Written questions by Cartlidge.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, whether he plans to publish the Defence Industrial Strategy (a) before or (b) after the creation of the National Armaments Director Group.

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.

Pursuant to the Answer of 26 March 2025 to Question 39045 on Armed Forces Covenant: Business, what the requirements are to pass the Covenant Test.

If an organisation is alleged to have failed to uphold the values they have agreed to, the Ministry of Defence has policy in place to assess their continued suitability, known as the ‘Covenant Test’. The key question (the Covenant Test) to be answered is: “Do (or Have) the values, views, communications, or behaviour of an organisation indicate that they do not (or can no longer) uphold the principles of the Armed Forces Covenant, or effectively demonstrate their support for the Armed Forces Community?”. Enquiries about covenant signatories can be directed to: afcovenant@rfca.mod.uk

Whether he plans to end bursary schemes in the (a) Army, (b) RAF, (c) Royal Navy and (d) Royal Marines.

Bursaries are available only for applicants wishing to join the Armed Forces and are not available to existing Service personnel or any others. They are offered to students in full-time education to attract high-calibre individuals to a career in Defence, aiming to mitigate future potential recruiting challenges. Responsibility for bursary schemes is delegated to the single Services and none have current plans to cancel any of the schemes or change the eligibility requirements. The bursary schemes on offer across the Armed Forces are listed below by Service. As at 1 April 2025 there were 740 students in receipt of a bursary; we do not make estimates of how many students could be entitled to a bursary but do not choose to apply for one. The total cost of bursaries for the 2024-25 financial year was £5,641,350.50. ArmyDefence STEM Undergraduate Sponsorship Scheme (in partnership with the Defence Academy)Standard Army Undergraduate SchemeEnhanced Army Undergraduate SchemeScholarship SchemeRoyal Army Medical Services SchemeRoyal College for Army Music Scheme Royal Air ForceUniversity Air Squadron Bursary SchemeMedical Cadetship SchemeDefence STEM Undergraduate Sponsorship (in partnership with the Defence Academy) Royal Navy / Royal MarinesDefence Technical Undergraduate Scheme (Legacy Bursary Scheme)RN Bursars (Legacy Bursary Scheme)Defence STEM Undergraduate Scheme (in partnership with the Defence Academy)

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, whether he plans to (a) abolish, (b) absorb and (c) resubordinate Defence Equipment and Support in the context of the creation of the National Armaments Director Group.

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 the staffing requirements are for the National Armaments Director Group.

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 25 March 2025 to Question 39917 on Unmanned Air Systems: Procurement, which other platforms were procured through an Urgent Capability Requirement since 5 July 2024.

The Urgent Capability Requirements process is used to address urgent operational capability risks and risks that present a threat to life. Due to operational sensitivity, it is inappropriate to comment further.

What assessment he has made of the impact of US tariffs on defence exports.

The Government is assessing the impact of, and our response to, US tariffs across the full spectrum of UK industries. Nobody wants a trade war. The United States remains the United Kingdom's foremost defence and security partner. The UK has a strong and balanced trading relationship with the US worth £315 billion which supports 2.5 million jobs across both countries. This Government is seeking to negotiate an agreement with the US to deepen our economic relationship, while ensuring all options are considered in response to tariffs.

Pursuant to the Answer of 24 March 2025 to Question 39042 on Helicopters: Finance, if he will make an estimate of the budget across front line commands for (a) 2024-25 and (b) 2025-26.

Departmental spending priorities will be subject to the outcome of the Strategic Defence Review and therefore it is not practical to provide an estimate at this stage.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, if he will make an assessment of the potential impact of the creation of the National Armaments Director Group on the number of senior civil servants in other organisations within his Department.

Under Defence Reform, Civil Servants and Service personnel in organisations across the Ministry of Defence are re-aligning under four Areas – Department of State, Military Strategic Headquarters, National Armaments Director Group, and Defence Nuclear Enterprise. In the first phase of implementation, teams are mostly moving as complete units. As new ways of working bed in, and in response to operational and policy needs, the Department will continue to assign roles in the most effective and efficient way.

Whether she plans to extend the National Insurance contributions holiday for businesses that employ veterans after April 2026.

