Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made on building resilience of Critical Raw Materials for UK Defence.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Department is addressing dependencies on concentrated sources of Critical Minerals likely to be affecting the defence sector by improving visibility and enhancing collaboration with industry and like-minded Allies (including NATO and Australia). Efforts focus on developing alternative sources of supply, investing in allied capacity, ensuring security of supply and promoting recycling and substitution to reduce reliance on single suppliers and high‑risk geographies.

MOD is also playing an active role in implementing Vision 2035: UK Critical Mineral Strategy through this work, and on 10 June, signed a new Joint Statement of Intent with Australia on collaboration to secure critical minerals supply chains for Defence.

Furthermore, the UK Government is investing £71 million through the National Wealth Fund to restart Tungsten West’s Hemerdon mine in Devon, securing the ability to negotiate over the next 6 months for a domestic supply of tungsten, a strategically important mineral used in defence and advanced industries.

This recognises that critical minerals are essential to our modern economy and increasingly our national security, with initial exchanges identifying opportunities for closer collaboration on shared critical mineral supply risks.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made on strengthening supply chain data.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence is making progress in strengthening supply chain data across Defence through the Defence Supply Chain Capability Programme (DSCCP) and wider supply chain resilience activity. We are improving visibility of critical suppliers and dependencies, developing the SCRIPT supply chain illumination tool, and enhancing our analytical capabilities to better identify vulnerabilities, manage risk and support informed decisions that strengthen resilience across the defence industrial base. This work is underpinned by rigorous quality assurance, governance and security protocols to ensure supply chain data is handled, protected and shared appropriately across Defence and with relevant partners.

Question to the Ministry of Housing, Communities and Local Government:

To ask the Secretary of State for Housing, Communities and Local Government, what steps she is taking to ensure that the Community Right to Buy Fund reaches communities in South Shropshire constituency.

Answered by Jim McMahon - Parliamentary Under-Secretary (Housing, Communities and Local Government)

This Government wants to ensure that communities have the tools they need to protect local assets. That is why we are introducing a new Community Right to Buy power through the English Devolution and Community Empowerment Act 2026. Further details of how we will support communities to make use of this power, including funding, will be set out in due course.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 6 of his Department’s Defence Industrial Strategy, published on 8 September 2025, what progress has been made on putting in place policies to ensure that every pound spent on defence will make the Armed Forces stronger and the British public better off.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Building on the Defence Industrial Strategy, the Defence Investment Plan commits to a package of ‘Back British’ measures to ensure increased defence spending strengthens UK industrial capability, resilience and growth.

Delivery is already underway through DIS initiatives to back UK-based businesses, including work on a potential UK offset policy, social value reform, and measures to help SMEs start, scale and succeed. This includes the Defence Office for Small Business Growth and SME Action Plan, supporting our commitment to increase SME spend by £2.5 billion by 2028. Taken together, these measures will help make the UK a defence industrial leader by 2035, ensuring every pound spent on defence strengthens the capabilities, resilience and readiness of the Armed Forces.

The Department has completed its consultation on a potential UK offset policy and is currently considering the evidence.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 9 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on making the UK a defence industrial leader by 2035.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Building on the Defence Industrial Strategy, the Defence Investment Plan commits to a package of ‘Back British’ measures to ensure increased defence spending strengthens UK industrial capability, resilience and growth.

Delivery is already underway through DIS initiatives to back UK-based businesses, including work on a potential UK offset policy, social value reform, and measures to help SMEs start, scale and succeed. This includes the Defence Office for Small Business Growth and SME Action Plan, supporting our commitment to increase SME spend by £2.5 billion by 2028. Taken together, these measures will help make the UK a defence industrial leader by 2035, ensuring every pound spent on defence strengthens the capabilities, resilience and readiness of the Armed Forces.

The Department has completed its consultation on a potential UK offset policy and is currently considering the evidence.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 7 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on introducing an offset policy.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Building on the Defence Industrial Strategy, the Defence Investment Plan commits to a package of ‘Back British’ measures to ensure increased defence spending strengthens UK industrial capability, resilience and growth.

Delivery is already underway through DIS initiatives to back UK-based businesses, including work on a potential UK offset policy, social value reform, and measures to help SMEs start, scale and succeed. This includes the Defence Office for Small Business Growth and SME Action Plan, supporting our commitment to increase SME spend by £2.5 billion by 2028. Taken together, these measures will help make the UK a defence industrial leader by 2035, ensuring every pound spent on defence strengthens the capabilities, resilience and readiness of the Armed Forces.

The Department has completed its consultation on a potential UK offset policy and is currently considering the evidence.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, since his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on backing UK-based businesses.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Building on the Defence Industrial Strategy, the Defence Investment Plan commits to a package of ‘Back British’ measures to ensure increased defence spending strengthens UK industrial capability, resilience and growth.

Delivery is already underway through DIS initiatives to back UK-based businesses, including work on a potential UK offset policy, social value reform, and measures to help SMEs start, scale and succeed. This includes the Defence Office for Small Business Growth and SME Action Plan, supporting our commitment to increase SME spend by £2.5 billion by 2028. Taken together, these measures will help make the UK a defence industrial leader by 2035, ensuring every pound spent on defence strengthens the capabilities, resilience and readiness of the Armed Forces.

The Department has completed its consultation on a potential UK offset policy and is currently considering the evidence.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 19 of his Department's Defence Diplomacy Strategy, published 24 March 2026, what progress he has made on making defence diplomacy an engine for growth.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

As part of the implementation of the Defence Diplomacy Strategy and the Defence Industrial Strategy, the Ministry of Defence is working to deliver the Government's ambition to drive economic growth. Work is progressing to facilitate growth by addressing barriers to investment. As part of machinery of government changes, defence export practitioners transferred to the Ministry of Defence from the former Department for Business and Trade.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what the indented increase in compute capacity is as part of the investment in quantum technology.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The specific increase in Defence compute capacity from investment in quantum technology is not yet certain, as quantum computing is still maturing and its Defence applications are being explored. The MOD is working with Department for Business, Innovation, Science and Technology (DBIST) and the quantum computing sector to understand how future quantum computing capability could support Defence requirements and will make investment decisions accordingly.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 11 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made by the Office of Defence Exports in supporting UK industry to compete in the global market.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Defence Industrial Strategy on 8 September 2025, the Department has strengthened collaboration with industry, NATO Allies and international partners, including the United States, to support UK defence exports, deepen strategic partnerships, improve information sharing and promote a NATO-first approach to industrial co-operation. National Armaments International is supporting UK companies to compete overseas, with record successes in 2025 including the UK’s biggest ever warship deal to Norway and the largest fighter jet exports agreement in a generation, promoting global security while boosting growth at home.

The Department is also giving industry clearer long-term demand signals, investing in priority capabilities, strengthening supply chains and rebuilding capacity in critical sectors including munitions, complex weapons, shipbuilding and combat air. Alongside this, it is investing in defence skills, regional growth, innovation and expanded production capacity, while exploring further measures - through the Defence Readiness Bill which is due later this Parliament - to support industrial resilience, readiness and surge capacity.

As part of our NATO-first approach, the UK continues to work with Allies to deliver the ambitions of NATO’s Defence Production Action Plan and NATO’s Industrial Capacity Expansion Pledge to improve industrial readiness, resilience, interoperability and surge capacity across the Alliance. The UK also joined Allies in endorsing the new Strategy for Industry NATO Cooperation at the recent Ankara summit and maintains a strong partnership with the UK delegation to the NATO Industrial Advisory Group (NIAG), enabling senior industrialists to offer expertise and strategic insight on a wide range of security policy, defence planning, and capability issues. The UK’s hosting of the NIAG plenary in June 2026 also showcased a shared government-industry commitment to our national contribution to NATO’s collective capability and the opportunities for Allied industrial cooperation.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 94 of his Department’s Defence Industrial Strategy, published 8 September 2025, what progress he has made on building a more open, trusting collaboration between his Department and industry.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Defence Industrial Strategy on 8 September 2025, the Department has strengthened collaboration with industry, NATO Allies and international partners, including the United States, to support UK defence exports, deepen strategic partnerships, improve information sharing and promote a NATO-first approach to industrial co-operation. National Armaments International is supporting UK companies to compete overseas, with record successes in 2025 including the UK’s biggest ever warship deal to Norway and the largest fighter jet exports agreement in a generation, promoting global security while boosting growth at home.

The Department is also giving industry clearer long-term demand signals, investing in priority capabilities, strengthening supply chains and rebuilding capacity in critical sectors including munitions, complex weapons, shipbuilding and combat air. Alongside this, it is investing in defence skills, regional growth, innovation and expanded production capacity, while exploring further measures - through the Defence Readiness Bill which is due later this Parliament - to support industrial resilience, readiness and surge capacity.

As part of our NATO-first approach, the UK continues to work with Allies to deliver the ambitions of NATO’s Defence Production Action Plan and NATO’s Industrial Capacity Expansion Pledge to improve industrial readiness, resilience, interoperability and surge capacity across the Alliance. The UK also joined Allies in endorsing the new Strategy for Industry NATO Cooperation at the recent Ankara summit and maintains a strong partnership with the UK delegation to the NATO Industrial Advisory Group (NIAG), enabling senior industrialists to offer expertise and strategic insight on a wide range of security policy, defence planning, and capability issues. The UK’s hosting of the NIAG plenary in June 2026 also showcased a shared government-industry commitment to our national contribution to NATO’s collective capability and the opportunities for Allied industrial cooperation.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 94 of his Department’s Defence Industrial Strategy, published 8 September 2025, what progress he has made on establishing new strategic partnerships between his Department and industry.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Defence Industrial Strategy on 8 September 2025, the Department has strengthened collaboration with industry, NATO Allies and international partners, including the United States, to support UK defence exports, deepen strategic partnerships, improve information sharing and promote a NATO-first approach to industrial co-operation. National Armaments International is supporting UK companies to compete overseas, with record successes in 2025 including the UK’s biggest ever warship deal to Norway and the largest fighter jet exports agreement in a generation, promoting global security while boosting growth at home.

The Department is also giving industry clearer long-term demand signals, investing in priority capabilities, strengthening supply chains and rebuilding capacity in critical sectors including munitions, complex weapons, shipbuilding and combat air. Alongside this, it is investing in defence skills, regional growth, innovation and expanded production capacity, while exploring further measures - through the Defence Readiness Bill which is due later this Parliament - to support industrial resilience, readiness and surge capacity.

As part of our NATO-first approach, the UK continues to work with Allies to deliver the ambitions of NATO’s Defence Production Action Plan and NATO’s Industrial Capacity Expansion Pledge to improve industrial readiness, resilience, interoperability and surge capacity across the Alliance. The UK also joined Allies in endorsing the new Strategy for Industry NATO Cooperation at the recent Ankara summit and maintains a strong partnership with the UK delegation to the NATO Industrial Advisory Group (NIAG), enabling senior industrialists to offer expertise and strategic insight on a wide range of security policy, defence planning, and capability issues. The UK’s hosting of the NIAG plenary in June 2026 also showcased a shared government-industry commitment to our national contribution to NATO’s collective capability and the opportunities for Allied industrial cooperation.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, since his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on forging new and enduring partnerships.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Defence Industrial Strategy on 8 September 2025, the Department has strengthened collaboration with industry, NATO Allies and international partners, including the United States, to support UK defence exports, deepen strategic partnerships, improve information sharing and promote a NATO-first approach to industrial co-operation. National Armaments International is supporting UK companies to compete overseas, with record successes in 2025 including the UK’s biggest ever warship deal to Norway and the largest fighter jet exports agreement in a generation, promoting global security while boosting growth at home.

