Written questions by Cartlidge.

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 recommendation 4 of the Strategic Defence Review, published on 2 June 2025, when the first annual statement on force design will be submitted.

The Strategic Defence Review considered all aspects of Defence, including the capabilities required by UK Defence to meet the challenges, threats, and opportunities of the twenty-first century. The Defence Investment Plan will be published in the Autumn, to take onboard the Review's vision and recommendations and turn them into a delivery plan. We will ensure this plan considers the capabilities we need to deliver a new design for a more lethal and agile Integrated Force, alongside investment in infrastructure and people. The baseline design for the Integrated Force will be finalised after the Defence Investment Plan has been published. Thereafter, statements will be submitted to the Secretary of State on an annual basis to identify what has changed to ensure accountability for the continual adaptation of the Integrated Force over time.

With reference to clause 27 of the Strategic Defence Review, published on 2 June 2025, whether he plans to increase funding for (a) a deep precision strike and (b) integrated air and missile defence during the current Parliament.

Work to deliver the Strategic Defence Review recommendations will be set out in the Defence Investment Plan to be published in the Autumn. Both Deep Precision Strike and Integrated Air and Missile Defence capabilities will be prioritised appropriately against the threat as part of the future Integrated Force.

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.

What assessment he has made of trends in the level of regional differences of NHS waiting lists.

The Department of Health and Social Care and NHS England regularly monitor regional variation in NHS waiting lists to address variation in performance, so patients can expect to receive high quality care in a timely way, wherever they live.NHS England offers a range of support to providers across England to address the longest waits and implement reforms, including tailored regional and national support, sharing of best practice, and additional support via their Getting It Right First Time (GIRFT) programme.Data on current regional waiting lists, as of June 2025, is given in the table below.RegionTotal number of incomplete pathways (size of waiting list)% within 18 weeks London Commissioning Region1,193,638 62.3%South West Commissioning Region633,647 65.4%South East Commissioning Region1,096,222 61.5% Midlands Commissioning Region1,353,783 60.0% East of England Commissioning Region928,937 57.0% North West Commissioning Region1,029,327 58.6% North East and Yorkshire Commissioning Region995,89767.5% Total (National)7,369,169 61.5%Source: NHS England, Monthly RTT Waiting Times Data Collection

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 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 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 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.

What discussions he has had with his US counterpart on a reciprocal tariff-rate quota for refined white sugar in the UK-US trade deal.

In May, the UK concluded a landmark economic deal with the US which will save thousands of jobs, protect key British industries, and help drive economic growth.Further negotiations across a range of areas are ongoing. We do not comment on the specifics of live negotiations.Both Ministers and senior DBT officials continue to engage extensively with industry – including representatives from the British sugar sector – to ensure their views are heard throughout the negotiation process.

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 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.