Ministry of Defence

Prince William of Gloucester (PWoG) Barracks is included in Joint Military Command (JMC) Centre contingency plans for potential resilience operations, along with all other available Defence locations in their Area of Operations. JMC Centre are aware of the pending closure of PWoG Barracks and will adjust contingency plans accordingly when the site is no longer available.

The Barracks currently host HQ 102 Operational Support Brigade, 167 Catering Support Regiment RLC, 294 Supply Squadron of 159 Regiment RLC, Army Training Regiment Grantham (ATR(G)), and various lodger units. Following the planned closure of the site, the planned moves for these units are as follows: ATR(G) is scheduled to relocate to Alexander Barracks, Pirbright; 102 Operational Support Brigade to Munster Barracks, Catterick; and the Royal Logistic Corps and lodger units to Kendrew Barracks, Cottesmore.

The closure of PWoG Barracks is being managed under the Defence Estate Optimisation programme, an intent announced by the previous Government in Parliament in 2016 which remains unchanged. As the site is becoming surplus to military requirements, the Ministry of Defence (MOD) is required to release it to ensure best value for the taxpayer; therefore, no separate business case for disposal exists.

The Defence Infrastructure Organisation is part of the MOD. It works closely with Army stakeholders, and is delivering the development of the new training centre at Pirbright, which will meet current and future defence needs and render the Barracks surplus.

Extensive consultation has been undertaken with the Army Reserve, local authorities, stakeholders, local residents, and service families regarding the closure of ATR(G). The MoD remains committed to closing PWoG Barracks only when alternative Army Reserve basic training capacity is fully established and operational.

A comprehensive Value for Money assessment has been conducted as part of the project management for the new bespoke non-infantry basic training centre, which will provide sufficient capacity to meet training and Reserve requirements while delivering efficiencies. Regarding the costs of relocating units and training functions from PWoG Barracks, these vary depending on size, complexity, commercial movement rates, and distance; such forecast costs are commercially sensitive and therefore not disclosed.

Prince William of Gloucester (PWoG) Barracks is included in Joint Military Command (JMC) Centre contingency plans for potential resilience operations, along with all other available Defence locations in their Area of Operations. JMC Centre are aware of the pending closure of PWoG Barracks and will adjust contingency plans accordingly when the site is no longer available.

The Barracks currently host HQ 102 Operational Support Brigade, 167 Catering Support Regiment RLC, 294 Supply Squadron of 159 Regiment RLC, Army Training Regiment Grantham (ATR(G)), and various lodger units. Following the planned closure of the site, the planned moves for these units are as follows: ATR(G) is scheduled to relocate to Alexander Barracks, Pirbright; 102 Operational Support Brigade to Munster Barracks, Catterick; and the Royal Logistic Corps and lodger units to Kendrew Barracks, Cottesmore.

The closure of PWoG Barracks is being managed under the Defence Estate Optimisation programme, an intent announced by the previous Government in Parliament in 2016 which remains unchanged. As the site is becoming surplus to military requirements, the Ministry of Defence (MOD) is required to release it to ensure best value for the taxpayer; therefore, no separate business case for disposal exists.

The Defence Infrastructure Organisation is part of the MOD. It works closely with Army stakeholders, and is delivering the development of the new training centre at Pirbright, which will meet current and future defence needs and render the Barracks surplus.

Extensive consultation has been undertaken with the Army Reserve, local authorities, stakeholders, local residents, and service families regarding the closure of ATR(G). The MoD remains committed to closing PWoG Barracks only when alternative Army Reserve basic training capacity is fully established and operational.

A comprehensive Value for Money assessment has been conducted as part of the project management for the new bespoke non-infantry basic training centre, which will provide sufficient capacity to meet training and Reserve requirements while delivering efficiencies. Regarding the costs of relocating units and training functions from PWoG Barracks, these vary depending on size, complexity, commercial movement rates, and distance; such forecast costs are commercially sensitive and therefore not disclosed.