The Department is also giving industry clearer long-term demand signals, investing in priority capabilities, strengthening supply chains and rebuilding capacity in critical sectors including munitions, complex weapons, shipbuilding and combat air. Alongside this, it is investing in defence skills, regional growth, innovation and expanded production capacity, while exploring further measures - through the Defence Readiness Bill which is due later this Parliament - to support industrial resilience, readiness and surge capacity.

As part of our NATO-first approach, the UK continues to work with Allies to deliver the ambitions of NATO’s Defence Production Action Plan and NATO’s Industrial Capacity Expansion Pledge to improve industrial readiness, resilience, interoperability and surge capacity across the Alliance. The UK also joined Allies in endorsing the new Strategy for Industry NATO Cooperation at the recent Ankara summit and maintains a strong partnership with the UK delegation to the NATO Industrial Advisory Group (NIAG), enabling senior industrialists to offer expertise and strategic insight on a wide range of security policy, defence planning, and capability issues. The UK’s hosting of the NIAG plenary in June 2026 also showcased a shared government-industry commitment to our national contribution to NATO’s collective capability and the opportunities for Allied industrial cooperation.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 50 of his department's Strategic Defence Review, published 2 June 2025, what is the outcome of the Ministry of Defence report, due in July 2026, to the Secretary of State on the assurance of critical data flow, with a plan for scaling up dissemination and exploitation of data in warfare and across Defence.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The report has been developed and establishes agreed definitions of Critical Data and Critical Data Flows for warfighting, set out the current state of assurance for critical data flows, and identified key issues affecting the dissemination, management and exploitation of data across Defence.

Work is underway to develop and implement a plan to address the report's recommendations and to scale the dissemination and exploitation of critical data across Defence.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 74 of the Defence Investment Plan, published on 30 June 2026, which Arm's Length bodies have been identified to help improve efficiency of delivery.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence is committed to reforming its arm’s-length body landscape to improve efficiency of delivery, accountability and value for money.

Currently this includes bringing the 13 regional Reserve Forces’ and Cadets’ Associations together into a single national body, while retaining strong regional delivery and representation.

It also includes establishing the Defence Housing Service as a new arm’s-length body to provide the focus, specialist capability and accountability needed to improve Service family housing and accelerate the opportunity for development on surplus Defence land.

The Department continues to consider further opportunities for reform and will provide further details when decisions have been made.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 88 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on balancing strategic factors.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The principle of strategic factors balancing has been reflected in the National Armaments Director Group operating model design as part of the options development process. Work continues to embed the approach.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 11 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on amending the MOD procurement framework.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since the publication of the Defence Industrial Strategy the Department continues to make progress in reforming Defence procurement, introducing initiatives that look to speed up procurements like our segmented approach to procurement, together with embedding the changes introduced via the legislative framework of the Procurement Act 2023. The Department continues strive for ways to improve defence procurement to ensure the most efficient procurement is undertaken that strengthens military capability and drive economic growth.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, whether UKDI has reviewed digital marketplaces and innovation collaboration platforms.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

UKDI has now completed all pre-tender activities within their remit and is in the process of handing over the collated information to National Armament Director Group (NADG) Data & Digital. This will enable the project to progress and allow the necessary resources to advance the Commercial, Integration, and Delivery activities required to meet UKDI’s demand.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 14 of his Department's Strategic Defence review, published on 2 June 2025, what progress his Department has made in making the UK a leading tech-enabled defence power before 2035.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Strategic Defence Review, the Ministry of Defence has continued work to strengthen digital, cyber, data and AI capabilities, accelerate innovation, and implement reforms to improve the delivery of advanced technologies to the Armed Forces.

The Defence Industrial Strategy also supports delivery of the Strategic Defence Review's vision through a new partnership with industry, strengthening innovation, driving growth, and improving the UK's ability to develop and field advanced military capabilities quickly.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress he has made on building on the 2024 Trinity House Agreement with Germany.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since the signing of the landmark Trinity House Agreement, the UK and Germany have delivered tangible progress across its five Lighthouse Projects. This includes the creation of a fifth Lighthouse Project on Cyber at the Agreement's first anniversary in October 2025, and the signing of a Memorandum of Understanding (MoU) Framework Agreement for Deep Precision Strike in March 2026.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, since his Department’s Defence Industrial Strategy, published 8 September 2025, what progress his Department has made on reducing administrative procedures to improve defence procurement.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since the publication of the Defence Industrial Strategy the Department continues to make progress in reforming Defence procurement, including the introducing a segmented approach to procurement to cut down project timescales. This is on top of work already established to simplify public procurement since the introduction of the Procurement Act 2023.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what the UK’s Foreign Military Sales portfolio with the US is valued at.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The UK has an active Foreign Military Sales (FMS) portfolio with the United States has a cumulative value of over £8 billion. That includes several major capability programmes such as Apache, Chinook and P‑8 Poseidon aircraft. Programmes including F‑35 and Multiple Launch Rocket System (MLRS) are managed through separate international arrangements and are not included in this figure.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 30 of the Strategic Defence Review, published 2 June 2025, what is the targeted range for enhanced precision weapons.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

It is not the policy of the Ministry of Defence to disclose operational planning activities or proposed operational capabilities to protect operational security.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 96 of his Department’s Defence Industrial Strategy, published on 8 September 2025, what progress his Department has made on expanding MOD collaboration and information sharing (a) with and (b) within the wider defence sector.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Defence Industrial Strategy on 8 September 2025, the Department has strengthened collaboration with industry, NATO Allies and international partners, including the United States, to support UK defence exports, deepen strategic partnerships, improve information sharing and promote a NATO-first approach to industrial co-operation. National Armaments International is supporting UK companies to compete overseas, with record successes in 2025 including the UK’s biggest ever warship deal to Norway and the largest fighter jet exports agreement in a generation, promoting global security while boosting growth at home.

The Department is also giving industry clearer long-term demand signals, investing in priority capabilities, strengthening supply chains and rebuilding capacity in critical sectors including munitions, complex weapons, shipbuilding and combat air. Alongside this, it is investing in defence skills, regional growth, innovation and expanded production capacity, while exploring further measures - through the Defence Readiness Bill which is due later this Parliament - to support industrial resilience, readiness and surge capacity.

As part of our NATO-first approach, the UK continues to work with Allies to deliver the ambitions of NATO’s Defence Production Action Plan and NATO’s Industrial Capacity Expansion Pledge to improve industrial readiness, resilience, interoperability and surge capacity across the Alliance. The UK also joined Allies in endorsing the new Strategy for Industry NATO Cooperation at the recent Ankara summit and maintains a strong partnership with the UK delegation to the NATO Industrial Advisory Group (NIAG), enabling senior industrialists to offer expertise and strategic insight on a wide range of security policy, defence planning, and capability issues. The UK’s hosting of the NIAG plenary in June 2026 also showcased a shared government-industry commitment to our national contribution to NATO’s collective capability and the opportunities for Allied industrial cooperation.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 98 of his Department’s Defence Industrial Strategy, published ob 8 September 2025, what progress has been made on maximising and expanding industrial and technological collaboration with the USA.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Defence Industrial Strategy on 8 September 2025, the Department has strengthened collaboration with industry, NATO Allies and international partners, including the United States, to support UK defence exports, deepen strategic partnerships, improve information sharing and promote a NATO-first approach to industrial co-operation. National Armaments International is supporting UK companies to compete overseas, with record successes in 2025 including the UK’s biggest ever warship deal to Norway and the largest fighter jet exports agreement in a generation, promoting global security while boosting growth at home.

The Department is also giving industry clearer long-term demand signals, investing in priority capabilities, strengthening supply chains and rebuilding capacity in critical sectors including munitions, complex weapons, shipbuilding and combat air. Alongside this, it is investing in defence skills, regional growth, innovation and expanded production capacity, while exploring further measures - through the Defence Readiness Bill which is due later this Parliament - to support industrial resilience, readiness and surge capacity.

As part of our NATO-first approach, the UK continues to work with Allies to deliver the ambitions of NATO’s Defence Production Action Plan and NATO’s Industrial Capacity Expansion Pledge to improve industrial readiness, resilience, interoperability and surge capacity across the Alliance. The UK also joined Allies in endorsing the new Strategy for Industry NATO Cooperation at the recent Ankara summit and maintains a strong partnership with the UK delegation to the NATO Industrial Advisory Group (NIAG), enabling senior industrialists to offer expertise and strategic insight on a wide range of security policy, defence planning, and capability issues. The UK’s hosting of the NIAG plenary in June 2026 also showcased a shared government-industry commitment to our national contribution to NATO’s collective capability and the opportunities for Allied industrial cooperation.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 97 of his Department’s Defence Industrial Strategy, published 8 September 2025, what steps his Department is taking to promote a NATO first approach to industrial collaboration.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Defence Industrial Strategy on 8 September 2025, the Department has strengthened collaboration with industry, NATO Allies and international partners, including the United States, to support UK defence exports, deepen strategic partnerships, improve information sharing and promote a NATO-first approach to industrial co-operation. National Armaments International is supporting UK companies to compete overseas, with record successes in 2025 including the UK’s biggest ever warship deal to Norway and the largest fighter jet exports agreement in a generation, promoting global security while boosting growth at home.

The Department is also giving industry clearer long-term demand signals, investing in priority capabilities, strengthening supply chains and rebuilding capacity in critical sectors including munitions, complex weapons, shipbuilding and combat air. Alongside this, it is investing in defence skills, regional growth, innovation and expanded production capacity, while exploring further measures - through the Defence Readiness Bill which is due later this Parliament - to support industrial resilience, readiness and surge capacity.

As part of our NATO-first approach, the UK continues to work with Allies to deliver the ambitions of NATO’s Defence Production Action Plan and NATO’s Industrial Capacity Expansion Pledge to improve industrial readiness, resilience, interoperability and surge capacity across the Alliance. The UK also joined Allies in endorsing the new Strategy for Industry NATO Cooperation at the recent Ankara summit and maintains a strong partnership with the UK delegation to the NATO Industrial Advisory Group (NIAG), enabling senior industrialists to offer expertise and strategic insight on a wide range of security policy, defence planning, and capability issues. The UK’s hosting of the NIAG plenary in June 2026 also showcased a shared government-industry commitment to our national contribution to NATO’s collective capability and the opportunities for Allied industrial cooperation.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, since his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on making defence an engine for growth.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

We are committed to backing British businesses and supporting our defence industrial and skills base, making defence an engine for growth in every postcode across the UK.

Since publication of the Defence Industrial Strategy on 8 September 2025, this Government has begun delivering its commitments to reform procurement, accelerate innovation, strengthen the UK's industrial base and ensure defence investment supports both national security and economic growth. Progress includes launching all five Defence Growth Deals across the UK, delivering a £182 million defence skills package, establishing Defence Technical Excellence Colleges, investing £80 million to expand engineering and computing training capacity, and developing a Defence Finance and Investment Strategy to unlock additional private capital into defence.

