Written questions by Obese-Jecty.

With reference to page 71 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what the scope is of the test and evaluation transformation programme.

To achieve the Strategic Defence Review’s vision of the UK as a leading tech-enabled defence power, with an Integrated Force that deters, fights, and wins through constant innovation at wartime pace, Defence must transform to become more integrated by design, innovation-led, and industry backed. One of the ways we will achieve this transformation is by making it easier for everyone developing UK military equipment, to rapidly assess if their systems are safe, fit for purpose, and capable of contributing to the success of UK military operations. Operations which will increasingly rely on advanced technology, rapid and reliable integration of new systems into complex capabilities, and a faster feedback loop from the frontline to the factory floor. This is the scope of the Test and Evaluation Transformation programme, to build the world’s most productive, relevant, and responsive, military test and evaluation enterprise here in the UK. The programme will focus on delivering the common technical, commercial, and architectural enablers required to make this a reality by the early 2030s, with several initiatives already underway and others announced recently in the Defence Industrial Strategy. Future levels of funding in the programme are subject to the outcome of the Defence Investment Plan, and its delivery will be guided by the ideas set out in ‘Future Advantage Through Evaluation’ (FATE), MOD’s concept for future test and evaluation: https://www.gov.uk/government/publications/defence-test-and-evaluation-future-advantage-through-evaluation-fate

With reference to page 51 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, which experts he plans to consult as part of the review and test of options for a new offsets regime.

The Defence Industrial Strategy set out measures to generate greater value from the Ministry of Defence’s procurement spend to boost UK investment, growth and employment making defence an engine for growth. An offset policy is being explored as a means to achieve this which will include consultations with expert stakeholders from across the UK defence industrial base including suppliers of all sizes, the Trade Associations, the Trade Unions, Think Tanks and academic institutions. Consultations will also include international suppliers and our key allies and partners.

With reference to page 63 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, to what structures UK Defence Innovation plans to provide funding to help support non-traditional defence suppliers.

UK Defence Innovation (UKDI) represents a fundamental transformation of how the Ministry of Defence approaches innovation. We recognise that innovative companies, start-ups and non-traditional defence suppliers have long faced significant barriers when engaging with defence innovation programmes. UKDI will invest in frameworks and initiatives to foster business growth and attract increased investment into SMEs, start-ups, and non-traditional defence suppliers. This approach aims to cultivate a diverse and agile supply chain, ensuring the delivery of cutting-edge capabilities to support national security and defence. Simultaneously, these efforts will align with the UKDI's strategic objectives of advancing the technology sector and driving economic growth.

With reference to page 54 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what his planned timetable is for identifying a pipeline of projects for the next five to ten years that may be eligible.

It is too early at this time to identify a pipeline of projects over the next five to ten years that may utilise the new planning routes. Ministry of Defence (MOD) Officials are currently drafting updated procedures to enable the use of these new routes. The intent is this guidance will be incorporated into MOD procedure by April 2026.

With reference to page 46 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, in what locations he plans to launch regional STEM initiatives.

The locations have not been determined, and we will work in partnership with industry, including through the Defence Industrial Joint Council, to launch regional STEM initiatives where there is a large defence presence.

With reference to page 21 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what criteria would need to be met to define a UK-based company as part of the defence industrial base.

To define a UK-based company as part of the defence industrial base, it must contribute to national security and align with the aim of increasing the competitiveness of the UK defence market. This includes being a UK supplier or part of priority defence sub-sectors, supporting capability collaboration, and contributing to exports. The company should also help grow and sustain the UK industrial base in line with increased defence spending.

With reference to the press release entitled King Charles III marks historic milestone for nuclear submarine programme, published on 22 September 2025, what the completion timeline is of the fourth boat in the Dreadnought Class.

The Dreadnought Class submarines will begin to enter service from the early 2030s. The planned in-service dates for Royal Navy submarines are withheld as disclosure would, or would be likely to, prejudice the capability, effectiveness, or security of the Armed Forces.

With reference to page 42 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what elements will be covered in the (a) Defence Finance and Investment Strategy and (b) Defence Investment Plan.

