Written questions by Cartlidge.

With reference to clause 25 of the Strategic Defence Review, published on 2 June 2025, which body will be responsible for external scrutiny of UK warfighting readiness.

As set out in the evidence session with the House of Commons Defence Select Committee (HCDC) on 8 July, we expect the HCDC to have a central role in scrutinising UK warfighting readiness.

With reference to recommendation 35 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, what steps he plans to take to enhance parliamentary scrutiny of the nuclear deterrent.

In May this year, this Government published an update to Parliament on the major programmes in the Defence Nuclear Enterprise and, in July, provided a guide to Parliamentarians on the work underway to maintain and renew the nuclear deterrent. These publications are available at the following locations: https://www.gov.uk/government/publications/defence-nuclear-enterprise-2025-annual-update-to-parliament/defence-nuclear-enterprise-2025-annual-update-to-parliament https://assets.publishing.service.gov.uk/media/6880af493f770776241204e7/The_UK_s_nuclear_deterrent_-_the_National_Endeavour_Explained.pdf We will continue to update Parliament on how investment in the Defence Nuclear Enterprise is contributing to national security and economic prosperity. The Government will keep under review mechanisms for reporting and accountability to Parliament.

With reference to page 88 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, how many of his Department's public engagement days have taken place since 5 July 2024.

Linked to the 2025 Strategic Defence Review, the Reserve Forces and Cadet Associations (RFCAs) have conducted 369 engagement days since 5 July 2024. This number defines ‘public engagement days’ with employers throughout the year, both nationally (Armed Forces Day) and regionally, and inclusive of employer visits to military bases. Plans to increase the number of public engagement days have yet to be finalised as the Ministry of Defence seeks to ensure efficiency and impact.

With reference to recommendation 26 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, when he plans to commence the two-year series of public outreach events explaining current threats and future trends.

Linked to the 2025 Strategic Defence Review, the Reserve Forces and Cadet Associations (RFCAs) have conducted 369 engagement days since 5 July 2024. This number defines ‘public engagement days’ with employers throughout the year, both nationally (Armed Forces Day) and regionally, and inclusive of employer visits to military bases. Plans to increase the number of public engagement days have yet to be finalised as the Ministry of Defence seeks to ensure efficiency and impact.

With reference to page 88 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, whether he plans to increase the number of his Department's public engagement days.

Linked to the 2025 Strategic Defence Review, the Reserve Forces and Cadet Associations (RFCAs) have conducted 369 engagement days since 5 July 2024. This number defines ‘public engagement days’ with employers throughout the year, both nationally (Armed Forces Day) and regionally, and inclusive of employer visits to military bases. Plans to increase the number of public engagement days have yet to be finalised as the Ministry of Defence seeks to ensure efficiency and impact.

With reference to page 65 of the Strategic Defence Review, published on 2 June 2025, whether it is his policy to reduce his Department's civil service costs by at least 10% by 2030.

The ambition set out in the Strategic Defence Review (SDR) is to reduce Civil Service-related costs by at least 10% by 2030. As part of the Defence Reform and Efficiency Plan (which is one of the foundations of our Defence Investment Plan) we are developing plans to reduce these costs. We are working across Defence to review the workforce we need to deliver Defence outcomes, making sure we have got the requirement right, whether that is Regular or Reserve personnel, Civil Servants or contractors. We will also use this as an opportunity for prioritisation, As set out in the SDR, we are developing plans for how to use the latest automation, and AI technology to reduce costs. Importantly, this is a productivity-driven ambition, not a headcount target. Civil Servants are integral to success; therefore, we will invest in performance, skills, and productivity. This will support building a stronger, more agile organisation to deliver better outcomes through smarter use of technology, less bureaucracy, and higher productivity.​

With reference to recommendation 29 of the Strategic Defence Review, published on 2 June 2025, what proportion of the new Defence Uncrewed Systems Centre will be staffed by (a) military and (b) civilian personnel.