These measures are helping to strengthen military capability, support British jobs and skills, improve industrial resilience and make defence an engine for growth across the United Kingdom.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 68 of the Strategic Defence Review 2025, what recent assessment his Department has made of whether Defence training and education can effectively deliver innovation at speed.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence has assessed that training and education are a key enabler of the Strategic Defence Review's objective to deliver innovation at speed. The Review highlighted the importance of training and education that adapt rapidly to changing technology and operational lessons, ensuring Defence personnel develop the skills required to support innovation-led transformation.

UK Defence Innovation in collaboration with the Defence Academy of the United Kingdom, has delivered functional and practical innovation training to Defence personnel for four years through contractor-led provision.

The Defence Academy is developing a custom in-house capability to transition delivery of this training to suitably qualified and experienced Defence instructors, supported by partnerships with industry. This new provision will double the number of training places available, significantly increasing

Defence's capacity to equip personnel with the skills and knowledge required to drive innovation across Defence quickly.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 17 of his department's Strategic Defence Review, published 2 June 2025, what proportion of major modular platforms are now contracting within 2 years.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Reducing the time taken to deliver capability to the front line is a key driver of our acquisition reforms. The new segmented approach to procurement is designed to enable programmes to get to contract faster by tailoring of acquisition processes to the type of capability and risk involved.

The Procurement Segmentation programme has published acquisition guides for all three segments to enable MOD practitioners to apply best practice to drive pace in our acquisitions. These are supported by ‘test and learn’ demonstrators on a variety of Defence programmes.

The segmented approach is at an early stage, and benefits will be tracked as its use is expanded across a wider range of procurement programmes. This approach tailors acquisition routes according to the type of capability, supplier, and level of risk.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 10 of his Department’s Defence Industrial Strategy, published 8 September 2025, what progress his Department has made on boosting defence supply chain workforces across the country through a new apprenticeship and graduate clearing system.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

As set out in the Defence Industrial Strategy, MOD are working with industry partners to explore an apprenticeship and graduate clearing system. This will be a mechanism to redirect talented applicants who are unsuccessful in securing opportunities with Prime contractors towards suitable vacancies across the wider defence supply chain, helping to retain talent within the sector and support SMEs access skilled talent.

We are working with The 5% Club on a pilot for this system, which is currently being developed. Further details will be announced in due course.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what measures are in place to protect or increase encryption with the advancement of quantum computing.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence is working closely with the National Cyber Security Centre (NCSC), as the National Technical Authority, to address encryption relating to quantum computing. This includes identifying digital dependencies, migrating priority systems, and transitioning to post-quantum technology, in line with NCSC guidance.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 17 of his department's Strategic Defence Review, published 2 June 2025, what proportion of pace-setting spiral and modular upgrades are contracting within a year.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Reducing the time taken to deliver capability to the front line is a key driver of our acquisition reforms. The new segmented approach to procurement is designed to enable programmes to get to contract faster by tailoring of acquisition processes to the type of capability and risk involved.

The Procurement Segmentation programme has published acquisition guides for all three segments to enable MOD practitioners to apply best practice to drive pace in our acquisitions. These are supported by ‘test and learn’ demonstrators on a variety of Defence programmes.

The segmented approach is at an early stage, and benefits will be tracked as its use is expanded across a wider range of procurement programmes. This approach tailors acquisition routes according to the type of capability, supplier, and level of risk.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 88 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on a segmented approach to procurement.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Reducing the time taken to deliver capability to the front line is a key driver of our acquisition reforms. The new segmented approach to procurement is designed to enable programmes to get to contract faster by tailoring of acquisition processes to the type of capability and risk involved.

The Procurement Segmentation programme has published acquisition guides for all three segments to enable MOD practitioners to apply best practice to drive pace in our acquisitions. These are supported by ‘test and learn’ demonstrators on a variety of Defence programmes.

The segmented approach is at an early stage, and benefits will be tracked as its use is expanded across a wider range of procurement programmes. This approach tailors acquisition routes according to the type of capability, supplier, and level of risk.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 6 of his Department’s Defence Industrial Strategy, published on 8 September 2025, what progress has been made on (a) reforming procurement, (b) innovating at wartime pace, and (c) growing our industrial base.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

We are committed to backing British businesses and supporting our defence industrial and skills base, making defence an engine for growth in every postcode across the UK.

Since publication of the Defence Industrial Strategy on 8 September 2025, this Government has begun delivering its commitments to reform procurement, accelerate innovation, strengthen the UK's industrial base and ensure defence investment supports both national security and economic growth. Progress includes launching all five Defence Growth Deals across the UK, delivering a £182 million defence skills package, establishing Defence Technical Excellence Colleges, investing £80 million to expand engineering and computing training capacity, and developing a Defence Finance and Investment Strategy to unlock additional private capital into defence.

These measures are helping to strengthen military capability, support British jobs and skills, improve industrial resilience and make defence an engine for growth across the United Kingdom.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, when will the Defence Readiness Bill be presented to Parliament.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Defence Readiness legislation is being considered to ensure the Government has the powers it needs to keep the UK safe in crisis or war, as recommended in the Strategic Defence Review.

We are aiming to deliver legislative proposals later this Parliament. It will take time to develop the detailed policy requirements, understand their implications and establish what new legislation is required. As is standard with the legislative process, any future legislation will be brought forward when Parliamentary time allows.

We are working across Government to prepare measures and engagement on those measures will be announced in due course.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 74 of the Defence Investment Plan, published 30 June 2026, which bodies will be (a) closed and (b) reclassified.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Defence is closing or reclassifying bodies which no longer perform a required function, or that can be better delivered with greater Ministerial oversight.

The Scientific Advisory Committee on the Medical Implications of Less-Lethal Weapons has been closed, as no longer required by MOD.

The Independent Medical Expert Group and the Nuclear Research Advisory Council have been reclassified as expert committees.

The Department continues to reshape its wider public body landscape as part of Civil Service Reform and Defence Reform, to simplify structures, improve delivery and ensure that each body remains necessary and appropriately classified.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, whether the number of defence personnel embedded within the Integrated Defence Network will remain the same over the next decade.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The number of Defence personnel embedded within the Integrated Global Defence Network was recently assessed through the Network Review to ensure the network is appropriately configured to meet Defence’s core roles, priorities and operational requirements. The review is implementing a series of resource neutral organisational and structural changes to Defence’s overseas footprint to strengthen engagement and operational support. The network laydown will remain under continual review over the next decade and will change as required to reflect Defence priorities, operational requirements and available resources.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how long is technology classed as novel before it no longer qualifies as part of the Department's budget for novel technologies.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

We have not placed an arbitrary timeframe on when technology is classed as novel. What qualifies as novel technology, and the resultant projects which contribute to our novel technology commitment will be reviewed regularly to ensure we are funding the technological innovation to keep the Integrated Force at the forefront of warfare.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 62 of his Department's Strategic Defence Review, published 2 June 2025, what progress he has made on developing a package of support for industrial partners that removes barriers to collaboration and drives better, more cost-effective results.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Government accepted Recommendation 10 of the Strategic Defence Review and is implementing a range of reforms to strengthen collaboration with industry and improve productivity across Defence acquisition.

As part of this work, the Ministry of Defence has launched a review of defence contracting arrangements, including the Single Source Contract Regulations framework, to ensure that commercial approaches support faster delivery, investment and efficiency.

Defence has also introduced a Segmented Acquisition Model and accelerated commercial pathways to simplify procurement processes, reduce bureaucracy and enable capability to reach the Armed Forces more quickly.

In addition, work is underway to simplify and streamline requirements placed on suppliers, including reform of standards and conditions, while maintaining appropriate safety, security and operational assurance. This includes reducing duplication, clarifying mandatory requirements and making it easier for suppliers, particularly small and medium-sized enterprises, to work with Defence.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, if he will make a comparative assessment of the strategic approach to UK defence in the (i) Defence Investment Plan 2026 with the (ii) Strategic Defence Review 2025.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Defence Investment Plan (DIP) is aligned with the Strategic Defence Review (SDR) in its strategic approach and is the next step in delivering the SDR's vision. The purpose of the DIP was to identify and fund priorities in line with the SDR's recommendations. In this new era of threat, the SDR and DIP prioritise warfighting readiness with NATO at the heart of UK defence and deterrence. They ensure Defence is an engine for growth, jobs, and prosperity, including through their focus on innovation and autonomy.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 15 of the Strategic Defence review, published on 2 June 2025, what progress his Department has been made on the three core defence roles.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since the publication of the Strategic Defence Review, the Ministry of Defence has made significant progress across its three core roles.

We have strengthened the defence and resilience of the United Kingdom through investment in Integrated Air and Missile Defence, cyber capabilities, and the protection of critical national infrastructure.

We have reinforced deterrence in the Euro-Atlantic through investment in the Integrated Force, munitions, and the nuclear deterrent.

We have also continued to support Ukraine and strengthen partnerships with allies to help shape the global security environment.

The Defence Investment Plan sets out nearly £300 billion of Defence investment over the next four years to deliver these priorities. Meanwhile, the Defence Industrial Strategy will strengthen the United Kingdom's defence industrial base and drive economic growth across the country.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made by the Integrated Global Defence Network.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Integrated Global Defence Network (IGDN) has demonstrated significant progress by completing the SDR-directed Network Review in April 2026. The IGDN is now implementing those findings to ensure that the network is configured to best deliver against Defence’s core roles and priorities, enhancing command and control and streamlining Defence Engagement planning and execution. Further opportunities are being realised through improved orchestration of Defence’s overseas engagement, enhanced support to the overseas workforce, and continued professionalisation of Defence Engagement.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 63 of his department's Strategic Defence Review, published on 2 June 2025, what progress his Department has made in ensuring the Cost Assurance and Analysis Service has (a) open book access to data and (b) the authority and independence to provide regular advice to Minister, including on overall budget affordability.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Department has given effect to the Strategic Defence Review recommendation through a Cost Assurance and Analysis Service Charter, which codifies the Service’s authority, independence and access to information for cost assurance and affordability advice.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 15 of his department's Strategic Defence review, published 2 June 2025, what recent progress has been made on the two enabling roles for Defence.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since the publication of the Strategic Defence Review, the Ministry of Defence has made substantial progress on both enabling roles. The Government has published the Defence Industrial Strategy and the Defence Investment Plan, the latter of which commits nearly £300 billion of investment over the next four years to strengthen the United Kingdom’s defence industrial base, accelerate innovation, improve procurement, and make Defence an engine for growth.

Measures include increased investment in novel technologies, the establishment of UK Defence Innovation, and support for jobs, skills, and exports across the United Kingdom.

The Government has also taken action to strengthen national preparedness and resilience. This includes measures to improve homeland defence, cyber resilience, and the protection of critical national infrastructure, alongside initiatives to renew the nation’s contract with those who serve and to increase public engagement with Defence.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made on targeted regulatory sprints in priority growth sub-sectors and emerging technologies.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

This Government is committed to creating a more permissive and pro-growth regulatory environment that supports defence capability, innovation and industrial growth. As set out in the Defence Industrial Strategy, the Ministry of Defence has completed a targeted regulatory sprint on autonomous systems.

