Written questions by Cartlidge.

Whether his Department has had formal discussions on reducing the amount of training conducted by the (a) British Army, (b) Royal Navy and (c) Royal Air Force in the current financial year.

On current plans, the Royal Navy, British Army and Royal Air Force have not reduced planned training for the current financial year. We have defined training to mean Phase 1 (basic training) and Phase 2 (initial profession training) only. The Royal Navy has increased training delivery this year in response to increased recruitment and continues to modernise and streamline training pathways to meet operational needs. The amount of training conducted by the British Army and Royal Air Force remains unchanged.

Whether he has plans to cancel any named exercises by the (a) British Army, (b) Royal Navy and (c) Royal Air Force in the (i) current financial year and (ii) next financial year.

The Department conducts military exercises to maintain operational effectiveness, raise warfighting readiness and ensure the armed forces are prepared to respond to a wide range of scenarios. These exercises often involve collaboration with our allies and partners, enhancing interoperability and collective readiness. Our exercise plans are kept under regular review to ensure they align with our priorities and both our own and our partners' operational requirements.

What the status is of the Army Collective Training Service contract.

The competition for the Army's Collective Training Transformation Programme (CTTP) remains ongoing and is currently in the final stages. Therefore, it would be inappropriate to comment further.

With reference to his Department's press release entitled 20,000 UK jobs secured as Türkiye buys 20 Typhoon jets in biggest fighter jet deal in a generation, published on 27 October 2025, whether he has a proposed timetable for the procurement of E-Scan radar.

The UK has already made significant investment into the development of the next generation radar system for our Typhoon Aircraft, including over £200 million released earlier this year by the Chief Secretary to the Treasury for initial production and which followed the successful completion of initial flight trials in February. We remain committed, alongside our partners in Industry, NETMA and the other Core Nations, to the delivery of the next generation radar capability to the UK's Typhoon fleet by the end of this decade.

What is the estimated cost to his Department for the implementation of Defence Reform.

The Department is currently working to determine the estimated cost of implementing Defence Reform across Defence. At present, a total cost figure is not yet available.

With reference to his Department's press release entitled 20,000 UK jobs secured as Türkiye buys 20 Typhoon jets in biggest fighter jet deal in a generation, published on 27 October 2025, when he plans to place a contract for a Phase 4 Enhancement electronics upgrade.

The Phase 4 Enhancement capability package (P4E) is an essential enabler for the implementation of the next generation radar enhancement for the UK's Typhoon fleet. The System Definition Contract for P4E was signed in June 2024 and since then the UK, Germany, Spain and Italy have been working closely alongside NETMA and our industry partners to agree on the final P4E capability package, which will then move into the Design, Development and Demonstration phase.Additionally, the Core Nations have agreed to begin early design work on long lead activities, ensuring that critical path activities for P4E capability are protected. The delivery of the P4E package is planned to take place by the end of this decade.

Whether he has closed bidding on the Army Collective Training Service contract.

The competition for the Army's Collective Training Transformation Programme (CTTP) remains ongoing and is currently in the final stages. Therefore, it would be inappropriate to comment further.

Whether the post of Chief of Defence People has been abolished or re-titled.

Significant reforms are being implemented within the Ministry of Defence (MOD), fundamentally transforming its operations. This is the biggest transformation of the MOD in over 50 years. Defence is now led by a strengthened Department of State, a fully-fledged Military Strategic Headquarters, a new National Armaments Director Group, and the Defence Nuclear Enterprise. Under Defence Reform, the post of Chief of Defence People has been disestablished. The Vice-Chief of the Defence Staff and Deputy Chief of Defence Staff (Force Development) will play a key role in supporting our Military people, working with the Director General, People, to improve accountability, efficiency, and clarity in our people policy and strategy.

What assessment he has made of the adequacy of the level of protection of sensitive military documents from online hacking.

The Ministry of Defence (MOD) takes the security of its information very seriously. Our policies set out a range of technical and procedural controls applied to systems and content throughout their lifecycle and we use a range of assurance measures. We do not comment on details as these could provide a potential adversary with information which could help them to craft a cyber attack against the MOD, which would adversely impact Defence and National Security.

Whether he has extended the deadline for signing the Army Collective Training Service contract.

The competition for the Army's Collective Training Transformation Programme (CTTP) remains ongoing and is currently in the final stages. Therefore, it would be inappropriate to comment further.

What discussions he has has with relevant stakeholders regarding the recent hacking of MOD software at RAF and Royal Navy bases.