The forthcoming Defence Investment Plan will, for the very first time, outline our investment priorities, taking into account our priority national security sub-sectors and the associated UK industrial capability. It will cover the full scope of the defence programme, from people and operations to equipment and infrastructure, to ensure we can deliver the vision set out in the Strategic Defence Review.The Defence Finance and Investment Strategy will look at the entire spectrum of defence companies, from start-ups through to primes, and provide recommendations to the Defence Secretary on how barriers to investment in defence can be removed while making the sector more attractive for private investment, including venture capital, private equity and pension funds. We have stood up a Defence Investors Advisory Group to help develop the Defence Finance and Investment Strategy, bringing together some of the best minds from banking, pension funds, venture capital and Strategic Finance. The Advisory Group held their first meeting on 27 October.

With reference to page 65 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what his planned timetable is for aligning the UK Defence Innovation Rapid Innovation Unit with the US Defence Innovation Unit.

UK Defence Innovation (UKDI) launched in July 2025. Focus has now shifted to implementing, transitioning, and operationalising UKDI to ensure it is fully operational by July 2026. This work will include building on UKDI’s strong existing relationship with the US DIU and ensuring a partnership between the two organisations to share lessons and deliver capabilities that are of mutual defence benefit.

With reference to page 41 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, how much funding his Department plans to provide for the mission to becoming a defence industrial leader by 2035 in (a) British Pound Sterling and (b) as a proportion of the annual defence budget.

The Government has boosted defence spending by £5 billion this year alone, as part of the largest sustained increase in defence spending since the end of the Cold War. This will see defence spending increase to 2.6% of GDP from 2027 with an ambition of hitting 3% by the end of next Parliament The Defence Investment Plan, which will be published later this year, will set out how we will align our funding to deliver the vision set out in the Strategic Defence Review, including a new partnership with industry. Future funding beyond the current Spending Review period will be subject to further Spending Reviews.

What the scope is of the UK's commitment to the NATO Eastern Sentry programme.

The UK committed early to Eastern Sentry, deploying RAF Typhoon fighter jets and Voyager air-to-air refuelling aircraft to conduct air defence missions over Poland. This deployment involves hundreds of UK personnel. In a demonstration of the UK’s ongoing and steadfast support for NATO’s collective defence, the Defence Secretary has confirmed that the UK’s contribution to Eastern Sentry will continue until at least the end of 2025, ensuring the security of NATO territory and deterring further aggression.

Pursuant to the Answer of 17 September 2025 to Question 76411 on Ajax Vehicles, by when armoured infantry doctrine will be rewritten to reflect the change in capability from Warrior to ARES.

I refer the hon. Member to the answer I gave to the hon. Member for Rayleigh and Wickford (Mr Francois) to Question 77473, which remains extant and explains there is no direct replacement for Warrior. The British Army continually review all doctrine and make amendments as required. As the ARES platform is delivered into service, tactical doctrines will be reviewed accordingly.

Which vehicle platforms receive (a) spares and (b) support through the UK’s membership of the NATO Support and Procurement Agency.

The Boxer vehicle and Multiple Launch Rocket System (MLRS) land platforms are supported by the NATO Support and Procurement Agency (NSPA). The NSPA manages support solutions for partner nations operating similar equipment, enabling increased economies of scale when purchasing spare parts to support fleets.In addition, NSPA provides vehicle cleaning services through the Tactical Land System project.

With reference to page 64 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, whether the proposed defence technology cluster at RAF Wyton will be included within the defence innovation portfolio.

Collaboration will be at the heart of UK Defence Innovation (UKDI). UKDI will work closely with partners across the existing defence innovation landscape, including the proposed Defence Tech Cluster at RAF Wyton, establishing the right infrastructure for testing new ideas, driving innovation, and solving challenges at pace.

With reference to page 113 of the Strategic Defence Review 2025, published on 8 July 2025, how arrangements for fast jet training are inadequate.