The next phase will focus on supporting the development of the Regulating for Growth Bill, which will help to reduce barriers to working in the defence sector.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made on regulatory reform supporting regional defence industry strength.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

This Government is committed to creating a more permissive and pro-growth regulatory environment that supports defence capability, innovation and industrial growth. As set out in the Defence Industrial Strategy, the Ministry of Defence has completed a targeted regulatory sprint on autonomous systems.

The next phase will focus on supporting the development of the Regulating for Growth Bill, which will help to reduce barriers to working in the defence sector.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made on streamlining the process of scaling innovative digital solutions.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The MOD is adopting more agile commercial approaches that reduce procurement times and barriers to entry for innovative suppliers, these are termed the 11 levers of Digital acquisition. These levers include optimised routes to market, a key example of which is the Digital Decision Accelerators for Defence (DDAD) framework, which enables suppliers to engage earlier with Defence, respond more quickly to emerging requirements and supports faster competition and delivery of digital capabilities. Over 50% of suppliers appointed to the framework are SMEs.

Through Commercial X, Defence has also established mechanisms to help innovative suppliers, SMEs and non-traditional defence partners bring proven capabilities into service more rapidly. Initiatives including the Neutral Vendor Framework for Innovation, the Dynamic Marketplace and the Defence Unicorn Fund provide routes for innovation to progress from concept to operational use, while helping remove barriers to supplier engagement.

In parallel, UK Defence Innovation (UKDI), the Rapid AI Delivery Taskforce and the AI Model Arena are supporting the identification, testing and scaling of innovative technologies across Defence.

These initiatives are complemented by investment in Defence's enterprise digital backbone, enabling successful solutions to be reused and scaled across programmes and organisations. Together, these measures are improving Defence's ability to identify, procure, test and deploy innovative digital capabilities more rapidly in support of the Strategic Defence Review's ambition for a more digitally enabled and integrated force.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 8 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on ensuring that every pound spent on defence grows the economy.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

As set out in the Defence Industrial Strategy (DIS) and Defence Investment Plan (DIP), the Government is implementing measures to ensure defence spending strengthens national security and is an engine for economic growth. Progress includes developing a Defence Finance and Investment Strategy, reforming defence procurement, launching the £182 million DIS Skills Package, and providing £250 million of new funding to implement five Defence Growth Deals in Scotland, Wales, Northern Ireland, Plymouth and South Yorkshire.

The Ministry of Defence has also launched a dedicated Defence Office for Small Business Growth to boost opportunities and access to defence contracts and the supply chain, on top of our commitment to increase spending with SMEs by £2.5 billion by May 2028. By backing UK businesses, the Defence Industrial Strategy will drive sustainable economic growth and create jobs across the UK.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 66 of the Defence Investment Plan, published on 30 June 2026, what progress the Rapid Innovation Team has made on enabling innovation to be made at a wartime pace.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The UKDI Rapid Innovation Team (RIT), established in July 2025 as part of the formation of UKDI and evolving from the former Future Capability Innovation team within the legacy DE&S organisation, is tasked with exploring innovative technologies and novel ways of working.#

It is responsible for introducing the 3-2-1 Procurement Model and utilises industry mission partners alongside output-based requirements to rapidly develop Minimum Viable Products, which are quickly iterated into Minimum Viable Capabilities for end users.

The RIT has rapidly advanced the concept of One Way effectors (OWEs), transferring related business-as-usual activities to NAD-M, where a new Delivery Team was formed in the spring.

Continuing its innovation efforts, the RIT is also developing drone capabilities in collaboration with UK companies, focusing on enhancing range, performance, and payloads to meet specific mission requirements, while simultaneously strengthening UK supply chains and manufacturing opportunities.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what steps his Department is taking in order to achieve a One Defence mindset.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Through Defence Reform, the Department is embedding the Defence Operating Model (DOM) which is designed to enable Defence to operate as one enterprise and deliver its purpose more effectively. The model embeds integration through common strategic cycles, governance and processes, supporting Defence's organisations and functions to work together towards shared outcomes. This will make Defence clearer, simpler, better and more joined-up, reducing siloed behaviours and strengthening integration across the Defence enterprise.

The DOM is supported by a programme of targeted behavioural change to build a culture based on a strategy-led enterprise approach, encouraging success to be defined by what individuals and organisations contribute to Defence outcomes, rather than centred on ownership of individual responsibilities and resources. By creating frameworks that foster trust and collaboration; investing in leadership skills development; upskilling our people on the new ways of working in the DOM; utilising performance management and incentives to encourage key behaviours; and implementing a comprehensive communications and engagement approach, we are creating the positive cultural changes that will enable the DOM to foster a One Defence mindset.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 50 of his department's Strategic Defence Review, published 2 June 2025, whether an annual statement has been submitted to the Secretary of State on force design to identify what has changed in implementing the Integrated Force.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

As set out in the Strategic Defence Review (SDR), the Integrated Force Model comprises four elements: a single force plan and design; a common set of foundational enablers; digital enablement at its core; and real-time collaboration across Government. The Defence Investment Plan (DIP) delivers the Integrated Force Plan through investment in the capabilities required to build a NATO-first Integrated Force.

Delivery of the remaining elements is underway as part of Defence's wider programme of modernisation and reform. Integrated Force Design 35 (IFD35) will provide the classified force design required to implement the SDR and will be shared with the Secretary of State and senior Defence and cross-Government leaders. An annual statement on implementation will follow the completion of the first IFD35, which is expected in Autumn 2026.

Through the DIP, Defence is investing £298 billion over the next four years to rebuild warfighting readiness, improve lethality and survivability, and deliver the SDR's vision of an Integrated Force.

The SDR identified the CyberEM domain as a critical enabler of this vision. Since publication of the SDR, Defence has strengthened the integration of cyber and electromagnetic capabilities through the establishment of Cyber & Specialist Operations Command as Defence's fourth Military Command and the Defence Cyber & Electromagnetic Force within it.

Defence continues to enhance its understanding of cyber and electromagnetic threats, develop operational concepts, and strengthen commanders' ability to operate effectively in the CyberEM domain. Evidence from force testing and lessons from contemporary conflicts will continue to inform force design and ensure the Integrated Force remains capable of outthinking and outmanoeuvring adversaries across all domains.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 50 of his Department's Strategic Defence Review, published 2 June 2025, whether his Department has undertaken an annual evaluation of the effectiveness of the Integrated Force model.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

As set out in the Strategic Defence Review (SDR), the Integrated Force Model comprises four elements: a single force plan and design; a common set of foundational enablers; digital enablement at its core; and real-time collaboration across Government. The Defence Investment Plan (DIP) delivers the Integrated Force Plan through investment in the capabilities required to build a NATO-first Integrated Force.

Delivery of the remaining elements is underway as part of Defence's wider programme of modernisation and reform. Integrated Force Design 35 (IFD35) will provide the classified force design required to implement the SDR and will be shared with the Secretary of State and senior Defence and cross-Government leaders. An annual statement on implementation will follow the completion of the first IFD35, which is expected in Autumn 2026.

Through the DIP, Defence is investing £298 billion over the next four years to rebuild warfighting readiness, improve lethality and survivability, and deliver the SDR's vision of an Integrated Force.

The SDR identified the CyberEM domain as a critical enabler of this vision. Since publication of the SDR, Defence has strengthened the integration of cyber and electromagnetic capabilities through the establishment of Cyber & Specialist Operations Command as Defence's fourth Military Command and the Defence Cyber & Electromagnetic Force within it.

Defence continues to enhance its understanding of cyber and electromagnetic threats, develop operational concepts, and strengthen commanders' ability to operate effectively in the CyberEM domain. Evidence from force testing and lessons from contemporary conflicts will continue to inform force design and ensure the Integrated Force remains capable of outthinking and outmanoeuvring adversaries across all domains.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made in moving from a joint force to an integrated force.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

As set out in the Strategic Defence Review (SDR), the Integrated Force Model comprises four elements: a single force plan and design; a common set of foundational enablers; digital enablement at its core; and real-time collaboration across Government. The Defence Investment Plan (DIP) delivers the Integrated Force Plan through investment in the capabilities required to build a NATO-first Integrated Force.

Delivery of the remaining elements is underway as part of Defence's wider programme of modernisation and reform. Integrated Force Design 35 (IFD35) will provide the classified force design required to implement the SDR and will be shared with the Secretary of State and senior Defence and cross-Government leaders. An annual statement on implementation will follow the completion of the first IFD35, which is expected in Autumn 2026.

Through the DIP, Defence is investing £298 billion over the next four years to rebuild warfighting readiness, improve lethality and survivability, and deliver the SDR's vision of an Integrated Force.

The SDR identified the CyberEM domain as a critical enabler of this vision. Since publication of the SDR, Defence has strengthened the integration of cyber and electromagnetic capabilities through the establishment of Cyber & Specialist Operations Command as Defence's fourth Military Command and the Defence Cyber & Electromagnetic Force within it.

Defence continues to enhance its understanding of cyber and electromagnetic threats, develop operational concepts, and strengthen commanders' ability to operate effectively in the CyberEM domain. Evidence from force testing and lessons from contemporary conflicts will continue to inform force design and ensure the Integrated Force remains capable of outthinking and outmanoeuvring adversaries across all domains.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what assessment his Department has made of the adequacy of the increase in the defence budget in the context of global threat levels.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Strategic Defence Review assessed the increasingly challenging security environment facing the United Kingdom and identified the capabilities required to deter and respond to current and future threats.

The Defence Investment Plan delivers that vision through a funded, affordable and deliverable programme of investment. Backed by almost £300 billion over the next four years, including a £15 billion increase in Defence spending power, it prioritises investment in areas such as the nuclear deterrent, munitions and missiles, integrated air and missile defence, cyber capabilities, autonomous systems, advanced digital technologies and homeland resilience.

The Government has also committed to increasing defence spending to 3% of GDP in the next Parliament, with funding and plans to be set out at the next Spending Review. Alongside NATO Allies, the UK has committed to reach 3.5% of GDP on core defence spending by 2035.

This investment ensures the Armed Forces are equipped to meet the threats and challenges identified through the Strategic Defence Review and to strengthen the UK's warfighting readiness and national resilience.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how much has been invested in the resilience of military space systems since the publication of the Strategic Defence Review.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence (MOD) has continued to invest in resilient military space capabilities, focused on space control, decision advantage, and supporting Defence's ability to understand threats and conduct operations. In line with the Defence Investment Plan, this includes investment in space domain awareness, command and control, satellite communications, and space-based intelligence, surveillance and reconnaissance.

The Department does not comment on the detailed capabilities of its space systems for operational and security reasons.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress he has made on developing the resilience of military space systems since the Strategic Defence Review.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence (MOD) has continued to invest in resilient military space capabilities, focused on space control, decision advantage, and supporting Defence's ability to understand threats and conduct operations. In line with the Defence Investment Plan, this includes investment in space domain awareness, command and control, satellite communications, and space-based intelligence, surveillance and reconnaissance.

The Department does not comment on the detailed capabilities of its space systems for operational and security reasons.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress he has made in identifying the barriers to private sector investment in the defence sector.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

We will publish a Defence Finance and Investment Strategy (DFIS) in Autumn 2026, setting out how we will address barriers to financing and investment in the defence sector, including supporting businesses to access finance through partnerships with public financial institutions and private capital.