The Strategic Defence Review recommends that a new Defence Uncrewed Systems Centre (DUSC) should be established at Iinitial Operating Capability by February 2026, with centralised authority to accelerate the adoption of Uncrewed System technologies across all three Services. Cost, staffing, governance and basing options are currently under development in tandem with the Defence Investment Plan due to be published in the Autumn.

With reference to recommendation 48 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, whether his Department will be formally reviewing the current flying training arrangements for fast jets.

The Strategic Defence Review recommended that the Hawk T1 and T2 be replaced with a cost-effective advanced jet trainer. This new aircraft will be fully integrated within the Military Flying Training System. A programme team is being established to deliver this capability change within fast jet flying training.

With reference to recommendation 12 of the Strategic Defence Review, published on 2 June 2025, when he expects responsibility for UK Defence and Security Exports to be formally transferred from the Department for Business and Trade to his Department.

The Machinery of Government change between the Department for Business and Trade and Ministry of Defence began with the formal transfer of Ministerial responsibility on 31 July 2025. The detailed workstreams to complete the change are planned to conclude in the first half of 2026.

With reference to recommendation 7 of the Strategic Defence Review, published on 2 June 2025, when he expects his Department to establish a revitalised system for science and technology and innovation.

The Government endorses the Strategic Defence Review’s vision and accepts all 62 recommendations; implementation is underway as priority business through a whole of UK Defence effort, supported by Other Government Departments including the Department for Science, Innovation, and Technology (DSIT). Ongoing collaboration, at a senior and working level, between Defence and DSIT (including UK Research and Innovation) will ensure shared awareness of priority technology objectives and subsequent cross Departmental planning, prioritisation and engagement with academia and industry. Changes have already been made to how science, innovation and technology is managed within Defence, including the establishment of UK Defence Innovation (UKDI) on the 1 July 2025 within the new National Armaments Director Group. This work is enabling flexibility to seize new technological opportunities and maximise the potential of Defence spending to grow the UK economy.

With reference to page 65 of the Strategic Defence Review, published on 2 June 2025, what steps he is taking to reduce his Department's civil service costs by 2030.

The ambition set out in the Strategic Defence Review (SDR) is to reduce Civil Service-related costs by at least 10% by 2030. As part of the Defence Reform and Efficiency Plan (which is one of the foundations of our Defence Investment Plan) we are developing plans to reduce these costs. We are working across Defence to review the workforce we need to deliver Defence outcomes, making sure we have got the requirement right, whether that is Regular or Reserve personnel, Civil Servants or contractors. We will also use this as an opportunity for prioritisation, As set out in the SDR, we are developing plans for how to use the latest automation, and AI technology to reduce costs. Importantly, this is a productivity-driven ambition, not a headcount target. Civil Servants are integral to success; therefore, we will invest in performance, skills, and productivity. This will support building a stronger, more agile organisation to deliver better outcomes through smarter use of technology, less bureaucracy, and higher productivity.​

With reference to recommendation 57 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, when the sprint review into the partnership between Defence Medical Services and the National Health Service will (a) commence and (b) conclude.

The Strategic Defence Review recognises the interdependencies between the Defence Medical Services and the National Health Service and the need to strengthen this partnership to meet Defence medical needs, including in the most extreme circumstances. The Government endorses the Review’s vision and accepts all 62 recommendations, including the recommendation for the Ministry of Defence (MOD) and the Department of Health and Social Care (DHSC) to conduct a sprint review of system-wide capacity and capability. The MOD will work closely with DHSC to create a shared understanding of current capacity, current and potential future need, and shared plans for delivery. The implementation of the Review’s recommendations is underway. Implementation will be priority business of the Department and will be executed through a whole of UK Defence effort.

With reference to recommendation 29 of the Strategic Defence Review, published on 2 June 202 what the total cost was of establishing the new defence uncrewed systems centre.