This was an incident within the supply chain and not an attack on Ministry of Defence (MOD) systems.We take a robust and proactive approach to cyber attacks against MOD and our suppliers. Our initial assessment of the Dodd Group incident indicates that the data involved is largely routine and does not pose a significant security threat. For all investigations, the MOD has a well-tested incident coordination process led by the Defence CISO liaising across our Military Commands (including RAF and Royal Navy) to understand and mitigate any impact.

Whether he has authorised changes to the Army Collective Training Service contract since 5 July 2024.

In accordance with the Defence and Security Public Contracts Regulations 2011, there have been no changes to the Army Collective Training Service contract that have required Ministerial approval since 5 July 2024.

Whether he has discussions with the Chancellor of the Exchequer on levels of funding for training conducted by the (a) British Army, (b) Royal Navy and (c) Royal Air Force in the current financial year.

There have been no discussions around funding for training specifically. Spend on training continues to be a Departmental priority.

Whether a survey or other feedback provision has been conducted on the implementation of Defence Reform.

We have actively engaged personnel throughout the Defence Reform activity to build awareness and understanding across the Department. The July 2025 Internal Communications survey showed that 76% of respondents had some level of awareness of the reform activity. Feedback is captured through established mechanisms, including the annual People Survey and the Armed Forces Continuous Attitude Survey (AFCAS). These provide comprehensive data on how personnel are responding to reform activity and wider organisational change. Results will be reviewed when published in December 2025. Listening to feedback from both military and civilian personnel remains central to ensuring the reform activity delivers its full potential in strengthening defence capability.

Whether he has made an assessment of the potential for delays to orders of new investments in (a) defence equipment, (b) weaponry and (c) infrastructure in the (a) current financial year and (b) next financial year.

As part of routine Departmental planning processes, both for in-year and future years spend, The Ministry of Defence (MOD) continually reviews balance of priorities against available funding. The MOD remains focused on delivering the priorities set out in the Strategic Defence Review (SDR). A full ten-year plan on how the MOD will deliver the vision of the SDR will be set out in the Defence Investment Plan, which will be published later this year.

If he will disclose the total figure in monetary terms that his Department will spend on day-to-day costs in the (a) current financial year and (b) next financial year.

The MOD's day to day spending is reflected in its Resource Departmental Expenditure Limits (RDEL).The MOD's RDEL planned settlements for 2025-26 and 2026-27 have been set out as part of the Spending Review. These were £38.6 billion for 2025-26 and £39.6 billion for 2026-27.

When he expects the Army Collective Training Service contract to be signed.

The competition for the Army's Collective Training Transformation Programme (CTTP) remains ongoing and is currently in the final stages. Therefore, it would be inappropriate to comment further.

What assessment he has made of the implications for his policies of results found by the Armed Forces Sexualised Behaviours and Sexual Harassment Survey published on the 13 November 2025.

Sexual harassment and sexualised behaviours undermine the wellbeing of our people and operational effectiveness and have no place in Defence. Last year, Defence launched the Raising Our Standards programme, under direct Ministerial oversight through a Steering Board which I chair, as well as external scrutiny through an External Challenge Panel to hold Defence leaders to account. Raising our Standards is central to Defence’s response and is driving the cultural change we need, and is therefore a long-term programme of reform. By commissioning the UK’s first ever comprehensive military sexual harassment survey, this Government is establishing, for the first time, a no holds barred baseline to fully confront and address the root causes of the issue, and set new standards in transparency and accountability across our Armed Forces. While the survey represents a small sample—around 17% of regulars and 5% of reserves—these findings provide new, detailed, and unprecedented insights to help combat unacceptable behaviour and target immediate areas of focus: We’re implementing a Violence Against Women and Girls (VAWG) taskforce – for all Servicewomen and men – with physical hubs supporting the breadth of the Defence footprint, with initial locations in Catterick and Plymouth. With prevention at its core, this taskforce aims to tackle the root causes of harmful behaviour rather than simply responding to incidents. Other initiatives include a Kings Counsel review of cases of unacceptable behaviours, and the application of zero tolerance policies, and the set-up of a new Tri-Service Complaints Unit to handle the most serious complaints outside of Service Chains of Command. The pilot for this new Unit is already underway. An Armed Forces Commissioner will also be appointed shortly. We will continue to deliver Whole Force educational and behavioural campaigns. Recently, a new mandatory training package was introduced for all senior military leaders on how to recognise and respond to unacceptable behaviour and support victims. We have also already launched a new Service Complaints App to make it easier for personnel to raise concerns, and strengthened external oversight through the Service Police Complaints Commissioner to provide impartial scrutiny of complaints. Defence remains committed to decisive, evidence-based action to protect our people and uphold the highest standards for everyone.