The Strategic Defence Review 2025 identified inadequacies in fast jet training arrangements, primarily due to the underperformance of the Hawk T2 aircraft, necessitating the initiation of a replacement programme. This issue, combined with the increased demand for fast jet pilot training following the Strategic Defence and Security Review 2015, has placed strain on existing training capacity. During this transitional period, the shortfall has been mitigated through outsourcing agreements with allies and partners, utilising their military fast jet training programmes worldwide.

With reference to the data tables accompanying the National Infrastructure and Service Transformation Authority Annual Report 2024-25, published on 11 August 2025, what the ongoing challenges are in meeting the delivery date for the first Dreadnought submarine nuclear core.

The red delivery confidence rating for the Core Production Capability programme in the National Infrastructure and Service Transformation Authority (NISTA) report reflects the complexity of simultaneously completing the Astute Class cores while transitioning to a new core type for the Dreadnought Class. The Ministry of Defence is working closely with Rolls-Royce Submarines to improve delivery confidence by increasing production rates and improving manufacturing resilience. NISTA has confirmed these actions are appropriate. The first of Class, HMS Dreadnought, remains on track to enter service in the early 2030s.

With reference to page 105 of the Strategic Defence Review 2025, updated on 8 July 2025, what assessment he has made of the potential impact of Type 45 destroyers on NATO regional plans.

Type 45 destroyers are central to the UK's integrated air and missile defence strategy, and they have actively contributed to NATO operations through Carrier Strike Group deployments and singleton deployments with Standing Naval Maritime Groups. Upgrades to the Type 45s will serve to enhance the UK's preparedness against advancing and proliferating threats, further demonstrating the UK's commitment to NATO's deterrence and defence.

What capability the UK contributes to the DIAMOND initiative.

Since the signing of the ‘Delivering Integrated Air and Missile Operational Networked Defences’ (DIAMOND) Letter of Intent in Autumn 2024, the UK has led work with the participating nations to agree the focus of the initiative. To complement related NATO-led activity, such as the Modular Ground Based Air Defence High Visibility Project, DIAMOND will consider procedural solutions to enable Day ‘Zero’ air defence integration and interoperability amongst NATO Allied forces. Through this initiative, the UK seeks to draw on and deepen our long existing partnerships with allies and industry to improve the Surface Based Integrated Air and Missile Defence of Europe. At the beginning of October, we met with participating nations and agreed plans to explore the development of joint synthetic exercise opportunities and a shared understanding of command and control links. The workshops are set to take place before the end of 2025.

What progress he has made on making improvements to NATO’s Integrated Air and Missile Defence via the DIAMOND initiative.

Since the signing of the ‘Delivering Integrated Air and Missile Operational Networked Defences’ (DIAMOND) Letter of Intent in Autumn 2024, the UK has led work with the participating nations to agree the focus of the initiative. To complement related NATO-led activity, such as the Modular Ground Based Air Defence High Visibility Project, DIAMOND will consider procedural solutions to enable Day ‘Zero’ air defence integration and interoperability amongst NATO Allied forces. Through this initiative, the UK seeks to draw on and deepen our long existing partnerships with allies and industry to improve the Surface Based Integrated Air and Missile Defence of Europe. At the beginning of October, we met with participating nations and agreed plans to explore the development of joint synthetic exercise opportunities and a shared understanding of command and control links. The workshops are set to take place before the end of 2025.

With reference to page 131 of the Strategic Defence Review 2025, updated on 8 July 2025, what progress he has made in ensuring that Defence Medical Services force elements held at readiness can be integrated into the Defence Medical Enterprise.

A key recommendation of the Strategic Defence Review is rebuilding medical capacity and capability, together with the NHS, to ensure our Armed Forces remain fighting fit in peacetime and are prepared to meet operational demands when at war. With allies, through the NATO Medical Action Plan we are focused on addressing priority challenges in workforce; mass casualty planning; patient evacuation; and medical logistics. We will look to address legislative and regulatory barriers to effective care. The Defence Investment Plan will set out how the Ministry of Defence and will deliver the vision of the Strategic Defence Review over the next 10 years, including to ensure that the Defence Medical Services and the NHS together have capacity to meet Defence medical needs, including in the most extreme circumstances.