Prince William of Gloucester (PWoG) Barracks is included in Joint Military Command (JMC) Centre contingency plans for potential resilience operations, along with all other available Defence locations in their Area of Operations. JMC Centre are aware of the pending closure of PWoG Barracks and will adjust contingency plans accordingly when the site is no longer available.

The Barracks currently host HQ 102 Operational Support Brigade, 167 Catering Support Regiment RLC, 294 Supply Squadron of 159 Regiment RLC, Army Training Regiment Grantham (ATR(G)), and various lodger units. Following the planned closure of the site, the planned moves for these units are as follows: ATR(G) is scheduled to relocate to Alexander Barracks, Pirbright; 102 Operational Support Brigade to Munster Barracks, Catterick; and the Royal Logistic Corps and lodger units to Kendrew Barracks, Cottesmore.

The closure of PWoG Barracks is being managed under the Defence Estate Optimisation programme, an intent announced by the previous Government in Parliament in 2016 which remains unchanged. As the site is becoming surplus to military requirements, the Ministry of Defence (MOD) is required to release it to ensure best value for the taxpayer; therefore, no separate business case for disposal exists.

The Defence Infrastructure Organisation is part of the MOD. It works closely with Army stakeholders, and is delivering the development of the new training centre at Pirbright, which will meet current and future defence needs and render the Barracks surplus.

Extensive consultation has been undertaken with the Army Reserve, local authorities, stakeholders, local residents, and service families regarding the closure of ATR(G). The MoD remains committed to closing PWoG Barracks only when alternative Army Reserve basic training capacity is fully established and operational.

A comprehensive Value for Money assessment has been conducted as part of the project management for the new bespoke non-infantry basic training centre, which will provide sufficient capacity to meet training and Reserve requirements while delivering efficiencies. Regarding the costs of relocating units and training functions from PWoG Barracks, these vary depending on size, complexity, commercial movement rates, and distance; such forecast costs are commercially sensitive and therefore not disclosed.

Prince William of Gloucester (PWoG) Barracks is included in Joint Military Command (JMC) Centre contingency plans for potential resilience operations, along with all other available Defence locations in their Area of Operations. JMC Centre are aware of the pending closure of PWoG Barracks and will adjust contingency plans accordingly when the site is no longer available.

The Barracks currently host HQ 102 Operational Support Brigade, 167 Catering Support Regiment RLC, 294 Supply Squadron of 159 Regiment RLC, Army Training Regiment Grantham (ATR(G)), and various lodger units. Following the planned closure of the site, the planned moves for these units are as follows: ATR(G) is scheduled to relocate to Alexander Barracks, Pirbright; 102 Operational Support Brigade to Munster Barracks, Catterick; and the Royal Logistic Corps and lodger units to Kendrew Barracks, Cottesmore.

The closure of PWoG Barracks is being managed under the Defence Estate Optimisation programme, an intent announced by the previous Government in Parliament in 2016 which remains unchanged. As the site is becoming surplus to military requirements, the Ministry of Defence (MOD) is required to release it to ensure best value for the taxpayer; therefore, no separate business case for disposal exists.

The Defence Infrastructure Organisation is part of the MOD. It works closely with Army stakeholders, and is delivering the development of the new training centre at Pirbright, which will meet current and future defence needs and render the Barracks surplus.

Extensive consultation has been undertaken with the Army Reserve, local authorities, stakeholders, local residents, and service families regarding the closure of ATR(G). The MoD remains committed to closing PWoG Barracks only when alternative Army Reserve basic training capacity is fully established and operational.

A comprehensive Value for Money assessment has been conducted as part of the project management for the new bespoke non-infantry basic training centre, which will provide sufficient capacity to meet training and Reserve requirements while delivering efficiencies. Regarding the costs of relocating units and training functions from PWoG Barracks, these vary depending on size, complexity, commercial movement rates, and distance; such forecast costs are commercially sensitive and therefore not disclosed.