Pursuant to the Answer of 17 April 2025 to Question 33505 on Jaysley Beck, what recent progress he has made on implementing measures to build a safer and more inclusive environment for women serving in the armed forces.

Sexual harassment and sexualised behaviours undermine the wellbeing of our people and operational effectiveness and have no place in Defence. Last year, Defence launched the Raising Our Standards programme, under direct Ministerial oversight through a Steering Board which I chair, as well as external scrutiny through an External Challenge Panel to hold Defence leaders to account. Raising our Standards is central to Defence’s response and is driving the cultural change we need, and is therefore a long-term programme of reform. By commissioning the UK’s first ever comprehensive military sexual harassment survey, this Government is establishing, for the first time, a no holds barred baseline to fully confront and address the root causes of the issue, and set new standards in transparency and accountability across our Armed Forces. While the survey represents a small sample—around 17% of regulars and 5% of reserves—these findings provide new, detailed, and unprecedented insights to help combat unacceptable behaviour and target immediate areas of focus: We’re implementing a Violence Against Women and Girls (VAWG) taskforce – for all Servicewomen and men – with physical hubs supporting the breadth of the Defence footprint, with initial locations in Catterick and Plymouth. With prevention at its core, this taskforce aims to tackle the root causes of harmful behaviour rather than simply responding to incidents. Other initiatives include a Kings Counsel review of cases of unacceptable behaviours, and the application of zero tolerance policies, and the set-up of a new Tri-Service Complaints Unit to handle the most serious complaints outside of Service Chains of Command. The pilot for this new Unit is already underway. An Armed Forces Commissioner will also be appointed shortly. We will continue to deliver Whole Force educational and behavioural campaigns. Recently, a new mandatory training package was introduced for all senior military leaders on how to recognise and respond to unacceptable behaviour and support victims. We have also already launched a new Service Complaints App to make it easier for personnel to raise concerns, and strengthened external oversight through the Service Police Complaints Commissioner to provide impartial scrutiny of complaints. Defence remains committed to decisive, evidence-based action to protect our people and uphold the highest standards for everyone.

Pursuant to the Answer of 17 April to Question 33505 on Jaysley Beck, whether any new substantive measures have been introduced since 17 April 2025.

Sexual harassment and sexualised behaviours undermine the wellbeing of our people and operational effectiveness and have no place in Defence. Last year, Defence launched the Raising Our Standards programme, under direct Ministerial oversight through a Steering Board which I chair, as well as external scrutiny through an External Challenge Panel to hold Defence leaders to account. Raising our Standards is central to Defence’s response and is driving the cultural change we need, and is therefore a long-term programme of reform. By commissioning the UK’s first ever comprehensive military sexual harassment survey, this Government is establishing, for the first time, a no holds barred baseline to fully confront and address the root causes of the issue, and set new standards in transparency and accountability across our Armed Forces. While the survey represents a small sample—around 17% of regulars and 5% of reserves—these findings provide new, detailed, and unprecedented insights to help combat unacceptable behaviour and target immediate areas of focus: We’re implementing a Violence Against Women and Girls (VAWG) taskforce – for all Servicewomen and men – with physical hubs supporting the breadth of the Defence footprint, with initial locations in Catterick and Plymouth. With prevention at its core, this taskforce aims to tackle the root causes of harmful behaviour rather than simply responding to incidents. Other initiatives include a Kings Counsel review of cases of unacceptable behaviours, and the application of zero tolerance policies, and the set-up of a new Tri-Service Complaints Unit to handle the most serious complaints outside of Service Chains of Command. The pilot for this new Unit is already underway. An Armed Forces Commissioner will also be appointed shortly. We will continue to deliver Whole Force educational and behavioural campaigns. Recently, a new mandatory training package was introduced for all senior military leaders on how to recognise and respond to unacceptable behaviour and support victims. We have also already launched a new Service Complaints App to make it easier for personnel to raise concerns, and strengthened external oversight through the Service Police Complaints Commissioner to provide impartial scrutiny of complaints. Defence remains committed to decisive, evidence-based action to protect our people and uphold the highest standards for everyone.