Written questions by Cartlidge.

With reference to recommendation 57 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, whether the sprint review into the partnership between Defence Medical Services and the National Health Service will be conducted jointly by his department and the Department for Health and Social Care.

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 clause 25 of the Strategic Defence Review, published on 2 June 2025, what powers the Government will hold in reserve should the UK enter a conflict.

The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.

With reference to recommendation 27 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, whether he plans to (a) update and (b) establish new legislation to protect UK critical national infrastructure by the end of the current Parliament.

The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.

With reference page 90 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, what recent progress his Department has made on developing the Home Defence Programme.

Defence plays a leading role in the development of the Cabinet Office-led cross-Government Home Defence Programme, overseen centrally by the Chancellor of the Duchy of Lancaster. As set out in the National Security Strategy and the Resilience Action Plan, this coordinates civil and military preparations across the whole of Government for some of the most serious risks we could face, including communicating, empowering and engaging with all tiers of resilience actors to ensure that all sectors are prepared for and able to respond to the most catastrophic of risks. A broad range of Government Departments are engaged in supporting this work. It is an evolving and enduring programme of work which provides defence, security and resilience planning, focused on aligning military and civil effort in the event of a period of crisis and international hostilities affecting the UK, informed by and reflecting the recommendations from Government strategies, including the Strategic Defence Review, National Security Strategy and Resilience Action Plan.

With reference to clause 25 of the Strategic Defence Review, published on 2 June 2025, when he plans to bring the Defence Readiness Bill before Parliament.

The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.

With reference to page 136 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated 8 July 2025, when he expects each Front Line Command board to establish a board member responsible for infrastructure.

Army and Air Command have appointed senior representatives with responsibility for infrastructure as part of their role. Following the Strategic Defence Review and taking into account Defence Reform, the Navy is currently reviewing their position.

With reference to recommendation 57 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, who will chair the independent review board responsible for monitoring Defence Medical Services.

The Strategic Defence Review recognises Ministers in the Ministry of Defence (MOD) and the Department of Health and Social Care (DHSC) must have direct access to information on the collective readiness of Defence, the NHS, and private healthcare to meet the demands of warfighting and other strategic health emergencies involving DMS. The Government endorses the Review’s vision and accepts all 62 recommendations, including the recommendation an independent review board, akin to the US Defense Health Board, should assure ecosystem readiness, reporting periodically to Ministers, the Defence Board, and Parliament. 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 25 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, who will lead the review of the principle elements of the Integrated Global Defence Network.

The review of the principal elements of the Integrated Global Defence Network (IGDN) will be led by the two-star military and civilian IGDN Directors, with three-star military oversight; and in collaboration with the Foreign, Commonwealth and Development Office.

With reference to clause 25 of the Strategic Defence Review, published on 2 June 2025, whether he has a formal date for the implementation of the Defence Readiness Bill.

The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.

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 recommendation 14 of the Strategic Defence Review, published on 2 June 2025, how many (a) military and (b) civilian roles his Department expects to cut as a result of automating at least 20% of human resources, finance and commercial functions by July 2028.

The Defence Reform and Efficiency Plan (which is one of the foundations of our Defence Investment Plan) to be published in the autumn, will include several initiatives that will deliver automation across Human Resources, Finance and Commercial functions. This includes initiatives such as a Corporate Services Modernisation programme that will deliver new automated tools and systems across the functions. The specific automation savings and timelines across all workforces are currently being defined in detail to meet the Strategic Defence Review recommendations. The benefits and associated financial savings with these initiatives are currently being worked up in detail as part of the Defence Investment Plan.

With reference to recommendation 17 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, whether he has a formal target for the reduction in the frequency with which people move locations during service in the armed forces.

Defence fully recognises the impact of moving its people and their families. Whilst there are no formal targets to reduce the frequency with which Service personnel must move location, we will endeavour to support requests to reduce the number of moves experienced and are actively pursuing opportunities to provide increased stability in some areas. Ultimately, the needs of the Services are the priority and Kings Regulations empower the Armed Forces to move the workforce to fulfil the policies of the Government. This provides the flexibility and agility required to meet operational demands and deliver military outputs.

With reference to page 65 of the Strategic Defence Review: Making Britain Safe, published on 2 June 2025, when he expects the baseline review of all Head Office and Staff Headquarters roles will (a) begin and (b) conclude.

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 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, what will be the requirements to sit on the independent review board.

The Strategic Defence Review recognises Ministers in the Ministry of Defence (MOD) and the Department of Health and Social Care (DHSC) must have direct access to information on the collective readiness of Defence, the NHS, and private healthcare to meet the demands of warfighting and other strategic health emergencies involving DMS. The Government endorses the Review’s vision and accepts all 62 recommendations, including the recommendation an independent review board, akin to the US Defense Health Board, should assure ecosystem readiness, reporting periodically to Ministers, the Defence Board, and Parliament. 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 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 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 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 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.