To identify these barriers, we have established the Defence Investors' Advisory Group, bringing together senior expertise from venture capital, private equity and banking. We are working closely with other government departments and considering fiscal, regulatory and industrial barriers to investment, including access to finance, debanking and other challenges affecting the flow of private capital into the defence sector.

To date, we have engaged with more than 150 stakeholders across investment, banking, public finance and defence and also convened four policy working groups to examine innovation, access to finance, supply chain resilience and environmental, social and governance (ESG) considerations, alongside targeted engagement with industry and investment partners to inform the development of the Strategy.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what steps his Department is taking to improve critical mineral stockpiles in the defence supply chain.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The MOD maintains strategic inventories, war stocks and other holdings across a range of capabilities and is strengthening critical mineral stockpile planning through targeted initiatives to improve supply chain resilience. The Industrial Resilience Programme (IRP) plays a central role by mapping supply chains, identifying critical dependencies including critical minerals, and working closely with industry via the Defence Industry Joint Council (DIJC) to assess and manage limitations in production capabilities.

Alongside this, Defence Reform and Defence Readiness initiatives are reviewing stockholding policies, storage resilience, distribution vulnerabilities and wartime scalability. Efforts to strengthen critical material security include scenario planning, wargaming and readiness assessments to ensure stocks are sufficient, appropriately positioned, protected and deployable at pace during conflict. Operation FORCEFUL, the wider Homeland Defence Programme and the Industrial Resilience Programme further support the early identification and mitigation of critical supply chain risks, including those relating to critical minerals.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 78 of his department’s Strategic Defence Review, published 2 June 2025, what steps his Department is taking to ensure that GCAP and AUKUS are exemplars of successful capability collaboration.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Department is ensuring AUKUS and GCAP are exemplars of successful capability collaboration by aligning the requirements, investment, expertise and industrial capacity of trusted allies to deliver advanced military capability at pace.

Under AUKUS, the first Pillar II Signature Project, announced at the May 2026 Defence Ministerial Meeting, will develop advanced payloads and enabling systems for Uncrewed Undersea Vehicles, with delivery beginning in 2027.

Under Pillar One, the UK, Australia and the US are working together to deliver a conventionally armed, nuclear-powered submarine capability to Australia, alongside developing the supporting industrial capacity, workforce and regulatory infrastructure.

GCAP is applying the same collaborative model to the delivery of a next-generation combat air capability at pace, bringing together the military, industrial and technological strengths of the UK, Italy and Japan.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how many UK military personnel and civil servants are working in the USA; and in how many states.

Answered by Calvin Bailey - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans and People)

The US is the UK’s principal defence and security partner. There are over 140 defence civil servants working across 14 States and the District of Columbia, and over 750 military personnel working across 31 states in the United States of America.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 110 of his Department’s Strategic Defence Review, published 2 June 2025, what progress he has made on seeking collaboration with NATO Allies on the acquisition of key land platforms.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence is strengthening collaboration with NATO Allies and close partners to deliver priority capabilities more affordably, improve interoperability, and support the European defence industrial base. Since the publication of the Strategic Defence Review, progress includes the development of the STRATUS long-range strike missile with France, cooperation with Germany on a new deep precision strike capability, and defence partnerships with Norway and Poland. The UK has also signed a £4.6 billion contract for the Global Combat Air Programme with Italy and Japan. Further progress includes collaboration on land platforms, joint procurement, common standards, interoperability, and cooperation on defence research and development with Allies.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 61 of his Department's Strategic Defence Review, published 2 June 2025, what progress he has made on establishing a revitalised system for science and technology and innovation that more directly responds to the annual problem set provided by the MSHQ and the National Armaments Director.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Government is implementing Recommendation 7 of the Strategic Defence Review through reforms to Defence's Science, Technology and Innovation system, ensuring it is better aligned to Defence priorities and able to deliver technological advantage at greater pace.

The Defence Science and Technology Laboratory (Dstl) continue to provide Defence's core research, analysis and evaluation capabilities, including long-term and applied research and the development of technologies critical to national security. The Ministry of Defence has also established UK Defence Innovation (UKDI), delivering the Strategic Defence Review recommendation to provide dedicated funding to support innovative UK companies and accelerate the adoption of technologies that strengthen Defence and Security capability. Together with the Defence Investment Unit, these organisations form a more integrated science, technology and innovation system within the National Armaments Director Group.

The Ministry of Defence has also launched the Defence Universities Alliance, bringing together 35 universities to strengthen collaboration on research, skills and talent development, and is implementing a new approach to horizon scanning and strategic foresight. This work has been informed by engagement across Government and supports the Department's wider Science, Technology and Innovation ambitions set out in both the Strategic Defence Review and Defence Industrial Strategy.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, since the publication of the Strategic Defence Review what progress has been made on real time collaboration with other departments in response to national security challenges.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Strategic Defence Review set a clear ambition to strengthen integration across government in response to national security challenges. Since its publication, Defence has continued to enhance mechanisms for real-time collaboration with other government departments through existing national security structures. These arrangements enable Defence to work more effectively with partners across government in responding to evolving security threats and operational requirements.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, does it remain his Department's policy to publish a Defence Infrastructure Recapitalisation Plan.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The overarching Defence Infrastructure Recapitalisation Plan has not yet been delivered and is under development, with delivery scheduled for a revised target date of December 2026.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 73 of his Department's Strategic Defence Review, published on 2 June 2025, what assessment his Department has made of the potential merits of working (a) more and (b) less closely with the United States.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The United States remains the UK’s closest defence and security ally. The Government assesses that working closely with the US delivers significant benefits for UK security through our deep cooperation on defence, intelligence, nuclear capabilities, NATO and AUKUS.

The Government's approach is to build on that existing close cooperation with the US while also deepening partnerships with other allies and partners. This enables the UK to maximise collective security, strengthen deterrence and advance our national interests in an increasingly contested strategic environment.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 111 of his Department's Strategic Defence Review, published 2 June 2025, what the timeline is for the integration of the Royal Marines Commando Force into the Strategic Reserves Corps.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

UK Commando Forces are trained to disrupt hostile surveillance, secure access routes, identify vulnerabilities, and create the conditions for wider UK forces to act. They are designed to operate with other alongside elements of the Integrated Force including the Army’s Strategic Reserve Corps when appropriate. The Commando Force is constantly evolving, with over £500 million committed for its continued transformation as part of the Defence Investment Plan.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 78 of his department’s Strategic Defence Review, published 2 June 2025, what progress has been made on investing in the Five Powers Defence Arrangements to promote interoperability in the region.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Government continues to invest in the Five Power Defence Arrangements (FPDA) to promote interoperability in the Indo-Pacific through regular exercises and defence engagement. Immediately following SDR25, the UK Carrier Strike Group's participation marked the most ambitious FPDA exercise in nearly three decades, which strengthened cooperation and interoperability between the United Kingdom, Australia, New Zealand, Malaysia and Singapore. Continued annual investment into the BERSAMA LIMA exercise, with elements from the Royal Navy, Royal Air Force and Army further promotes interoperability. In 2027 the UK will serve as the Assisting Nation for the planning of Ex SUMAN PROTECTOR, the FPDA five-yearly flagship exercise.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 12 of the Strategic Defence review, published on 2 June 2025, what progress his Department has made on ensuring the armed forces can endure a long campaign.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

Since publication of the Strategic Defence Review, the Government has taken significant steps to strengthen the Armed Forces’ ability to endure a long campaign. Through the Defence Investment Plan, we are investing £298 billion over the next four years in personnel, stockpiles, infrastructure, digital systems, munitions and force protection to rebuild warfighting readiness and improve the Armed Forces’ capacity to sustain operations.

We are also modernising equipment and strengthening the Strategic Reserve through the Armed Forces Bill 2026. Together, these measures will increase operational resilience, enhancing the Armed Forces’ ability to sustain military capability during prolonged operations and meet future security challenges.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 73 of his Department's Strategic Defence Review, published on 2 June 2025, what progress his Department has made on connecting the Euro Atlantic with key allies in the Indo-Pacific, including to strengthen collective security in both regions and building collective defence industrial capacity.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Government is strengthening links between the Euro-Atlantic and Indo-Pacific through closer cooperation with the Indo-Pacific Four (Australia, Japan, New Zealand and the Republic of Korea), including through NATO engagement, interoperability activities and cooperation on shared security challenges.

We are also building collective defence industrial capacity including through AUKUS and the Global Combat Air Programme (GCAP), which bring together Euro-Atlantic and Indo-Pacific partners to develop advanced defence capabilities.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how many US personnel are operating in the UK; and across how many bases.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The United States Visiting Forces (USVF) are present in the UK at the invitation of His Majesty’s Government. The USVF principally operate eleven RAF bases across the UK. There are approximately 12,300 United States military and civilian defence personnel in the UK at various defence sites.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 78 of his Department's Strategic Defence Review, published 2 June 2025, whether he has maintained military-to-military channels of communication with China.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

This Government takes a consistent, long term and strategic approach to managing our relationship with China rooted in UK and global interests.

Defence maintains military-to-military channels of communication with China to avoid miscalculation or misunderstanding in time of crisis.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 85 of his department's Strategic Defence Review, published 2 June 2025, what progress has been made on the Defence Roadmap and a wider comprehensive bilateral partnership with Indonesia.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Government continues to make progress on its defence relationship with Indonesia. In November 2025, the UK and Indonesia agreed a landmark £4 billion Maritime Partnership Programme securing 1,000 jobs in the UK and demonstrating our shared commitment to stability and prosperity in the Indo-Pacific, upholding freedom of navigation and supporting a rules-based international order. In January 2026, the UK and Indonesia committed to forging a new, deeper Strategic Partnership which includes cooperation on defence.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what is the current number of UK military personnel on UN peacekeeping operations.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The UK contributes military personnel to UN peacekeeping operations in Cyprus (UNFICYP), the Democratic Republic of the Congo (MONUSCO), Lebanon (UNIFIL), Somalia (UNSOS and UNTMIS), and South Sudan (UNMISS). The total number of UK military personnel currently serving on these missions is 263.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 76 of his department's Strategic Defence Review, published 2 June 2025, what progress has been made on bolstering capabilities of its allies and partners in the Indo-Pacific.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The UK’s defence engagement with Indo-Pacific partners supports mutual capability development through a combination of joint exercises and capability collaboration programmes, including AUKUS and the Global Combat Air Programme (GCAP). Operation HIGHMAST last year provided an opportunity for the UK’s Armed Forces to exercise complex operations alongside partners and allies in the region, including Exercise BERSAMA LIMA with Five Power Defence Arrangements (FPDA) partners.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what steps he is taking to increase defence partnerships between the UK and the Indo-Pacific Four.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The UK continues to strengthen defence partnerships with the Indo-Pacific Four (Australia, Japan, New Zealand and the Republic of Korea) through regular defence engagement, joint exercises and capability cooperation. Examples include UK participation in Exercise VIGILANT ISLES with Japan and, most recently, Exercise PITCH BLACK with Australia. The UK is collaborating on capability with Japan through the Global Combat Air Programme (GCAP), and with Australia through AUKUS.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 78 of his department’s Strategic Defence Review, published 2 June 2025, what progress has been made on improving burden-sharing with European partners in the Indo-Pacific.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Government is improving burden-sharing with European partners in the Indo-Pacific through closer coordination with allies and partners. The 2025 UK Carrier Strike Group deployment demonstrated the benefits of coordinated activity with European and regional partners, while programmes such as the Global Combat Air Programme and greater cooperation between NATO and the Indo-Pacific Four are strengthening collective security and defence industrial collaboration.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 92 of his Department’s Strategic Defence Review, published 2 June 2025, what progress he has made on bringing forward legislation to protect CNI.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

To deliver the SDR recommendations following the announcement of the Defence Investment Plan we will invest £470m to improve the security of military sites in the UK. This will enhance the security and resilience of Defence CNI, including across Defence's most critical sites.

