Every parliamentary written question tabled by James Cartlidge this session, with the full answer and department. See how every department answers, or back to the MP page.
Showing 2,041–2,060 of 3,171 · this parliament
What recent progress his Department has made on the Type 31e programme.
The Type 31 programme has made significant progress, with the first frigate, HMS Venturer, nearing structural completion and expecting to be launched later this year. HMS Active, the second in Class, is also progressing well, as has work on the third frigate, HMS Formidable, with steel cutting taking place in October 2024.
What recent progress his Department has made on the Clyde Infrastructure programme.
The Clyde Infrastructure Programme (CIP) is comprised of 15 projects at different stages of maturity. Four of these have been completed, Nuclear Support Hub, Submarine Training Facility, Surveillance and Intruder Detection Security Systems, and Jetty Facility Security Systems. There are five remaining projects that the programme continues to deliver.
Pursuant to the Answer of 12 March to Question 34638 on Puma Helicopters: Decommissioning, whether he plans to provide an interim capability for (a) Cyprus and (b) Brunei between 7 April 2025 and 7 April 2026.
The Ministry of Defence continues to routinely assess and reassess capabilities required by deployed UK forces. In support of Commander British Forces Cyprus, two Royal Air Force CH47 Chinook helicopters are currently forward deployed to provide an aerial firefighting capability through the wildfire season and are able to provide a range of supporting functions. Mitigations against jungle training in Brunei are in place however it is the long-standing policy of the UK Government not to comment on UK SF activity. The six Airbus H145 HC2 Jupiter helicopters will deploy and commence operational activity in Brunei and Cyprus in 2026.
Whether he plans to incorporate the Personal Hard Armour Framework into the Land Industrial Strategy.
The Personal Hard Armour Framework will facilitate the procurement of personal ballistic protection through the pre-approval of suppliers and will deliver agility, consistency, and financial savings in the procurement of personal hard armour - whilst encouraging innovation and optimising organisational outputs. Market Engagement has been conducted via a small and medium sized enterprise engagement day. A key objective of setting up and promoting the framework is to broaden and strengthen our supply base for Personal Hard Armour, giving the UK the potential to surge and meet evolving demands, as well as further building our understanding of the wider market. The Framework is in alignment with the strategic aim of this Government’s Defence Industrial Strategy as set out in the Statement of Intent, and Army’s Land Industrial Strategy, to combine the imperatives of national security and a high-growth economy.
What recent progress his Department has made on the Astute programme.
This Government is committed to building seven Astute Class submarines. Five submarines have been delivered to the Royal Navy. In October 2024 the sixth vessel, Agamemnon, launched at the BAE Systems shipyard in Barrow to begin the test and commissioning phase. The final vessel, Achilles, remains at an advanced stage of build.
Whether he plans to conduct an investigation into the improper disposal of confidential documents in Newcastle on 16 March 2025.
We take the protection of our information very seriously and this incident is being investigated. We do not comment on the conduct of internal security investigations.
With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, what assessment he has made of the potential impact of defence reform on Deputy Chief of Defence (a) staff positions and (b) roles.
The organisation and structure of our Armed Forces has been considered as part of Defence Reform, including the ranks of the Deputy Chief of Defence Staff roles. Within the Military Strategic Headquarters, there remains two Deputy Chief of Defence Staff (DCDS) roles: DCDS(Military Strategy and Operations) and DCDS(Force Development).
Pursuant to the Answer of 12 March to Question 34638 on Puma Helicopters: Decommissioning, what assessment he has made of any capability gap created by retiring the Puma helicopter fleet in (a) Brunei and (b) Cyprus in the 2025-26 financial year.
The Ministry of Defence continues to routinely assess and reassess capabilities required by deployed UK forces. In support of Commander British Forces Cyprus, two Royal Air Force CH47 Chinook helicopters are currently forward deployed to provide an aerial firefighting capability through the wildfire season and are able to provide a range of supporting functions. Mitigations against jungle training in Brunei are in place however it is the long-standing policy of the UK Government not to comment on UK SF activity. The six Airbus H145 HC2 Jupiter helicopters will deploy and commence operational activity in Brunei and Cyprus in 2026.