The Strategic Defence Review recommends that a new Defence Uncrewed Systems Centre (DUSC) should be established at IOC by Feb 26, with centralised authority to accelerate the adoption of Uncrewed System technologies across all three services. Cost, staffing, governance and basing options are currently under development in tandem with the Defence Investment Plan due to be published in the Autumn.

With reference to clause 24 of the Strategic Defence Review, published on 2 June 2025, what steps he is taking to support the Royal Navy in taking a (a) leading and (b) coordinating role in securing undersea (i) pipelines, (ii) cables and (iii) maritime traffic.

As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.

With reference to clause 24 of the Strategic Defence Review, published on 2 June 2025, whether he plans to have discussions with Cabinet colleagues on the (a) protection and (b) defence of critical national infrastructure.

As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.

With reference to clause 23 of the Strategic Defence Review, published on 2 June 2025, whether (a) Minister and (b) officials from his Department have had discussions with representatives from the Department for Education on developing understanding of the armed forces among young people in schools since 02 June 2025.

As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.

With reference to clause 23 of the Strategic Defence Review, published on 2 June 2025, whether he plans to publish a formal policy document on developing understanding of the armed forces among young people in schools.

As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.

With reference to recommendation 59 of the Strategic Defence Review, published on 2 June 2025, what plans he has to present the Defence Infrastructure Recapitalisation Plan to Parliament.

There are currently no plans to present the Defence Infrastructure Recapitalisation Plan to Parliament.

With reference to recommendation 49 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, how much will his Department invest into the resilience of UK military space systems in each financial year of the current Parliament.

Work to deliver Strategic Defence Review recommendation 49 will be set out in the Defence Investment Plan due for release in the Autumn. This work is critical to ensuring Defence-wide capability prioritisation is conducted to understand where the greatest requirements rest.Government investment will build on the current UK Space ecosystem to prioritise, cohere and unlock the nation's space potential. Government Departments are working collaboratively to identify space synergies and common priorities to ensure a coherent approach.

With reference to recommendation 3 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, what metric was used to measure (a) the lethality of the Armed Forces, (b) productivity (i) within Defence and (ii) of industry and (c) the national economic impact of Defence spending and procurement.

This Government endorses the Strategic Defence Review’s (SDR) vision and accepts all 62 recommendations. The implementation of the Review’s recommendations will be priority business for the Department and will be executed through a whole of UK Defence effort. Work is underway across the Department to develop metrics to support the monitoring of delivery. In response to the specific elements of recommendation 3 referenced: Lethality I refer the hon. Member to the answer my predeccessor gave on 12 June 2025, to Question 57781 to the hon. Member for Huntingdon (Ben Obese-Jecrty). Productivityi) Within Defence: How Defence is driving productivity will be codified in the Defence Reform and Efficiency Plan due to be published alongside the Defence Investment Plan later this year. Productivity in Defence is measured through efficiency and effectiveness. This includes; cashable savings over the short or medium term and non-financial benefits such as time savings, the ability to redeploy military personnel and enhanced user experience. This aligns to the Office for National Statistics’ (ONS) approach to measuring Public Sector productivity. Ii) Of Industry Work is currently underway to develop a Defence Supply Chain and Industry Productivity Key Performance Indicator (KPI), led by the National Armaments Director. The definition and measurement of productivity is complex but also vitally important. The establishment of effective metrics will help drive the UK’s ability to convert resources—capital, labour, infrastructure, and innovation—into deployable capability at pace and scale. The MOD will actively work with stakeholders across government, industry, and academia to co-design this metric. The KPI is expected to evolve over time as data systems and policy maturity improve. The national economic impact of Defence spending and procurement: We are making defence an engine for growth in every region and nation in the UK. Through the Defence Growth Board – co-chaired by the Chancellor and Defence Secretary – we are hardwiring growth into Defence decision-making, including the development of metrics and a framework to measure the national economic impact of defence for the whole country.