Prince William of Gloucester (PWoG) Barracks is included in Joint Military Command (JMC) Centre contingency plans for potential resilience operations, along with all other available Defence locations in their Area of Operations. JMC Centre are aware of the pending closure of PWoG Barracks and will adjust contingency plans accordingly when the site is no longer available.

The Barracks currently host HQ 102 Operational Support Brigade, 167 Catering Support Regiment RLC, 294 Supply Squadron of 159 Regiment RLC, Army Training Regiment Grantham (ATR(G)), and various lodger units. Following the planned closure of the site, the planned moves for these units are as follows: ATR(G) is scheduled to relocate to Alexander Barracks, Pirbright; 102 Operational Support Brigade to Munster Barracks, Catterick; and the Royal Logistic Corps and lodger units to Kendrew Barracks, Cottesmore.

The closure of PWoG Barracks is being managed under the Defence Estate Optimisation programme, an intent announced by the previous Government in Parliament in 2016 which remains unchanged. As the site is becoming surplus to military requirements, the Ministry of Defence (MOD) is required to release it to ensure best value for the taxpayer; therefore, no separate business case for disposal exists.

The Defence Infrastructure Organisation is part of the MOD. It works closely with Army stakeholders, and is delivering the development of the new training centre at Pirbright, which will meet current and future defence needs and render the Barracks surplus.

Extensive consultation has been undertaken with the Army Reserve, local authorities, stakeholders, local residents, and service families regarding the closure of ATR(G). The MoD remains committed to closing PWoG Barracks only when alternative Army Reserve basic training capacity is fully established and operational.

A comprehensive Value for Money assessment has been conducted as part of the project management for the new bespoke non-infantry basic training centre, which will provide sufficient capacity to meet training and Reserve requirements while delivering efficiencies. Regarding the costs of relocating units and training functions from PWoG Barracks, these vary depending on size, complexity, commercial movement rates, and distance; such forecast costs are commercially sensitive and therefore not disclosed.

Prince William of Gloucester (PWoG) Barracks is included in Joint Military Command (JMC) Centre contingency plans for potential resilience operations, along with all other available Defence locations in their Area of Operations. JMC Centre are aware of the pending closure of PWoG Barracks and will adjust contingency plans accordingly when the site is no longer available.

The Barracks currently host HQ 102 Operational Support Brigade, 167 Catering Support Regiment RLC, 294 Supply Squadron of 159 Regiment RLC, Army Training Regiment Grantham (ATR(G)), and various lodger units. Following the planned closure of the site, the planned moves for these units are as follows: ATR(G) is scheduled to relocate to Alexander Barracks, Pirbright; 102 Operational Support Brigade to Munster Barracks, Catterick; and the Royal Logistic Corps and lodger units to Kendrew Barracks, Cottesmore.

The closure of PWoG Barracks is being managed under the Defence Estate Optimisation programme, an intent announced by the previous Government in Parliament in 2016 which remains unchanged. As the site is becoming surplus to military requirements, the Ministry of Defence (MOD) is required to release it to ensure best value for the taxpayer; therefore, no separate business case for disposal exists.

The Defence Infrastructure Organisation is part of the MOD. It works closely with Army stakeholders, and is delivering the development of the new training centre at Pirbright, which will meet current and future defence needs and render the Barracks surplus.

Extensive consultation has been undertaken with the Army Reserve, local authorities, stakeholders, local residents, and service families regarding the closure of ATR(G). The MoD remains committed to closing PWoG Barracks only when alternative Army Reserve basic training capacity is fully established and operational.

A comprehensive Value for Money assessment has been conducted as part of the project management for the new bespoke non-infantry basic training centre, which will provide sufficient capacity to meet training and Reserve requirements while delivering efficiencies. Regarding the costs of relocating units and training functions from PWoG Barracks, these vary depending on size, complexity, commercial movement rates, and distance; such forecast costs are commercially sensitive and therefore not disclosed.

