information as full disclosure of all the contract details may prejudice commercial interests and national security.

The Department has provided a list of British companies that were awarded contracts out of the 1,000 major contracts. These suppliers can be found in the attachment provided.

The Royal Navy constantly monitors threats to UK waters, and we are ready and willing to respond if required. The YANTAR’s most recent incursion into British waters was met with a robust response, using capabilities from across the full spectrum of Defence.

The Royal Navy and Royal Air Force deployed HMS SOMERSET and RAF P-8 Maritime Patrol Aircraft to monitor the YANTAR’s every move within the UK’s Exclusive Economic Zone (EEZ). In addition, the Defence Secretary took steps to alter and enhance the Royal Navy’s posture to ensure we can better track and respond to threats from YANTAR or any other spy ship.

As the Strategic Defence Review underlined, the protection of Critical Underwater Infrastructure is a priority for Defence. We have invested in new capabilities to ensure our Critical Underwater Infrastructure remains resilient, such as the Multi-Role Ocean Surveillance (MROS) programme, which includes RFA PROTEUS. We also will continue to invest in our international partnerships and alliances, including NATO, to coordinate surveillance of the threat, expose those who seek to threaten us and hold them accountable.

We welcome the significant efforts from both President Trump and President Zelenskyy to make progress on a peace deal and the constructive engagement in Geneva over the weekend towards securing a just and lasting peace.

The UK alongside our European allies have supported those discussions and continue to work closely with the US and Ukraine.

While diplomatic efforts continue, we will stand steadfast with Ukraine to keep it in the fight and ensure the Ukrainian people can defend themselves from the ongoing barbaric Russian attacks.

The Royal Navy and the Ministry of Defence continuously assess our Rules of Engagement to ensure our Armed Forces can act appropriately against malign activities and future threats. For reasons of national security, I am not able to disclose specific detail on Rules of Engagement.

The Secretary of State for Defence has regular discussions with the Cabinet Office colleagues on a range of issues, including national security and resilience.

As outlined in the Strategic Defence Review, Defence has an integral role in the Cabinet Office-led Home Defence Programme. The Ministry of Defence is therefore working closely with the Cabinet Office across all appropriate levelsto ensure alignment between civil and military planning for some of the most serious risks we face.

A review of performance requirements and technical solutions is ongoing as part of the concept phase for Project GRAYBURN. On current plans, Project GRAYBURN is due to enter its assessment phase in 2026.

The project aims to replace the SA80 family of rifles through the 2030s. The ongoing analysis includes efforts to understand the benefits and compromises of changing calibre. While no decision has yet been made, intermediate calibres including the 6.8 x 51mm are part of this work.

The Strategic Defence Review identifies space as a critical domain for national security and Defence, emphasising the importance of international collaboration to achieve the United Kingdom's (UK) defence space aspirations. The Ministry of Defence (MOD) is committed to exploring opportunities for cooperation in space that align with Defence and security commitments, working closely with cross-government partners to ensure coherence with broader UK interests and priorities.

The MOD assesses participation in specific space projects on a case-by-case basis. Any decision to participate in EU space projects will be made considering strategic benefits, value for money, and alignment with national security objectives.

The Ministry of Defence is committed to developing the Defence Space Portfolio and wider space requirements to harness space for national and military advantage. The recent publication of the Strategic Defence Review served to reinforce the importance of the space domain and the need to invest appropriately. The level of investment will be prioritised appropriately against the threat as part of the future Integrated Force and set out in the Defence Investment Plan to be published this year.

We welcome the significant efforts from both President Trump and President Zelenskyy to make progress on a peace deal and the constructive engagement in Geneva over the weekend towards securing a just and lasting peace.

We always encourage our partners to do whatever they can to support Ukraine. Any decisions on what support a state may wish to consider providing in support of Ukraine, including deploying personnel, rests with individual governments.

The Secretary of State for Defence has regular discussions with the Cabinet Office colleagues on a range of issues, including national security and resilience.