The government keeps all taxes under review.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, if he will make an assessment of the potential impact of the creation of the National Armaments Director Group on the number of military posts in other organisations within his Department.

Under Defence Reform, Civil Servants and Service personnel in organisations across the Ministry of Defence are re-aligning under four Areas – Department of State, Military Strategic Headquarters, National Armaments Director Group, and Defence Nuclear Enterprise. In the first phase of implementation, teams are mostly moving as complete units. As new ways of working bed in, and in response to operational and policy needs, the Department will continue to assign roles in the most effective and efficient way.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, whether he plans to make any service personnel redundant as part of his reforms.

We are undertaking the biggest UK defence reforms for more than 50 years, including building an Armed Forces and Defence Civil Service workforce which will be more skilled, agile and which better exploits technology. This means tackling bureaucracy and streamlining processes to increase productivity. This Government inherited a crisis in Armed Forces recruitment and retention and Ministers are determined to stop the long term decline in troop numbers.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, if he will make an assessment of the potential impact of his proposed Departmental reforms on the number of civil servants employed by his Department.

We are undertaking the biggest UK defence reforms for more than 50 years, including building an Armed Forces and Defence Civil Service workforce which will be more skilled, agile and which better exploits technology. This means tackling bureaucracy and streamlining processes to increase productivity. This Government inherited a crisis in Armed Forces recruitment and retention and Ministers are determined to stop the long term decline in troop numbers.

Food and Rural Affairs, what assessment he has made of the potential impact of ending the Fruit and Vegetable Aid Scheme on businesses in South Suffolk constituency.

The Government’s commitment to our horticulture sector and its vital role in strengthening food security remains steadfast. Our proposed approach to future funding for horticulture will be considered alongside Defra’s work to simplify and rationalise agricultural grant funding, ensuring that grants deliver the most benefit for food security and nature. This includes developing a 25-year Farming Roadmap, which will involve the Government and the industry working together to identify solutions to challenges to make the sector more profitable in the decades to come. We recognise the specific needs of the horticulture sector, and Defra ministers and officials meet regularly with a variety of growers from across the sector, (including a number of Producer Organisation members), to discuss a wide range of issues to help us understand how best to support sector.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, whether he has considered the (a) abolition, (b) absorption and (c) resubordinating of Strategic Command.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department. The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, whether the Chief of Joint Operations will report to (a) the Military Strategic Headquarters and (b) Commander Strategic Command.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department. The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, what estimate he has made of the cost of implementing his proposed reforms.

Defence Reform is delivering meaningful change through a phased approach over the course of this Parliament to reform Defence. However, it is too early to capture the required level of investment in this programme of work, which we expect will deliver net benefits through changes such as more efficient procurement processes, including a reduction in waste.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, whether he has considered absorbing Strategic Command into the Military Strategic Headquarters.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department. The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

With reference to his Written Ministerial Statement of 1 April 2025 on Defence Reform, HCWS 573, what the staffing requirements are for the Military Strategic Headquarters.

The detailed requirement for the Military Strategic Headquarters (MSHQ) organisational structure is in development and will include a small central team integrating activity and Force Design. This will be drawn from existing resource within the Department. The full detail of the responsibilities of MSHQ is under review as part of Defence Reform. This will be subject to refinement as planned implementation continues, and in response to operational and policy requirements as they emerge. The Chief of Joint Operations (CJO) will remain based at the Permanent Joint Headquarters at Northwood, which remains part of Strategic Command. CJO will report to the Chief of the Defence Staff for operational matters when required.

Food and Rural Affairs, what plans his Department has to provide future funding to replace the Fruit and Vegetable Aid Scheme.

The Government’s commitment to our horticulture sector and its vital role in strengthening food security remains steadfast. Our proposed approach to future funding for horticulture will be considered alongside Defra’s work to simplify and rationalise agricultural grant funding, ensuring that grants deliver the most benefit for food security and nature. This includes developing a 25-year Farming Roadmap, which will involve the Government and the industry working together to identify solutions to challenges to make the sector more profitable in the decades to come. We recognise the specific needs of the horticulture sector, and Defra ministers and officials meet regularly with a variety of growers from across the sector, (including a number of Producer Organisation members), to discuss a wide range of issues to help us understand how best to support sector.