At the most recent Ukraine Defence Contact Group (UDCG) in April, the Defence Secretary announced the UK's largest-ever drone package for Ukraine, delivering at least 120,000 drones this year, with deliveries already underway.

The majority of this investment will be spent with UK-based companies, including Tekever, Windracers and Malloy Aeronautics, supporting high-skilled jobs and strengthening domestic production capacity. This approach helps ensure that rapid support to Ukraine also contributes to the long-term growth, resilience and scalability of the UK's defence industrial base.

Work to deliver the Strategic Defence Reviews recommendations, including on the milestones and timelines for delivery of Integrated Air and Missile Defence capabilities, including counter-drone systems and electromagnetic warfare will be set out in the forthcoming Defence Investment Plan.

His Majesty’s Government continually monitors and assesses the threats to the United Kingdom.

Ukraine is demonstrating that the pace of the ‘learn and adapt’ cycle has accelerated exponentially. Capability concepts through acquisition to employment to countermeasures can now take weeks, if not months. Defence’s lessons governance mechanism provides interpretation of lessons and how they relate to the UK and identifies pathways for remedial action. Our relationship with Ukraine has allowed the UK to continually improve this approach.

Procurement teams along with the National Armaments group routinely engage with Industry, including subject matter experts, to deliver the capability requirements of UK Armed Forces. These are informed by the current threat picture as well as lessons learnt from Ukraine, which include the need for a faster 'learn and adapt' cycle to accelerate the development of capability, doctrine and tactics.

More broadly, the Strategic Defence Review considered all aspects of Defence, including the capabilities required by the UK to meet prevailing challenges, threats, and opportunities. Work to deliver Strategic Defence Review's recommendations, including on Integrated Air and Missile Defence, drones and electromagnetic warfare will be set out in the forthcoming Defence Investment Plan.

The UK continues to assess the strategic landscape across Europe for opportunities that contribute to our collective defence and military industrial resilience. This has included officials meeting representatives of the UK/EU–Ukraine Defence Innovation Corridor and providing advice on how this early‑stage proposal could align with existing UK–Ukraine engagement on defence innovation and capability development.

The Ministry of Defence’s (MOD) focus is delivering Programme LYRA, which the Prime Minister and President Zelenskyy announced last June, and unlocking export control restrictions that will enable UK drone manufacturers to benefit from co-production and technology sharing arrangements, alongside supporting the exchange of battlefield data, with UK technologists and industry working alongside Ukrainian industry. MOD facilitates collaboration between Ukrainian and UK drone manufacturers by enabling co-location, testing and close working relationships to support both our industries and enhance innovation. The establishment of the UK’s Business Centre in Kyiv will help facilitate this for the benefit of UK, European, and Ukrainian industry.

Work to deliver the Strategic Defence Reviews recommendations, including the proposed distribution of the allocation for Integrated Air and Missile Defence, will be set out in the forthcoming Defence Investment Plan.

While the conflict in Iran has resulted in changes to delivery schedules of some munitions, Ministry of Defence teams work continuously with US partners to assess and adapt procurement programmes to ensure support to operations. We cannot comment further on specific munitions or stockpile questions for security reasons.

We are working to finalise the Defence Investment Plan (DIP) and the Prime Minister is determined to publish it before the NATO summit. Our aim is to ensure decisions in the DIP are robust and support the development of both current and future capabilities, helping to drive the transformation of our Armed Forces described in the Strategic Defence Review.

In the meantime, routine budget management and prioritisation decisions in the Ministry of Defence are being conducted in a way that is coherent with the DIP.