As outlined in the Strategic Defence Review, Defence has an integral role in the Cabinet Office-led Home Defence Programme. The Ministry of Defence is therefore working closely with the Cabinet Office across all appropriate levels to ensure alignment between civil and military planning for some of the most serious risks we face.

In October 2024 the UK Carrier Strike Group and US Carrier Strike Group 8 completed a period of combined integration training during Exercise STRIKE WARRIOR. Exercise STRIKE WARRIOR included the successful re-certification of the UK Carrier Strike Group staff as part of the preparations for the Op HIGHMAST deployment in 2025.

Exercise STRIKE WARRIOR involved warships and support vessels from the Royal Navy and Royal Fleet Auxiliary along with elements of the British Army, Royal Air Force and NATO warships from six nations – Norway, Denmark, Belgium, Germany, Portugal and the UK.

The two US Air Force F-35 squadrons stationed at RAF Lakenheath have reached full operating capacity, which was achieved in Autumn 2025.

The Ministry of Defence keeps all capability programmes under regular review to ensure they remain affordable, deliver value for money, and align with operational priorities.

The decision to cancel the Iron Duke conversion programme was based on a comprehensive assessment. Given the platform's remaining Service life, the time required to complete the conversion, and competing operational priorities, the benefits of proceeding did not justify the additional cost or extended period out of service. Resources were therefore re-prioritised to deliver greater operational effect.

I am withholding the information as its disclosure would, or would be likely to, prejudice the capability, effectiveness, or security of the Armed Forces.

Our ambition is for all five Defence Growth Deals, including the Plymouth Defence Growth Deal, to be operational by the end of Summer 2026. We have already made tangible progress with the launch of Team Plymouth on 19 September, who will be leading the delivery of the Plymouth Defence Growth Deal.

Our ambition is for all five Defence Growth Deals, including the South Yorkshire Defence Growth Deal, to be operational by the end of Summer 2026. This timeline reflects our dedication to ensuring these Deals are implemented effectively, delivering tangible benefits to local economies and the wider defence sector.

Our ambition is for all five Defence Growth Deals, including the Wales Growth Deal, to be operational by the end of Summer 2026. This timeline reflects our dedication to ensuring these Deals are implemented effectively, delivering tangible benefits to local economies and the wider defence sector.

Our ambition is for all five Defence Growth Deals, including the Scotland Defence Growth Deal, to be operational by the end of Summer 2026. This timeline reflects our dedication to ensuring these Deals are implemented effectively, delivering tangible benefits to local economies and the wider defence sector.

Our ambition is for all five Defence Growth Deals, including the Northern Ireland Defence Growth Deal, to be operational by the end of Summer 2026. This timeline reflects our dedication to ensuring these Deals are implemented effectively, delivering tangible benefits to local economies and the wider defence sector.

Anti-tank platoons within Armoured Infantry units will be equipped with Boxer variants.

UK Defence Innovation (UKDI) will support high-tech businesses across the UK, including the North west. The ringfenced budget of £400 million for 2025-26 will focus on novel technologies, including dual-use systems.

UKDI will invest in structures to support business growth and to increase investment into SMEs, start-ups, and non-traditional defence suppliers to support a diverse and agile supply chain across the UK.

The decision to cancel the Shadow Mk2 upgrade programme was driven by delays in delivering the required capability and an assessment of increased costs for uncontracted work. As a result, no direct in-year savings were realised from this decision. However, allocated sustainment funding continues to support the operational output of the existing Shadow R Mk1 fleet.

The Ministry of Defence is working to develop defence readiness legislation as set out in the Strategic Defence Review and Defence Industrial Strategy. We are engaging with other Government Departments as they consider what legislation they may wish to bring forward in the context of the Government’s Home Defence Programme led by the Cabinet Office. No decisions have yet been taken on the detailed composition of the Government’s future legislative programme for future sessions.

The Ministry of Defence is working to develop defence readiness legislation as set out in the Strategic Defence Review and Defence Industrial Strategy. We are engaging with other Government Departments as they consider what legislation they may wish to bring forward in the context of the Government’s Home Defence Programme led by the Cabinet Office. No decisions have yet been taken on the detailed composition of the Government’s future legislative programme for future sessions.