In addition, through the Homeland Defence Programme, the protection of UK CNI remains a core focus of Government resilience efforts. Policy and planning initiatives seek to further strengthen the security and resilience of UK CNI, while increasing cross-government coordination to address emerging threats and vulnerabilities.

Work is underway to determine where new or updated legislative powers may be required to strengthen the Government's ability to protect CNI from national security threats. Any future legislation will be brought forward when Parliamentary time allows.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress he has made on ensuring the security and resilience of UK CNI since the Strategic Defence Review.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

To deliver the SDR recommendations following the announcement of the Defence Investment Plan we will invest £470m to improve the security of military sites in the UK. This will enhance the security and resilience of Defence CNI, including across Defence's most critical sites.

In addition, through the Homeland Defence Programme, the protection of UK CNI remains a core focus of Government resilience efforts. Policy and planning initiatives seek to further strengthen the security and resilience of UK CNI, while increasing cross-government coordination to address emerging threats and vulnerabilities.

Work is underway to determine where new or updated legislative powers may be required to strengthen the Government's ability to protect CNI from national security threats. Any future legislation will be brought forward when Parliamentary time allows.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 19 of his Department's Defence Diplomacy Strategy, published 24 March 2026, what progress he has made on making defence diplomacy a whole of society effort.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Ministry of Defence is working internally and across Government to promote and develop Defence Diplomacy as a whole-of-society effort. As per the commitments in the strategy, this includes work to enhance our use of culture, history and ceremonial excellence to appeal to all of society to utilise Defence Diplomacy to its fullest effect. Work is also underway to explore how collaboration can be done most effectively with think tanks to deliver our defence diplomacy aims.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 83 of his department's Strategic Defence Review, published 2 June 2025, what progress has been made with JEF to trial the use of innovative technologies to boost collective security in Europe.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The JEF continues to build its role in defence innovation, with First Sea Lord’s JEF Maritime initiative marking a significant step forward in the JEF Northern Navies partnership. It underscores a shared commitment among JEF partners to move beyond periodic activity towards a more integrated maritime enterprise enabling forces to combine rapidly, operate seamlessly and respond decisively and immediately to emerging threats

By renewing emphasis on collaboration and aligning doctrine, training, planning, sustainment and capability development, JEF nations will operate more closely than ever before, building trust, interoperability to act and fight together and ultimately the ability to substitute, swap, or mix equipment, parts, ammunition, or personnel across participating navies. At the March 2026 JEF Leaders' Summit, leaders agreed further measures to strengthen NATO's northern flank, enhance readiness and deterrence, counter hybrid threats, protect critical infrastructure and deepen cooperation with Ukraine.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, when the next joint exercises involving British forces are scheduled to take place in the Indo-Pacific.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

British forces regularly participate in exercises with allies and partners across the Indo-Pacific. Planned activity includes exercises and training with partners including Australia, India and Japan, alongside wider engagement through the Five Power Defence Arrangements (FPDA) with other regional partners. The next joint exercise is next month, as aligned to the FPDA annual cycle. The Government will continue to use these activities to strengthen interoperability and defence cooperation across the region.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 127 of his Department’s Strategic Defence Review, published on 2 June 2025, what progress his Department has made on ensuring Intelligence can prioritise resources and scale capacity to meet crisis and wartime intelligence requirements.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Military Intelligence Services (MIS) establishes a single, integrated intelligence enterprise across the Ministry of Defence, enabling Defence’s existing intelligence organisations and capabilities to operate more coherently and effectively as one enterprise. By strengthening integration, collaboration and the sharing of expertise, MIS enhances Defence’s ability in support of decision-making and operations.

MIS will also improve the offer to Defence’s workforce through enhanced training, professional development and career opportunities. By providing a more coherent employment model and greater opportunities for skills development and progression, MIS will help attract, retain and develop the highly skilled personnel needed to meet current and future intelligence challenges.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 129 of his Department’s Strategic Defence Review, published on 2 June 2025, what progress his Department has made on equipping Defence Intelligence with the tools to attract, develop and retain a motivated workforce.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Military Intelligence Services (MIS) establishes a single, integrated intelligence enterprise across the Ministry of Defence, enabling Defence’s existing intelligence organisations and capabilities to operate more coherently and effectively as one enterprise. By strengthening integration, collaboration and the sharing of expertise, MIS enhances Defence’s ability in support of decision-making and operations.

MIS will also improve the offer to Defence’s workforce through enhanced training, professional development and career opportunities. By providing a more coherent employment model and greater opportunities for skills development and progression, MIS will help attract, retain and develop the highly skilled personnel needed to meet current and future intelligence challenges.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how many escorts of Russian Federation vessels occurred in 2025.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Royal Navy routinely monitors and, where necessary, shadows Russian Federation vessels transiting through UK areas of interest.

The Royal Navy remains fully committed to safeguarding the UK's maritime approaches, protecting critical national infrastructure, and deterring hostile activity wherever required.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 47 of his department's Strategic Defence Review, published 2 June 2025, what legacy cyber systems are being retired in order to reduce cyber risk.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

We do not comment publicly on system details as this could provide a potential adversary with information which would adversely impact Defence and National Security.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 69 of his Department's Strategic Defence Review, published on 2 June 2025, what progress his Department has made on ensuring all personnel are aware of the growing cyber risks and are equipped to take essential measures.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

Defence has continued to strengthen cyber awareness and training across the department. This includes refreshed Cyber Security Awareness Training, Defence-wide awareness campaigns delivered through the Cyber Confident programme, and further access to cyber learning has been expanded through the Cyber Defence Learning Environment.

Alongside this, Defence is investing in wider digital, data and AI skills development through initiatives such as My Digital Skills, targeted learning programmes for leaders and specialists, and the development of a Defence-wide Digital Foundational Standard.

Together, these measures help ensure Defence personnel understand cyber threats and are equipped to take the actions necessary to protect Defence information, systems and operations.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 64 of his Department's Strategic Defence Review, published on 2 June 2025, what progress his Department has made on making Defence more radical in unleashing innovation and productivity in pursuit of its central purpose.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

UK Defence Innovation (UKDI), launched on 1 July 2025, unites expertise from previously separate organisations to accelerate the delivery of cutting-edge innovative capabilities, ensuring the United Kingdom remains secure at home and strong abroad. With ringfenced annual funding of at least £400 million, UKDI consolidates innovation efforts across the Ministry of Defence (MOD) to rapidly deliver new technology to the front line and support the growth of a robust defence technology industry.

UKDI serves as a catalyst for growth in the defence, security, and dual-use technology sectors, contributing to the governments aims by creating highly skilled jobs and driving economic growth. Since July 2026, UKDI has been transitioning into its fully designed operating model, with the financial year 2026/27 serving as a transitional period focused on scaling delivery, embedding performance management, and demonstrating measurable impact against Defence outcomes.

The new Defence acquisition model establishes a single, coherent route for innovation from idea to delivery, embedding innovation within core decision-making processes rather than treating it as a parallel activity. Innovation is mandated at every stage—including problem statements, options development, commercial design, commissioning, and delivery—to ensure the early exploitation of novel technologies. UKDI prioritises and funds innovation alongside all other Defence activities, operating within the same strategic frameworks and governance while maintaining the necessary freedoms to operate at pace.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 64 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on establishing and maintaining a defence innovation portfolio.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

UK Defence Innovation (UKDI), launched on 1 July 2025, unites expertise from previously separate organisations to accelerate the delivery of cutting-edge innovative capabilities, ensuring the United Kingdom remains secure at home and strong abroad. With ringfenced annual funding of at least £400 million, UKDI consolidates innovation efforts across the Ministry of Defence (MOD) to rapidly deliver new technology to the front line and support the growth of a robust defence technology industry.

UKDI serves as a catalyst for growth in the defence, security, and dual-use technology sectors, contributing to the governments aims by creating highly skilled jobs and driving economic growth. Since July 2026, UKDI has been transitioning into its fully designed operating model, with the financial year 2026/27 serving as a transitional period focused on scaling delivery, embedding performance management, and demonstrating measurable impact against Defence outcomes.

The new Defence acquisition model establishes a single, coherent route for innovation from idea to delivery, embedding innovation within core decision-making processes rather than treating it as a parallel activity. Innovation is mandated at every stage—including problem statements, options development, commercial design, commissioning, and delivery—to ensure the early exploitation of novel technologies. UKDI prioritises and funds innovation alongside all other Defence activities, operating within the same strategic frameworks and governance while maintaining the necessary freedoms to operate at pace.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 65 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on UKDI supporting defence innovation.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

UK Defence Innovation (UKDI), launched on 1 July 2025, unites expertise from previously separate organisations to accelerate the delivery of cutting-edge innovative capabilities, ensuring the United Kingdom remains secure at home and strong abroad. With ringfenced annual funding of at least £400 million, UKDI consolidates innovation efforts across the Ministry of Defence (MOD) to rapidly deliver new technology to the front line and support the growth of a robust defence technology industry.

UKDI serves as a catalyst for growth in the defence, security, and dual-use technology sectors, contributing to the governments aims by creating highly skilled jobs and driving economic growth. Since July 2026, UKDI has been transitioning into its fully designed operating model, with the financial year 2026/27 serving as a transitional period focused on scaling delivery, embedding performance management, and demonstrating measurable impact against Defence outcomes.

The new Defence acquisition model establishes a single, coherent route for innovation from idea to delivery, embedding innovation within core decision-making processes rather than treating it as a parallel activity. Innovation is mandated at every stage—including problem statements, options development, commercial design, commissioning, and delivery—to ensure the early exploitation of novel technologies. UKDI prioritises and funds innovation alongside all other Defence activities, operating within the same strategic frameworks and governance while maintaining the necessary freedoms to operate at pace.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, since his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on positioning the UK at the leading edge of defence innovation.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

UK Defence Innovation (UKDI), launched on 1 July 2025, unites expertise from previously separate organisations to accelerate the delivery of cutting-edge innovative capabilities, ensuring the United Kingdom remains secure at home and strong abroad. With ringfenced annual funding of at least £400 million, UKDI consolidates innovation efforts across the Ministry of Defence (MOD) to rapidly deliver new technology to the front line and support the growth of a robust defence technology industry.

UKDI serves as a catalyst for growth in the defence, security, and dual-use technology sectors, contributing to the governments aims by creating highly skilled jobs and driving economic growth. Since July 2026, UKDI has been transitioning into its fully designed operating model, with the financial year 2026/27 serving as a transitional period focused on scaling delivery, embedding performance management, and demonstrating measurable impact against Defence outcomes.