As at 1 January 2026 - The Trained Strength of the Active Army Reserve Group A and S population was 17,512, this is against a target of 28,371

Figures for the Army Reserve intake for each of the last five years are below:

Group A and S Intake from 1 April 2020 to 31 March 2025

1. These figures will differ from populations reported in the Service Personnel Statistics.

2. Figures include Intake into the Trained and Untrained Population.

3. Figures include intake into Officers and Other Ranks.

4. Figures include intake from the Regular and other non-Group A reserve populations into Group A. (Figures exclude personnel who were FTRS returning to Army Reserve)

5. Group A - Regional and National headquarters, units and pools required to

6. provide a national reserve. This Group is available for employment on specific tasks at home and overseas.

7. Group S - Specialist Officers and ORs who are brought into the Army Reserve for their technical knowledge. This Group is available for employment on the full range of military tasks at home and overseas. This Group is employed in the specific role into which they have been recruited and may only assume leadership appointments within the specialty for which they were recruited.

The Army Reserve is implementing new initiatives to increase its strength and return to full liability at which point the Army Reserve will grow by a further 20%. The date is predicated upon a number of variables and cannot be forecast at this stage.

As at 1 January 2026 - The Trained Strength of the Active Army Reserve Group A and S population was 17,512, this is against a target of 28,371

Figures for the Army Reserve intake for each of the last five years are below:

Group A and S Intake from 1 April 2020 to 31 March 2025

1. These figures will differ from populations reported in the Service Personnel Statistics.

2. Figures include Intake into the Trained and Untrained Population.

3. Figures include intake into Officers and Other Ranks.

4. Figures include intake from the Regular and other non-Group A reserve populations into Group A. (Figures exclude personnel who were FTRS returning to Army Reserve)

5. Group A - Regional and National headquarters, units and pools required to

6. provide a national reserve. This Group is available for employment on specific tasks at home and overseas.

7. Group S - Specialist Officers and ORs who are brought into the Army Reserve for their technical knowledge. This Group is available for employment on the full range of military tasks at home and overseas. This Group is employed in the specific role into which they have been recruited and may only assume leadership appointments within the specialty for which they were recruited.

The Army Reserve is implementing new initiatives to increase its strength and return to full liability at which point the Army Reserve will grow by a further 20%. The date is predicated upon a number of variables and cannot be forecast at this stage.

As at 1 January 2026 - The Trained Strength of the Active Army Reserve Group A and S population was 17,512, this is against a target of 28,371

Figures for the Army Reserve intake for each of the last five years are below:

Group A and S Intake from 1 April 2020 to 31 March 2025

1. These figures will differ from populations reported in the Service Personnel Statistics.

2. Figures include Intake into the Trained and Untrained Population.

3. Figures include intake into Officers and Other Ranks.

4. Figures include intake from the Regular and other non-Group A reserve populations into Group A. (Figures exclude personnel who were FTRS returning to Army Reserve)

5. Group A - Regional and National headquarters, units and pools required to

6. provide a national reserve. This Group is available for employment on specific tasks at home and overseas.

7. Group S - Specialist Officers and ORs who are brought into the Army Reserve for their technical knowledge. This Group is available for employment on the full range of military tasks at home and overseas. This Group is employed in the specific role into which they have been recruited and may only assume leadership appointments within the specialty for which they were recruited.

The Army Reserve is implementing new initiatives to increase its strength and return to full liability at which point the Army Reserve will grow by a further 20%. The date is predicated upon a number of variables and cannot be forecast at this stage.

As at 1 January 2026 - The Trained Strength of the Active Army Reserve Group A and S population was 17,512, this is against a target of 28,371

Figures for the Army Reserve intake for each of the last five years are below:

Group A and S Intake from 1 April 2020 to 31 March 2025

1. These figures will differ from populations reported in the Service Personnel Statistics.

2. Figures include Intake into the Trained and Untrained Population.

3. Figures include intake into Officers and Other Ranks.

4. Figures include intake from the Regular and other non-Group A reserve populations into Group A. (Figures exclude personnel who were FTRS returning to Army Reserve)

5. Group A - Regional and National headquarters, units and pools required to

6. provide a national reserve. This Group is available for employment on specific tasks at home and overseas.

