David Reed

The Laboratory for AI Security Research (LASR) is at an early stage. We will be working closely with industry and academia to define research priorities. Examples could include the role of AI security on our critical national infrastructure and how we can raise the quality of our cybersecurity to account for AI. Most of LASR's work will be classified and will benefit the UK's AI Security eco-system. The programme is also designed to facilitate industry investment and support the Government's growth agenda.

As part of the Budget, this Government announced an over £100 billion increase in departmental capital investment over the next five years compared to plans the government inherited.

The government has committed £640 million in Bus Service Improvement Plan funding to improve bus services; £650 million of funding for local transport beyond our city-regions to improve connectivity in towns, villages and rural areas; and support for the first round of electrolytic hydrogen production projects, including a first of its kind project in Devon. This government has confirmed the establishment of a County Combined Authority in Devon and Torbay, giving local leaders the power to make decisions that benefit their communities, boosting economic growth and driving reform. We are encouraging local leaders in Devon and Torbay to deepen and widen their existing devolution agreements and take strides towards mayoral devolution as a gold standard

Alongside this, the government set out plans for the 10-year infrastructure strategy. This will boost investment and growth in the South West and across the country, providing certainty and stability for the supply chain, and helping to unlock private investment. To give businesses the certainty and stability to invest, the Government is developing a modern industrial strategy and creating the National Wealth Fund to support its delivery and mobilise billions of pounds of investment in the UK’s growth industries. The Government owned British Business Bank is also investing over £1billion through their regional Investment Fund programmes, supporting growing businesses across Devon.

The Ministry of Defence is committed to supporting micro, small and medium-sized technology companies. Through the Defence Industrial Strategy the department will foster a more diverse community of suppliers, including non-traditional suppliers, through reducing barriers to entry and setting the conditions that unlock the full potential of small and medium sized enterprises (SMEs).

One of the ways we are already doing this is through the Defence and Security Accelerator (DASA) with its remit to find and fund suppliers to deliver innovative projects to meet UK defence and security challenges. DASA also supports funded SMEs with additional business services to help scale up and commercialise their innovative ideas.

Micro, small and medium sized businesses make a vital contribution to economic growth and are a valuable source of technical innovation in defence. This is recognised in the recently published Defence Industrial Strategy Statement of Intent. We work with our largest suppliers through a network of their SME Champions, trade associations and SME representatives to ensure that SMEs have fair access to opportunities in our supply chain and that our prime contractors are adopting policies, such as fair payment practices, that support small businesses working in defence. We are also engaging with our industrial partners of all sizes to develop a new SME Action Plan which will simplify and make more accessible opportunities to Defence contracts for smaller suppliers.

Micro, small and medium sized businesses make a vital contribution to economic growth and are a valuable source of technical innovation in defence. This is recognised in the recently published Defence Industrial Strategy Statement of Intent. We work with our largest suppliers through a network of their SME Champions, trade associations and SME representatives to ensure that SMEs have fair access to opportunities in our supply chain and that our prime contractors are adopting policies, such as fair payment practices, that support small businesses working in defence. We are also engaging with our industrial partners of all sizes to develop a new SME Action Plan which will simplify and make more accessible opportunities to Defence contracts for smaller suppliers.

The Multi-Role Support Ship (MRSS) programme is in its Concept Phase. The Royal Navy and Defence Equipment and Support are conducting detailed work on key user requirements, conceptual designs, affordability, and exportability assessments. Alongside other shipbuilding programmes, they are maintaining engagement with all leading UK shipbuilding entities and the National Shipbuilding Office (NSO) on the best commercial approach for UK to deliver for the Navy and the Nation. The Outline Business Case is due for submission mid-2025 which will detail the schedule for future contract award milestones.

The Multi-Role Support Ship programme is progressing well through the Concept Phase. The Royal Navy (RN) and Defence Equipment and Support are conducting detailed work on key user requirements, conceptual designs, affordability, and exportability assessments, while working closely with leading UK shipbuilding entities and the National Shipbuilding Office (NSO) on the best commercial approach for UK to deliver for the RN and the Nation.

The Outline Business Case is due for submission in mid-2025 this will detail the schedule for shifting to the Assessment Phase in 2026.

The Type 32 frigate programme is in the concept phrase and has not yet reached the level of maturity to allow publication of a specific timetable for design and procurement. This is consistent with a programme of this size and complexity at this early stage in its development.

All future designs of the Royal Navy will be part of the Strategic Defence Review (SDR) so would be inappropriate to provide further detail until SDR decisions have been made.

Defence invests in high-risk, high-reward technology experimentation from across the Defence enterprise. Defence’s core Science, Innovation and Technology budgets (e.g. Defence Science & Technology Programme and Defence Innovation Fund) are led from Head Office and are the main contributors to this. There are further investments from the Capability Portfolios of each Top Level Budget (e.g. Strategic Programmes, Single Service Commands) and utilise constructs such as the RAF’s Rapid Capabilities Office.