Pursuant to the Answer of 25 March 2025 to Question 39047 on Armed Forces Covenant, if he will provide a summary of the meeting of 19 March 2025.
The most recent Covenant Community Action Group meeting covered the following agenda:Progress update on the extension to the Armed Forces Covenant Legal DutyThe 2025 Covenant Annual ConferenceOffice for Veterans’ Affairs updateForces in Mind Trust update on ‘Our Community, Our Covenant’ projectLocal Authority representatives’ activity updates on local Covenant delivery
With reference to his Written Statement dated 1 April 2025 on Defence Reform, HCWS573, whether the National Armaments Director Group will have an advisory board.
The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces. It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.
With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS573, whether the creation of the National Armaments Director Group will result in the (a) abolition, (b) absorption and (c) resubordinating of Defence Infrastructure Organisation.
The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces. It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.
With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS573, whether the creation of the National Armaments Director Group will result in the (a) abolition, (b) absorption and (c) resubordinating absorption of Defence Digital.
The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces. It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.
With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS573, whether the creation of the National Armaments Director Group will result in the (a) abolition, (b) absorption and (c) resubordinating of parts of Defence Support.
The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces. It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.
Pursuant to the Answer of 27 March 2025 to Question 39502 on Armed Forces: Childcare, which defence sites provide opportunities for local childcare.
Defence recognises that access to appropriate childcare can be an enabler to ensure our Serving personnel are able to fully perform their duties. While it is not a core output of Defence to provide childcare, in some areas where the local provision cannot meet the demand, childcare providers make use of buildings on the Defence Estate. The requested information is not held centrally and could be provided only at disproportionate cost.
With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, whether he plans to publish the Defence Industrial Strategy before the post of National Armaments Director has been filled.
The National Armaments Director Group, set up on 1 April 2025, will fix the broken procurement system within the Ministry of Defence and make defence an engine for economic growth in every corner of the UK. It will bring together teams delivering the national 'arsenal', the Government's Defence Industrial Strategy and end to end acquisition under one leader, the National Armaments Director. Recruitment for a permanent National Armaments Director is ongoing. They will take up the role after appointment once the appropriate notice period from any previous employment has been served. On current plans, the Defence Industrial Strategy will be published in late-Spring 2025.
Whether the National Armaments Director Group will have a governing board.
The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces. It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.
Pursuant to the Answer of 24 March 2025 to Question 38649 on Unmanned Air Systems: Procurement, if he will provide a date.
I have nothing to add to the answer given on 24 March to Question 38649 on Unmanned Air Systems Procurement.
With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS573, whether the creation of the National Armaments Director Group will result in the (a) abolition, (b) absorption and (c) resubordinating of Defence Science and Technology Laboratory.
The far-reaching changes in this Defence Reform programme will help cut waste, boost British growth and jobs and fast track the technologies of the future into the hands of our frontline forces. It is too early to specify the overall staffing requirements for the National Armaments Director (NAD) Group. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The NAD Group will benefit from a streamlined approach to governance overseen by a Leadership Board. This will send reports and advice to senior committees, e.g. the Ministry of Defence Executive Committee; and will receive reports and advice from supporting committees e.g. its Challenge Board, Strategy and Policy Board, and management boards of Defence Support, and of the delivery and enabling organisations: Defence Equipment and Support; Defence Digital; Defence Infrastructure Organisation; and, Defence Science and Technology Laboratories, which are now part of the collective NAD Group, and whose heads will all sit on the NAD Group Leadership Board.
What assessment he has made of the potential impact of US tariffs on (a) current, (b) pending and (c) future contracts held by his Department.
Officials remain engaged with our suppliers to continually monitor the situation. This Government will continue to hold discussions with the US administration on a wider economic deal that strengthens our existing fair and balanced trading relationship.
With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, whether the Military Strategic Headquarters will have its own secretariat.
The detailed requirement for the Military Strategic Headquarters organisational structure is in development and will include a secretariat function. This will be drawn from existing resource within the Department.