7. Group S - Specialist Officers and ORs who are brought into the Army Reserve for their technical knowledge. This Group is available for employment on the full range of military tasks at home and overseas. This Group is employed in the specific role into which they have been recruited and may only assume leadership appointments within the specialty for which they were recruited.

The Army Reserve is implementing new initiatives to increase its strength and return to full liability at which point the Army Reserve will grow by a further 20%. The date is predicated upon a number of variables and cannot be forecast at this stage.

The Strategic Defence Review announced up to £1 billion for UK air and missile defence. Work to deliver the Strategic Defence Reviews recommendations, including on the allocation for Integrated Air and Missile Defence, will be set out in the forthcoming Defence Investment Plan.

The Strategic Defence Review considered all aspects of Defence, including the capabilities required by the UK to meet the challenges, threats, and opportunities of the twenty-first century. The Strategic Defence Review also highlighted the importance of autonomous systems both within the UK’s Integrated Force and the threats they pose, building upon ongoing threat assessments and learning lessons from our partners and allies. Decisions on our equipment requirements, including artificial intelligence and autonomous systems, will be set out in the forthcoming Defence Investment Plan.

We are delivering on the Defence Industrial Strategy by increasing MOD spend with SMEs by £2.5 billion by Summer 2028—taking total spend to £7.5 billion, a 50% uplift. This marks a step change in ensuring smaller businesses benefit from defence procurement. We are working with direct suppliers, SME Champions, industry bodies and regional defence security clusters to open up supply chains and ensure fair access to opportunities. Our new SME Commercial Pathway is increasing opportunities while simplifying, speeding up, and reducing the burden of contracting.

The Defence Office for Small Business Growth, launched by this Government, underpins these efforts, improving SME access to defence and supporting thousands of UK small businesses, including those in Surrey, to deliver the cutting-edge technologies our Armed Forces rely on.

The Ministry of Defence continues to take delivery of Project BEEHIVE craft in line with the approved programme schedule. Of the 20 vessels on order, 18 have already been delivered, with the remaining craft expected shortly.

The Ministry of Defence continues to take delivery of Project BEEHIVE craft in line with the approved programme schedule. Of the 20 vessels on order, 18 have already been delivered, with the remaining craft expected shortly.

The Government encourages the highest standards of animal welfare at slaughter. We respect the rights of Jews and Muslims to eat meat prepared in accordance with their religious beliefs.

The National Procurement Policy Statement underscores the government’s commitment to increasing procurement of food that meets higher environmental standards, supporting local suppliers and upholding ethical sourcing practises, including sourcing products raised to high UK welfare standards.

The Army is currently conducting an Army Reserve Basic Training Review which will make recommendations by Autumn 2026. This review will provide options for the future delivery of Army Reserve Basic Training across the United Kingdom.

The Army is currently conducting an Army Reserve Basic Training Review which will make recommendations by Autumn 2026. This review will provide options for the future delivery of Army Reserve Basic Training across the United Kingdom.

After the underinvestment and hollowing out of our Armed Forces by the previous administration the Government recognises the importance of developing new infrastructure and continued investment to our sovereign shipbuilding sector, supporting the delivery of vessels for our Royal Navy.

Productivity improvements and large infrastructure upgrades are frequently made possible because of shipyards’ successful tenders awarded by the Ministry of Defence, underpinning the government's commitment to deliver growth for the sector, including through reinvestment to create social value.

Upgrades have taken place at BAE Systems’ Govan shipyard, with its Janet Harvey Hall built as part of £300 million worth of investment made possible by the Type 26 programme and the UK’s successful £10 billion export deal with Norway, as well as at Babcock’s Rosyth shipyard where £200 million of upgrades were made possible by the Type 31 programme.