Recent examples of such work include the Dragonfire Laser Directed Energy Weapon Demonstrator and the BriteCloud Expendable Active Decoy.

Defence’s Research and Innovation programmes are run according to best practice Portfolio, Programme and Project management Processes which aim to deliver defined outcomes and benefits that are then tracked and monitored.

The Ministry of Defence is currently undertaking the Defence Reform programme, which will determine the delivery and exploitation mechanisms for any ‘high-risk, high-reward’ technologies. This builds on both the current S&T portfolio processes and the ‘Spearhead’ and ‘Gamechanger’ initiatives which are currently experimenting ways to improve delivery.”

Through the Defence Reform programme, we will improve procurement efficiency and secure better value for taxpayers, creating a simpler Defence focused on warfighting and deterrence.

A key facet of this programme is to create a stronger Defence centre with clearer accountabilities through the Permanent Secretary, Chief of Defence Staff, National Armaments Director and Chief of Defence Nuclear. This, coupled with our work on our future governance structures, will ensure Defence is optimised to enable faster, streamlined decision making, approvals, and delivery of our outcomes so that we remain ahead of current and future threats.

The Ministry of Defence (MOD) is taking steps itself to secure important skills in areas such as digital, cyber, STEM subjects (Science, Technology, Engineering and Maths), nuclear and space. As we tackle these challenges we will continue to work closely with industry partners of all sizes. Our strategic suppliers have identified SME Champions and there is now regular engagement between them and the department, focusing upon how industry and MOD should improve their practice to better support SMEs.

We also work with other Government Departments and academia to ensure that we are growing and retaining these skills nationally.

Through the Defence STEM Steering Group, Defence and their national strategic partners are actively promoting engineering as an inclusive career field, supporting teacher training, and coordinating outreach activities to maximise efficiency.

The Ministry of Defence (MOD) is taking steps itself to secure important skills in areas such as digital, cyber, STEM subjects (Science, Technology, Engineering and Maths), nuclear and space. As we tackle these challenges we will continue to work closely with industry partners of all sizes. Our strategic suppliers have identified SME Champions and there is now regular engagement between them and the department, focusing upon how industry and MOD should improve their practice to better support SMEs.

We also work with other Government Departments and academia to ensure that we are growing and retaining these skills nationally.

Through the Defence STEM Steering Group, Defence and their national strategic partners are actively promoting engineering as an inclusive career field, supporting teacher training, and coordinating outreach activities to maximise efficiency.

The £2.9 billion increase in funding for the Ministry of Defence for financial year 2025-26 has not yet been allocated to any specific programmes or activities. His Majesty's Treasury has confirmed they will provide funding for the increased cost of National Insurance contributions for the Department.

Whilst we are aware of the differing approaches currently being undertaken by other countries and allies in the investigation of Unidentified Aerial Phenomena (UAP), the Ministry of Defence's (MOD) position on UAP remains unchanged, which is, that in over 50 years, no sighting reported to the Department has indicated the existence of any military threat to the United Kingdom.

The MOD ceased to investigate reports of UFO or UAP in 2009 and has not classified any new material on the subject since. It has been deemed more valuable to prioritise MOD staff towards other Defence-related activities. For this reason, there are no current plans to create a dedicated team to investigate incidences of alleged sightings. All MOD files relating to UFOs that were created up until 2009 have been released to The National Archives (TNA).

The Ministry of Defence (MOD) is exploring the use of AI in different ways to enhance productivity, efficiency and effectiveness by augmenting the capabilities of our people. The Department’s current policy requires that all outputs generated by AI systems are reviewed and adapted by our people for accuracy and to ensure compliance with MOD policies, including the Defence Writing Guide (Joint Services Publication 101).

Implementation of the first stage of the Defence Catering Strategy began in May 2024 with new menus and a change to our charging approach. The Strategy also aims to improve the dining environment, to vary opening times to suit local needs, and to enhance the dining experience through greater use of technology. Feedback on the new dining offer has largely been positive, including regarding the range and healthiness of choices, and the cost to the individual. This is a constantly evolving offer, with views gathered locally to ensure that the menus, continue to improve.

This activity is taking place within existing arrangements whilst the process of securing the future of Soft Facilities Management contracts is ongoing. The health needs of our personnel will also inform the food elements of those new contracts. We are working to ensure that our people are routinely eating in our facilities and that the menus they choose from offer the balance that they need to be able to perform in their demanding roles.