The new Defence acquisition model establishes a single, coherent route for innovation from idea to delivery, embedding innovation within core decision-making processes rather than treating it as a parallel activity. Innovation is mandated at every stage—including problem statements, options development, commercial design, commissioning, and delivery—to ensure the early exploitation of novel technologies. UKDI prioritises and funds innovation alongside all other Defence activities, operating within the same strategic frameworks and governance while maintaining the necessary freedoms to operate at pace.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 50 of his department's Strategic Defence Review, published 2 June 2025, whether progress in establishing the fundamental capabilities of a core common platform under the authority of the Chief Information Officer is reported to the Secretary of State on a quarterly basis.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Strategic Defence Review, the Ministry of Defence has made significant progress in establishing the foundations of a core common platform under the authority of the Chief Information Officer. This includes work to strengthen Defence's Digital Backbone, develop common digital and data services, improve interoperability and data sharing, and establish the governance arrangements required to support a more integrated force. Progress is subject to regular senior-level oversight.

While a formal quarterly reporting process to the Secretary of State has not yet been fully implemented, progress has been reported through ministerial and departmental governance structures as part of wider Strategic Defence Review implementation activity.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress he has made on reviewing the Submarine Telegraph Act 1885 since the Strategic Defence Review.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Government has made significant progress in reviewing current legislation in relation to critical undersea infrastructure (CUI), including the Submarine Telegraph Act 1885

As the Government announced in May, later this year we plan to publicly consult on proposals to modernise and strengthen our legislation.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 61 of the SDR, what progress his Department has made on creating a robust Balance of Investments process.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Defence Investment Plan (DIP) process looked across every budget line in the Department to prioritise capabilities and activities, including new capabilities, through-life upgrades, acquisition and support, people and infrastructure. It also considered and agreed trade-offs between departmental objectives to ensure a balanced investment outcome was achieved.

The DIP sets out the Government's investment priorities for Defence and provides a deliverable and affordable plan to 2035.

A similarly robust approach is being adopted for the Department’s annual financial planning and budgeting process.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 69 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on accelerating energy innovation and resilience.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Defence Industrial Strategy, the Ministry of Defence (MOD)s recognise that energy is a strategic capability that contributes directly to operational advantage, industrial resilience and warfighting readiness. The MOD continues to develop the policy, governance and innovation structures necessary to support future delivery, including the planned Defence Energy and Capability Resilience Centre of Excellence (DECX).

The MOD is working closely with the Department for Energy Security and Net Zero (DESNZ), as the lead government department for nuclear energy policy, to explore how Defence could support any future requirements to leverage modular nuclear technologies.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how many jobs in South Shropshire are in the defence sector.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence’s published employment estimates are produced at regional level and are not sufficiently granular to identify jobs within individual constituencies.

In 2024/25, Ministry of Defence expenditure with UK industry directly supported approximately 7,900 jobs in the West Midlands. In addition, there were around 2,650 MOD civilian personnel and 7,090 UK Armed Forces personnel based in the region, bringing the total number of jobs supported by Defence activity in the West Midlands to approximately 17,600.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how many high-quality defence jobs there are in the UK.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

In 2024-25, the Ministry of Defence expenditure with UK industry supported an estimated 274,000 direct and indirect jobs across the UK, comprising 164,000 direct jobs and 110,000 indirect jobs.

Defence supports skilled employment across a broad range of sectors and regions, helping to drive economic growth and prosperity across the UK.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 10 of his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on launching regional STEM initiatives to boost defence skills across the country.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Following completion of a successful pilot delivered by Babcock in Plymouth, we are working with industry partners, through the Defence Industrial Joint Council, to establish STEM initiatives across five regions in England with a significant defence sector presence. These initiatives will improve access to STEM learning and increase awareness of defence, engineering and advanced manufacturing careers.

Further information on these locations will be provided in due course.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 17 of his department's Strategic Defence Review, published 2 June 2025, what proportion of rapid commercial exploitation are contracting within 3 months.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

A substantial programme of work is underway across Defence to improve procurement performance and efficiency. This includes implementing acquisition reform to speed up routes to contract, strengthen contractual levers, improve delivery discipline, and implementing the vision set out in the Strategic Defence Review and Defence Industrial Strategy.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, since his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made on transforming procurement and acquisition systems.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

A substantial programme of work is underway across Defence to improve procurement performance and efficiency. This includes implementing acquisition reform to speed up routes to contract, strengthen contractual levers, improve delivery discipline, and implementing the vision set out in the Strategic Defence Review and Defence Industrial Strategy.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 92 of his Department's Strategic Defence Review, published 2 June 2025, what date he plans to reach 250,000 cadets in the UK.

Answered by Calvin Bailey - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans and People)

The Strategic Defence Review set out an ambition to grow the UK Cadet Forces Cadet Forces by 30% by 2030 (with an ambition to reach 250,000 in the longer term). Following publication of the Defence Investment Plan, the target date for reaching 30 % growth (approximately180,000 cadets) has moved from 2030 to 2035. Whilst 250,000 cadets is a longer-term ambition, no date has been set for achieving this ambition.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what assessment he has made of the potential impact of delaying the planned spending on the Defence Housing Strategy on retention and recruitment.

Answered by Calvin Bailey - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans and People)

Good quality accommodation is essential for the retention and recruitment of Service Personnel.

After years of neglect, the Defence Housing Strategy sets out a vision for the future transformation of military homes; 90% of military homes will be upgraded, renewed or rebuilt over a decade, funded through the Defence Investment Plan.

To meet today's threats, the Defence Secretary made the decision to re-prioritise elements of the early years Defence Investment Plan (DIP) funding to deliver rapid and critical capability upgrades by 2030. The decision to reprofile equates to approximately £3 billion for this Parliament and around £6 billion for next Parliament and the next subsequent financial year, compared to around £4 billion and around £5 billion previously stated. This substantial investment in the early years of the DIP will enable us to continue to deliver improvements to military housing.

Alongside the creation of the Defence Housing Service and the newly adopted Consumer Charter, the confirmed commitment to £9.2 billion investment over 10 years in Defence family housing will drive the delivery of homes that Service Personnel and their families deserve.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made on increasing early market engagement with industry.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Strategic Defence Review and Defence Reform set out Defence’s ambition for strengthened and earlier engagement with industry and a greater focus on desired outcomes rather than prescriptive specifications. The Defence Industrial Strategy took this forward through a commitment to provide industry with clearer and earlier demand signals and to establish a coordinating authority for market engagement within the National Armaments Director Group.

Since the Review, the Department has worked internally and with industry, through the Defence Industrial Joint Council, to test, refine and pilot approaches that focus discussion on capability challenges and operational outcomes before requirements are defined. This has included leading engagement in support of Task Force SABRE and applying the approach to complex military requirements through the new capability development process. Defence is also developing common approaches, guidance and tools to support more consistent engagement across the Department.

The intent is to broaden participation, reduce barriers for SMEs, draw in innovation from adjacent sectors and organisations that do not routinely work with Defence, and strengthen the evidence available to inform future acquisition decisions.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 92 of his Department’s Strategic Defence Review, published 2 June 2025, what progress he has made on providing a greater focus within the Cadets on developing STEM skills and exploring modern technology.

Answered by Calvin Bailey - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans and People)

The Strategic Defence Review identified the importance of providing cadets with greater opportunities to develop STEM skills and engage with modern technologies.

Progress has already been made in this area. Across the Cadet Forces, cadets currently achieve around 2,300 cyber-related qualifications and 1,000 drone-related qualifications each year, providing valuable skills in digital technologies and emerging capabilities.

The forthcoming Cadet Forces Action Plan, due to be published in October 2026, will set out further measures to increase opportunities for cadets in STEM, cyber, unmanned aerial systems (drones) and other emerging technologies. This will include investment aimed at doubling cadet participation in cyber activities and expanding the drone flying programme.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to his Department’s Strategic Defence Review, published 2 June 2025, what progress he has made on increasing the RAF reserves.

Answered by Calvin Bailey - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans and People)

The RAF Reserve total strength has increased by 4.73% between July 2025 and July 2026.

This has been achieved through measures such as enhancing recruitment processes by expanding medical assessment capacity, increasing specialist selection events, and improving candidate progression and retention.

Furthermore, the tri-Service Armed Forces Recruiting Service, launching in 2027, will provide a streamlined single-entry point and a new digital platform to make recruitment faster, more accessible, and reduce delays for reservists.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 50 of his department's Strategic Defence Review, published 2 June 2025, what progress has been made in delivering a digital targeted web in 2027, requiring access, in whole or in part, to a Defence-wide Secret Cloud, with a minimum viable product available in 2026.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence is making good progress towards delivery of the Digital Targeting Web (DTW), which will improve the speed, accuracy and efficiency of military targeting through integrated data, applications and workflows.

As part of Exercise FUSION STRIKE in Nov 26, the MOD expects to demonstrate a Minimum Viable Product (MVP) for DTW. This will test the integration of key targeting functions through a shared digital environment, reducing reliance on manual data transfers and enabling users to access and update target-related information through connected workflows.

The lessons from FUSION STRIKE 26 will inform further development towards the Strategic Defence Review ambition of a Digital Targeting Web enabled, in whole or in part, through Defence-wide cloud capabilities by 2027.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 58 of his department's Strategic Defence Review, published 2 June 2025, what progress has been made since the Strategic Defence Review in engaging industry early in the procurement process on desired outcomes and problem-solving.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Strategic Defence Review and Defence Reform set out Defence’s ambition for strengthened and earlier engagement with industry and a greater focus on desired outcomes rather than prescriptive specifications. The Defence Industrial Strategy took this forward through a commitment to provide industry with clearer and earlier demand signals and to establish a coordinating authority for market engagement within the National Armaments Director Group.

Since the Review, the Department has worked internally and with industry, through the Defence Industrial Joint Council, to test, refine and pilot approaches that focus discussion on capability challenges and operational outcomes before requirements are defined. This has included leading engagement in support of Task Force SABRE and applying the approach to complex military requirements through the new capability development process. Defence is also developing common approaches, guidance and tools to support more consistent engagement across the Department.

The intent is to broaden participation, reduce barriers for SMEs, draw in innovation from adjacent sectors and organisations that do not routinely work with Defence, and strengthen the evidence available to inform future acquisition decisions.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made since the publication of the Strategic Defence Review on space-based capabilities.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Strategic Defence Review, the Ministry of Defence has continued to strengthen the resilience of UK military space capabilities and develop next-generation space-based intelligence, surveillance and reconnaissance capabilities. This includes the declaration of Full Operating Capability of the Noctis-1 Space Domain Awareness sensor in May 2026, the introduction of the BOREALIS space command and control system, and continued delivery of Programme ISTARI, with additional satellites in production following the acceptance of TYCHE into service in December 2025.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 106 of his department’s Strategic Defence Review, published 2 June 2025, what progress has been made on using the Multi-Role Ocean Survey ship and fleets of autonomous vehicles to counter threats to critical undersea infrastructure.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Royal Navy is enhancing the protection of the United Kingdom’s critical undersea infrastructure, supported by £330 million of investment announced in the Defence Investment Plan. RFA PROTEUS is providing a specialist subsea capability using remotely operated and autonomous systems, with further enhancements planned. The Royal Navy is also expanding its use of autonomous mine-hunting systems and larger uncrewed underwater vehicles to survey, monitor and operate around critical undersea infrastructure, while also exploring commercial solutions to further strengthen our protection and resilience.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 69 of his Department's Strategic Defence Review, published on 2 June 2025, what steps his Department is taking to teach, train, exercise and reward leaders to create a leadership that is equipped to use AI and digital technologies.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Defence is investing in the skills, education and leadership development needed to ensure that leaders are equipped to use digital technologies, data and Artificial Intelligence effectively and responsibly.