The Royal Navy’s ambitions for a hybrid force offers potential opportunities for our small and medium shipyards and supply chain which will drive further investment in infrastructure and capability.

There are no current plans to increase the number of operational submarine bases. For reasons of operational security, further details on specific basing arrangements cannot be disclosed.

Defence Training and Education policy, set out in JSP 822, embeds Training, Education and Learning (TEL) and digital capability as core enablers of modern training. This is currently under review and an updated version is expected to be published in the autumn of 2026.

Through the Defence Learning Management Capability (DLMC) programme, the Department is delivering a more coherent and integrated digital learning ecosystem. This programme is progressing the consolidation of legacy training systems into a more unified set of approved TEL capabilities, improving interoperability, scalability, and the pace at which training can adapt to new technologies, including AI where the Department has also introduced formal policy direction on the use of Artificial Intelligence in Defence training.

The Ministry of Defence paid £97 million in line with contractual obligations for the Ajax programme between December 2025 and April 2026, to General Dynamics and other Suppliers. I am unable to publish details of the milestones and payment schedules as this may prejudice the Department's commercial interests.

The Ministry of Defence regularly assesses the effectiveness of small arms ammunition to ensure that personnel are equipped with the most appropriate capability. Current work is focused on assessing a range of calibres to improve the performance of some specialist weapons, particularly in terms of range, accuracy, and reliability.

Thirteen of the United Kingdom’s 47 F-35B aircraft have been upgraded to the Technology Refresh 3 standard.

The Ministry of Defence does not routinely release details of munitions procured or held in service, as the release of this information could prejudice the operational effectiveness and security of the Armed Forces.

Defence has a robust process of assessing the wildfire risk daily where the fire alert state reaches yellow in line with Met Office guidance. Defence Infrastructure Organisation (DIO)’s comprehensive wildfire policy considers the operational requirement to undertake training, the natures of ammunition to be used, the weather conditions, the flora within the range impact areas and the time of day the training needs to be conducted.

To mitigate against the potential of wildfire, whether caused by military activity or actions of the public, grasses and fine fuels are reduced using tools such as grazing, scrub clearance and mowing, and the range and training area access roads provide additional breaks. Additional fire breaks have been installed at locations where the Local Fire and Rescue Service have advised, or fire incident analysis has identified a requirement. Additionally, Industry Partners and tenant farmers undertake gorse and scrub removal to reduce fuel loading and to reduce the fire risk.

Our staff also attend wildfire training with Northumberland Fire and Rescue Service to ensure they understand the issue of wildfire, how to assess the risk, and actions in the event of ignition.

Defence has a robust process of assessing the wildfire risk daily where the fire alert state reaches yellow in line with Met Office guidance. Defence Infrastructure Organisation (DIO)’s comprehensive wildfire policy considers the operational requirement to undertake training, the natures of ammunition to be used, the weather conditions, the flora within the range impact areas and the time of day the training needs to be conducted.

To mitigate against the potential of wildfire, whether caused by military activity or actions of the public, grasses and fine fuels are reduced using tools such as grazing, scrub clearance and mowing, and the range and training area access roads provide additional breaks. Additional fire breaks have been installed at locations where the Local Fire and Rescue Service have advised, or fire incident analysis has identified a requirement. Additionally, Industry Partners and tenant farmers undertake gorse and scrub removal to reduce fuel loading and to reduce the fire risk.

In addition, a bespoke Salisbury Plain Training Area (SPTA) Wildfire Management Plan was reviewed in September 2025 which specifies additional mitigations to identify how to manage the risk of wildfire in high risk areas such as the Impact Area, training buildings where a sleeping risk was identified, and other rural features such as woodblocks.

Defence has a robust process of assessing the wildfire risk daily where the fire alert state reaches yellow in line with Met Office guidance. Defence Infrastructure Organisation (DIO)’s comprehensive wildfire policy considers the operational requirement to undertake training, the natures of ammunition to be used, the weather conditions, the flora within the range impact areas and the time of day the training needs to be conducted.