AI tools have been used to help review and analyse the high volume of submissions received during the Strategic Defence Review (SDR) process, not to make recommendations. The SDR is being led by the Reviewers, and supported by a wider team of external experts as well as drawing on the expertise of the Ministry of Defence. The vast majority of the Review has been carried out by humans. Al tools play a supporting role. enhancing the team’s ability to focus on high-value tasks, like in-depth reading and discussion of submissions, thereby facilitating a more comprehensive review, whilst being one part of the process.

No need to change guidelines on submissions, executive summaries and bullet-point recommendations has been identified. The Strategic Defence Review is being led by the Reviewers, and supported by a wider team of external experts as well as drawing on the expertise of the Ministry of Defence. The vast majority of the Review has been carried out by humans. Al tools play a supporting role, enhancing the team’s ability to focus on high-value tasks, like in-depth reading and discussion of submissions, thereby facilitating a more comprehensive review, whilst being one part of the process.

The maintenance of former UK public buildings and monuments, in Hong Kong, is a matter for the Hong Kong authorities.

The Commonwealth War Graves Commission currently maintain a number of UK war graves in Hong Kong. They are unaware of any wider issues concerning former UK public and military infrastructure within Hong Kong.

The Ministry of Defence is working with several technology providers in Defence's digital ecosystem to support the Strategic Defence Review (SDR). This allowed the team to leverage modern business practices and technologies to analyse a wide range of responses. The Department has rigorous controls in place to secure and use data in accordance with regulatory and ethical guidelines, to which SDR activities, including AI, aligned.

The Ministry of Defence regularly liaises with the Home Office on a range of issues, but there are no plans for Defence to undertake actions in relation to migration in the UK currently outside the Afghan relocations work.

While the design, headcount and organisational structure of the future Military Strategic Head Quarters (MSHQ) is still in the development stage, it is expected that the establishment of the MSHQ will be cost neutral and contained within the overall Defence budget.

On 17 July 2024, the Prime Minister commissioned the Defence Secretary to oversee the Strategic Defence Review, which is headed by three external Reviewers, Lord Robertson of Port Ellen, General Sir Richard Barrons and Dr Fiona Hill CMG. The Review is being conducted with the best value for money for Defence in mind, within current budgets. Costs will be provided after the review has concluded.

The decision to formally decommission HM Ships ALBION and BULWARK reflects the decision of the last Government. This has been in full consultation with the Service Chiefs and the SDR reviewers and neither ship could realistically be put to sea again ahead of their planned decommissioning in 2032 and 2033 respectively.

The Strategic Defence Review is considering all aspects of Defence, involving - and receiving inputs from - other Government Departments, agencies and industry, in areas where they support UK Defence. It is to be Britain's review-not just the Government's-so the reviewers consulted serving military, veterans, MPs of all parties, industry, and academia, to support their analysis throughout the review and challenge process.

The UK collaborates with a range of international partners, including Israel, to develop cutting-edge capabilities to assure the British Armed Forces' continued strategic advantage. Ministry of Defence officials engage regularly with their international counterparts to further the UK's interests at home and overseas, and we learn continually from our overseas partners.

The UK Ministry of Defence (MOD) is committed to working collaboratively with innovators in the technology sector to improve cyber capabilities across Defence. We recognise the valuable skills, technology, and pace of development in cyber, much of which is driven by Small and Medium-sized Enterprises (SMEs). The recently published Defence Industrial Strategy - Statement of Intent acknowledges the vital contribution SMEs can offer not just in cyber but across the spectrum of capabilities. Our priority is to create new partnerships between Government and business, and as a first step we will create the Defence Industrial Joint Council with a specific objective of broadening participation, which includes the SME community.

The MOD is further working closely with industry and external stakeholders in conducting a Strategic Defence Review 25 that will set the Defence Plan including the future intent for cyber.

The Strategic Defence Review is considering all aspects of Defence, involving, and receiving inputs from other Government Departments, industry and allies and partners. Throughout this process we have collaborated with a range of international counterparts to understand how UK Defence can best take advantage of the pace of commercial technological developments.

Small and Medium Enterprises (SMEs) make a vital contribution to economic growth and are a valuable source of technical innovation in defence. This is recognised in the recently published Defence Industrial Strategy Statement of Intent, as well as the Department's Social Value policies. We work with our largest suppliers through a network of their SME Champions, Trade Associations and SME representatives to ensure that SMEs have fair access to opportunities in our supply chain and that our prime contractors are adopting policies, such as fair payment practices, that support small businesses working in defence.

Since Russia's illegal invasion of Ukraine, UK Ministry of Defence (MOD) has collaborated with both Ukrainian hardware and software technology companies in the defence sector.

UK MOD is constantly assessing what lessons can be learned from all partnerships, including how close and agile partnerships can help both Ukraine and UK defence industrial capability and capacity.

Details are not released publicly due to operational security.