Project RARDEN is a legacy project that designed and introduced the Rarden cannon into service in the 1970s.

Project Magenta was initiated to provide infrastructure to support the Dreadnought Programme and the Continuous At Sea Deterrent. Due to the classification of Project Magenta, it is not possible to provide any further detail on the project's scope.

The scope of Project MATCHA was to replace the Gazelle AH Mk1, employed in Northern Ireland in the Rotary Wing Manned Airborne Surveillance role, with an Airbus H135. The project scope also included the integration of new Mission Role Equipment.

In line with the Strategic Defence Review 2025, the Ministry of Defence has established the following to support oversight of a) assets, b) liabilities, c) rates of obsolescence and d) lifecycle costs across his Department’s estate:

(a) a centralised asset register,

(b) a liability baseline,

(c) introduced an obsolescence model for critical infrastructure,

(d) and embedded lifecycle costing within the Defence Investment Plan to ensure transparency and alignment with the Strategic Defence Review 2025 objectives.

In line with the Strategic Defence Review 2025, the Ministry of Defence has been reviewing its estate to identify land that it can release from current operational use. The purposes to which this land can be put is now being assessed. Some sites may become available for start-ups and scale-ups, supporting innovation in defence and technology sectors.

At this present time, there are no plans to publish a Command Paper for the Defence Reform programme. The programme is being delivered through established internal governance and Ministerial oversight, which ensures transparency and accountability without the need for a formal Command Paper.

Planning for the new Defence Office for Small Business Growth continues at pace. The Office will reflect modern ways of working and will not be restricted by a physical location. By using a networked approach that utilizes services provided by existing organisations including the Trade Bodies and Regional Defence and Security Clusters, the Office will address one of the significant barriers to entry for SME support. The offering will be across the country and utilising effective digital tools, enabling small businesses to connect with the Office regardless of location.

Planning for the new Defence Office for Small Business Growth continues at pace. The Office will reflect modern ways of working and will not be restricted by a physical location. By using a networked approach that utilizes services provided by existing organisations including the Trade Bodies and Regional Defence and Security Clusters, the Office will address one of the significant barriers to entry for SME support. The offering will be across the country and utilising effective digital tools, enabling small businesses to connect with the Office regardless of location.

Planning for the new Defence Office for Small Business Growth continues at pace. The Office will reflect modern ways of working and will not be restricted by a physical location. By using a networked approach that utilizes services provided by existing organisations including the Trade Bodies and Regional Defence and Security Clusters, the Office will address one of the significant barriers to entry for SME support. The offering will be across the country and utilising effective digital tools, enabling small businesses to connect with the Office regardless of location.

The Government’s Forces First approach will apply to a proportion of new homes on selected surplus Defence sites, agreed between the Ministry of Defence (MOD), the local authority and the developer based on demand and site viability.

This will increase the number of Service Family Accommodation through MOD acquisition of high-quality new build properties developed on surplus Defence sites, where these are needed. This ensures military families benefit directly from the construction taking place on former military land, creating investment and improvement.

Final plans for construction are pending, so any future military housing in Wiltshire cannot yet be confirmed. Priority access to selected sites will be agreed with local authorities and developers to support Service personnel and national housebuilding targets.

Lot 39 of the contract is expected to be placed by the end of 2025. Lot 40 of the contract is yet to be negotiated by the US Government. The UK proportionate contribution towards the $3.5 billion contract is classified as commercially sensitive information.

Applications are currently open for organisations to bid to become VALOUR recognised centres. The locations of centres will be dependent on which organisations apply and are awarded funding; however, consideration will be given to the geographic spread of centres. The programme guidance for applicants encourages them to consider how their bid will deliver more equity of access and consistency in service quality throughout the UK.

VALOUR recognised centres will facilitate in-person access to multiple services for veterans right across the UK. These centres will be required to meet high standards and provide timely data to the UK Government regarding the needs and experiences of veterans to inform future service improvements.