To mitigate against the potential of wildfire, whether caused by military activity or actions of the public, grasses and fine fuels are reduced using tools such as grazing, scrub clearance and mowing, and the range and training area access roads provide additional breaks. Additional fire breaks have been installed at locations where the Local Fire and Rescue Service have advised, or fire incident analysis has identified a requirement. Additionally, Industry Partners and tenant farmers undertake gorse and scrub removal to reduce fuel loading and to reduce the fire risk.

Defence has a robust process of assessing the wildfire risk daily where the fire alert state reaches yellow in line with Met Office guidance. Defence Infrastructure Organisation (DIO)’s comprehensive wildfire policy considers the operational requirement to undertake training, the natures of ammunition to be used, the weather conditions, the flora within the range impact areas and the time of day the training needs to be conducted.

To mitigate against the potential of wildfire, whether caused by military activity or actions of the public, grasses and fine fuels are reduced using tools such as grazing, scrub clearance and mowing, and the range and training area access roads provide additional breaks. Additional fire breaks have been installed at locations where the Local Fire and Rescue Service have advised, or fire incident analysis has identified a requirement. Additionally, Industry Partners and tenant farmers undertake gorse and scrub removal to reduce fuel loading and to reduce the fire risk.

Defence has a robust process of assessing the wildfire risk daily where the fire alert state reaches yellow in line with Met Office guidance. Defence Infrastructure Organisation (DIO)’s comprehensive wildfire policy considers the operational requirement to undertake training, the natures of ammunition to be used, the weather conditions, the flora within the range impact areas and the time of day the training needs to be conducted.

To mitigate against the potential of wildfire, whether caused by military activity or actions of the public, grasses and fine fuels are reduced using tools such as grazing, scrub clearance and mowing, and the range and training area access roads provide additional breaks. Additional fire breaks have been installed at locations where the Local Fire and Rescue Service have advised, or fire incident analysis has identified a requirement. Additionally, Industry Partners and tenant farmers undertake gorse and scrub removal to reduce fuel loading and to reduce the fire risk.

The Ministry of Defence continually monitors all activity within UK waters. We will not provide details on the numbers of vessels or our decision-making process as this could compromise our ability to successfully take action against sanctioned ships, only benefitting our adversaries.

I refer the hon. Member to the answer I gave him on 20 April 2026, to Question 125978.

https://questions-statements.parliament.uk/written-questions/detail/2026-04-10/125978

In April 2026, the Department announced the biggest ever drone package for Ukraine, delivering at least 120,000 drones for Ukraine this year. Most of this spending will be with UK companies, several of which were selected through open and fair competitions.

In terms of supporting defence technology SMEs, particularly in the North East of England, in September 2025, UK Defence Innovation (UKDI) announced funding to support Regional Defence and Security Cluster (RDSC) operations, including in the North-East. In conjunction with UKDI's national programmes, the expanding RDSC network enables innovation to be identified, developed, and accelerated across the whole of the UK.

Defence is working with the Cabinet Office to prioritise and protect Critical National Infrastructure (CNI). Defence is capturing data on a CNI knowledge base, which helps government understand the priorities and vulnerabilities between the 13 CNI sectors. This tool is contributing to Defence work to refresh our homeland defence plan as a priority for 2026.

A doubling of the number of deployable Sky Sabre systems operated by the Armed Forces is already on contract and due to deliver by 2027.

Sky Sabre represents a step change in the UK’s ground-based air defence capability. As the Army’s most advanced air defence system, it provides a powerful shield against modern airborne threats, from fast jets to precision-guided weapons and drones.

I refer the hon. Member to the answer given to Question 121373 on 17 March 2026.

https://questions-statements.parliament.uk/written-questions/detail/2026-03-17/121373