This includes building AI and digital literacy into senior leadership development, supporting wider Civil Service AI learning opportunities, and expanding access to practical learning through Defence and cross-government digital skills programmes. Defence is also working with industry and external partners to expose leaders and teams to emerging technologies and practical applications, including through engagement activities such as technology walks, innovation challenges and hackathons.

Together, these measures support the Strategic Defence Review’s ambition to develop a digitally confident leadership cadre able to understand, adopt and exploit emerging technologies in support of Defence outcomes.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress he has made on developing deeper collaboration with allies and partners in areas such as autonomy, AI, electromagnetic warfare, modelling and simulation since the Strategic Defence Review.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Since publication of the Strategic Defence Review, the Ministry of Defence has continued to strengthen collaboration with allies and partners across a range of advanced capability areas. This includes accelerating cooperation on artificial intelligence and autonomous systems through the Rapid AI Delivery Taskforce (Taskforce RAID) and the Defence AI Centre, alongside work with allies to promote the safe, responsible and effective adoption of AI-enabled military capabilities.

The Department has also enhanced collaboration on cyber and electromagnetic resilience, warfare development, and modelling and simulation, including through NATO-aligned activities and closer interoperability with partner nations. These initiatives support the Strategic Defence Review's objective of improving integration with allies and maintaining operational advantage.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made on increasing national warfighting readiness since the Strategic Defence Review.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

I refer the hon. Member to the answer I provided to Question 13554 published on 8 July 2026.

https://questions-statements.parliament.uk/written-questions/detail/2026-06-26/13554

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what does his department consider to be the most significant potential opportunities to UK Defence of Artificial General Intelligence.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

I refer the hon. Member to the answer I gave him on 17 July 2026 to Question 21482.

https://questions-statements.parliament.uk/written-questions/detail/2026-08-28/21482

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress he has made on building closer ties with Turkey since the Strategic Defence Review.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

Türkiye is a key NATO Ally and an important defence and security partner for the United Kingdom. Since publication of the Strategic Defence Review, the UK and Türkiye have continued to strengthen bilateral defence co-operation, including through the signing of the UK-Türkiye Security and Defence Partnership at the NATO Summit in Ankara in July 2026. The Partnership provides a framework for enhanced co-operation across defence, security, and defence industrial priorities. We also continue to work closely with Türkiye through regular military-to-military engagement, established bilateral dialogues, and within NATO in support of Euro-Atlantic security and beyond.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress he has made on deepening and adapting the relationship with Italy since the Strategic Defence Review.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

As noted in the Strategic Defence Review, Italy remains one of our most critical partners in Europe. Through annual 2+2 meetings between our Foreign and Defence Secretaries, our bilateral High-Level Military Dialogue, and regular interaction through other groupings such as NATO and the E5 Defence Ministers' Group, we continuously explore how our nations can better work together to address issues of shared strategic interest.

The Global Combat Air Programme (GCAP) is at the forefront of our deepening relationship. Since the Strategic Defence Review, we have made significant progress, including the opening of the GCAP International Government Organisation (GIGO) headquarters and the establishment of the Industrial Joint Venture, Edgewing. This year we awarded the first international contract for £4.6bn to deliver the next phase of joint development.

Since signing a UK-Italy Statement of Intent on Complex Weapons in February 2025, there has been tangible progress in this area of our relationship. This includes on the STRATUS low-observable long range cruise missile and on the development of next generation air-to-air missiles. As members of the E5, the UK and Italy have also launched the Low-cost Effectors and Autonomous Platforms (LEAP) initiative to provide the necessary capability to Ukraine.

Operationally, as the only two European nations with carrier-capable F-35B aircraft, last year's UK's Carrier Strike Group deployment (Op HIGHMAST) saw extensive joint exercising designed to deepen the interoperability between our Armed Forces.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how many nationally significant cyber-attacks occurred in (a) 2025 and (b) 2026.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The Ministry of Defence records and manages cyber incidents affecting Defence, including those within its supply chain and assesses them against Defence specific impact criteria. Therefore, the Department does not categorise incidents as nationally significant, and does not publish incident statistics as information relating to cyber incidents is managed in accordance with established security classification policy

The Department works closely with the National Cyber Security Centre (NCSC), which publishes annual statistics on nationally significant cyber incidents. The NCSC's 2025 Annual Review reported 204 nationally significant incidents across the UK, compared with 89 in 2024. Statistics for 2026 have not yet been released.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how many launches of the RAF Typhoon Quick Reaction Alert aircraft occurred in 2025.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

The number of Quick Reaction Alert launches from either RAF Coningsby or RAF Lossiemouth in each month in 2025 can be found in the table below.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 65 of the Strategic Defence Review 2025, what assessment he has made of whether his Department is on target to reduce civil service costs by at least 10% by 2030.

Answered by Calvin Bailey - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans and People)

The MOD remains committed to reducing Civil Service costs by at least 10% by 2030. Work is underway on a Long-Term Workforce Plan. This will cover both the requirements, size and structure of the Defence workforce, with a view to driving efficiency whilst making the most of AI and technology.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, how many of the regular personnel in the Armed Forces are medically downgraded.

Answered by Calvin Bailey - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans and People)

At 1 July 2026, of the 127,063 UK full-time trade trained Armed Forces personnel, 28,610 (22.5%) were medically downgraded.

15,075 (11.9%) were graded Medically Limited Deployable (MLD). Personnel with a grade of MLD are medically fit for duty with minor employment limitations. A grade of MLD requires a medical risk assessment to be carried out for deployment. The decision on that deployment will depend on the medical condition, individual function, the proposed employment, length of the deployment and the medical support available.

13,535 (10.7%) were graded Medically Not Deployable (MND). Whilst personnel graded as Medically Not Deployable are not fit to deploy on Operations, they may be deployable on UK based exercises and should be able to work effectively for at least 32.5 hours per week. Personnel graded Medically Non-Deployable may require continued medical care, long term medication and access to secondary care facilities.

This response presents Medical Deployability Standard (MDS) for full-time trained personnel as regular untrained personnel cannot deploy.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 93 of his Department's Strategic Defence Review, published 2 June 2025, what progress he has made on establishing a digitised approach to Reserves management.

Answered by Calvin Bailey - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans and People)

Funding has been allocated in the Defence Investment Plan to enable the digital management and administration of the Strategic Reserve, including communications, the mobilisation process and data handling. Work is currently underway to deliver this.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what progress has been made on delivering defence contracting reform.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Ministry of Defence has made significant progress in delivering defence contracting reform as part of wider Defence Reform, the Strategic Defence Review and the Defence Industrial Strategy. Current activity is focused on simplifying and accelerating commercial processes, strengthening strategic supplier relationships, improving value for money, increasing SME participation, and modernising the framework for non-competitive procurement.

Reforms include work to streamline acquisition processes, expand the use of more agile and flexible contracting approaches, improve contractor performance incentives, reduce unnecessary administrative burdens on suppliers, and review the Single Source Contract Regulations to ensure they better support innovation, productivity and delivery.

MOD is also developing approaches to strengthen commercial capability, improve data-driven contract management and align contracting arrangements with wider Government objectives for growth, resilience and national security. Reform activity remains ongoing and will continue to be implemented through Defence Reform and associated commercial transformation programmes.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, in what way his department plans to keep up with rapid advances in technology which may pose a risk to the UK.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Defence Investment Plan (DIP) outlines how Defence will outpace threats, including rapid advances in technology, through sustained investment in warfighting readiness, the rapid introduction of new capabilities, and the integration of advanced and emerging technologies across the force. This requires a model of constant innovation and there is therefore no end state for the Integrated Force.

Evidence gathered through force testing events, as well as lessons identified from contemporary conflicts, will ensure we constantly evaluate the impact of changing technology on our force design and the threat trajectory of our adversaries. The Secretary of State will receive an annual statement detailing how the integrated force model has changed in response to ensure accountability for the continual adaptation of the Integrated Force over time.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 69 of his Department’s Defence Industrial Strategy, published 8 September 2025, what progress he has made on ensuring that his Department is set up for success in science, innovation and technology.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

The Government is implementing Recommendation 7 of the Strategic Defence Review through reforms to Defence's Science, Technology and Innovation system, ensuring it is better aligned to Defence priorities and able to deliver technological advantage at greater pace.

The Defence Science and Technology Laboratory (Dstl) continue to provide Defence's core research, analysis and evaluation capabilities, including long-term and applied research and the development of technologies critical to national security. The Ministry of Defence has also established UK Defence Innovation (UKDI), delivering the Strategic Defence Review recommendation to provide dedicated funding to support innovative UK companies and accelerate the adoption of technologies that strengthen Defence and Security capability. Together with the Defence Investment Unit, these organisations form a more integrated science, technology and innovation system within the National Armaments Director Group.

The Ministry of Defence has also launched the Defence Universities Alliance, bringing together 35 universities to strengthen collaboration on research, skills and talent development, and is implementing a new approach to horizon scanning and strategic foresight. This work has been informed by engagement across Government and supports the Department's wider Science, Technology and Innovation ambitions set out in both the Strategic Defence Review and Defence Industrial Strategy.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 107 of his Department’s Strategic Defence Review, published on 2 June 2025, what progress has been made on enhancing the mandate of the Defence Maritime Regulator.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

Recommendation 39 of the Strategic Defence Review resulted in the development of several options for defence to consider regarding the utilisation of Uncrewed Surface Vessels. The Ministry of Defence is now working to implement the recommended option across procurement, operating and regulating bodies within the department.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, since his department’s Defence Industrial Strategy, published 8 September 2025, what progress has been made in the triple-lock on the nuclear deterrent.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

We remain committed to and continue to deliver against the Nuclear Triple Lock. The UK is constructing four Dreadnought Class submarines to succeed the Vanguard Class and maintain the nation's nuclear deterrent into the future. The first of class is expected to enter service in the early 2030s. The Royal Navy continues to deliver the Continuous At Sea Deterrent through Operation Relentless, supported by ongoing investment in defence nuclear infrastructure to meet future platform and warhead requirements.

Found: Robert Hill, Chair, Matrix Panel; Professor Paul Bartholomew, Vice Chancellor, Ulster University; Stuart Anderson

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to page 50 of the Defence Investment Plan, published on 30 June 2026, which (a) state and (b) non-state actors are responsible for cyber attacks on Defence systems.

Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence) (Minister for the Armed Forces)

I refer the hon. Member to answer i gave to the hon. Member for South Shropshire (Stuart Anderson) on 2 September 2026 to Question 19087.

https://questions-statements.parliament.uk/written-questions/detail/2026-07-15/19087

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, what his planned timetable is for acquiring ire an F-35A fleet.

Answered by Luke Pollard - Minister of State (Ministry of Defence)

I refer the hon. Member to the Answer I gave to the hon. Member for South Shropshire (Stuart Anderson) on 13 July 2026 to Question 16066.

https://questions-statements.parliament.uk/written-questions/detail/2026-07-06/16066