The VALOUR programme is being developed and funding for VALOUR Recognised Centres opened on 10 November and closes on 14 January 2026. There will be an expectation on centres to share data with VALOUR HQ, where it will then be reviewed and analysed, to be then be used to further inform policymaking.

The Veterans Strategy commits to redesign the underpinning governance and engagement that drives delivery of veterans’ priorities and decision making. I will work with Ministers across UK Government and Devolved Governments to deliver on the priorities set out in the strategy.

The cross-Government delivery group is an official level group that supports Ministers to implement this important strategy.

We recognise that not all veterans can reliably access digital services or the internet. The digital Veteran Card is an optional version of the existing physical HM Armed Forces Veteran Card. Eligibility for a digital version, includes that applicants must already hold a physical card.

Applications for both Veteran Cards can be made either online or via post, ensuring that a fully non-digital route remains available. This approach ensures that all veterans can access the support and benefits they are entitled to. Veterans who require additional help can access support through the Veterans UK helpline.

The Government recognises the vital role small and medium-sized enterprises (SMEs) across the UK play in our economy and is committed to ensuring they have access to the skills and talents they need to succeed. Veterans bring exceptional qualities such as leadership, teamwork, critical thinking, and resilience, which are invaluable to UK business, from SMEs to large organisations.

The recently published Veterans Strategy sets out how this Government will ensure veterans can maximise the skills gained during their time in service, whether supporting them into sustainable careers in high growth, critical industries, or ensuring they can access the tools needed to set up and scale their own business.

The Veteran Employment Taskforce will bring together teams from across government, including the Defence Office for Defence Small Business Growth, to ensure veterans are reflected in the Government's employment strategies and identify opportunities for SMEs to access veteran talent effectively. This will be supported by ongoing collaboration with businesses, particularly the 8,000+ Defence Employer Recognition Scheme holders, to identify and share best practice.

Uncrewed and Autonomous systems are integral to the modern way of warfighting, exemplified in the lessons gleaned from the war in Ukraine. The Ministry of Defence has spent over £450 million on Uncrewed Systems, including over £300 million on their research and development over the last year. The Strategic Defence Review announced an increase in autonomy investment of £2 billion in this Parliament, taking total Defence investment in autonomy to circa £4 billion. Work to deliver the Strategic Defence Review recommendations, including on autonomy and drones, will be prioritised appropriately against the threat as part of the future Integrated Force and set out in the Defence Investment Plan to be published this year.

The Strategic Defence Review 2025 recommended a shift towards greater use of autonomy and Artificial Intelligence within the UK's conventional force. Defence will deliver on this commitment by incorporating uncrewed and autonomous systems into the Integrated Force in higher numbers over the next five years.

We are committed to ensuring the Defence industry is a powerhouse for economic growth through strengthened industrial relationships and domestic investment, and will leverage investments such as the Autonomy Fund to this end whilst ensuring operational benefits. Work to deliver the Strategic Defence Review recommendations, including autonomous and uncrewed systems, will be prioritised appropriately against the threat as part of the future Integrated Force and set out in the Defence Investment Plan to be published this year.

The Strategic Defence Review 2025 recommended a shift towards greater use of autonomy and Artificial Intelligence within the UK's conventional force. Defence will deliver on this commitment by incorporating uncrewed and autonomous systems into the Integrated Force in higher numbers over the next five years.

We are committed to ensuring the Defence industry is a powerhouse for economic growth through strengthened industrial relationships and domestic investment, and will leverage investments such as the Autonomy Fund to this end whilst ensuring operational benefits. Work to deliver the Strategic Defence Review recommendations, including autonomous and uncrewed systems, will be prioritised appropriately against the threat as part of the future Integrated Force and set out in the Defence Investment Plan to be published this year.

The Ministry of Defence applies in-year controls across the Department to manage performance against the Defence budget and these controls are subject to continuous review.

This approach is part of normal good financial management and ensures that resources are allocated effectively to meet operational priorities.