Written questions by Cartlidge.

With reference to paragraph 31 of the Strategic Defence Review, published on 2 June 2025, how many new staff will be employed for the CyberEM Command.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. I hope that the Hon. Gentleman will understand that until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.

With reference to recommendation 15 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 tackling (a) structural, (b) behavioural and (c) leadership barriers to the creation of a more (i) representative and (ii) meritocratic workforce.

Raising our Standards has been established by Defence to address structural, behavioural, and leadership barriers. This work is key to operational delivery, recruitment, retention and driving forward an inclusive and safe culture. Raising our Standards has planned initiatives under five pillars: communications and influencing behaviour change, data and analytics, 100% action when tackling unacceptable behaviours, streamlined education and training, and developing world-class leaders. In response to recommendation 15 of the Strategic Defence Review regarding independent oversight of implementation, Raising our Standards is working to implement a refreshed External Challenge Panel by October 2025.

What support he is providing to (a) NHS trusts and (b) pharmacies to manage supply disruptions of pancreatic enzyme replacement therapy.

The Department is continuing to work with all suppliers of pancreatic enzyme replacement therapy (PERT) to help resolve the supply issues in the short and longer term. This includes asking that they expedite deliveries, source stock from other markets, and increase production. Through these discussions we have managed to secure additional volumes for 2025 for the United Kingdom. The Department has also reached out to specialist importers who have sourced unlicensed stock to assist in covering the remaining gap in the market.We have widely disseminated comprehensive guidance to healthcare professionals, including National Health Service trusts, general practices, and pharmacies, about these supply issues, which provide advice on how to manage patients whilst there is disruption to supply. The Department has issued additional management advice to healthcare professionals which directs clinicians to consider unlicensed imports when licensed stock is unavailable, and which includes actions for integrated care boards to have local mitigation plans in place and implemented to ensure that no patient is left without PERT.The Department will continue to work closely with the manufacturers to resolve the issues as soon as possible, to ensure patients have continuous access to medicines. The Department also meets regularly with the affected patient advocacy groups and charities, clinicians, and other relevant stakeholders, to ensure they are kept informed on the latest supply picture and any communications issued. If any patient is concerned about their treatment, they should discuss this with their clinician at the earliest opportunity.

With reference to page 24 of the Strategic Defence Review, published on 2 June 2025, whether (a) Ministers and (b) officials from his Department have had discussions with the Department for Science, Innovation and Technology on the AI Opportunities Action Plan since 2 June 2025.

MOD Ministers and officials are working closely with DSIT colleagues in relation to the AI Opportunities Action Plan (AIOAP) and to drive forward the commitments set out in the Strategic Defence Review. That includes discussions involving both the Defence Secretary and the Technology Secretary on AI-enabled capability opportunities and Transformative AI, and wide-ranging collaboration between MOD, DSIT, and other cross-Whitehall officials focused on advancing Defence AI adoption, deepening cross-government understanding of strategic AI risks and opportunities, and Defence support for national initiatives such as growing the AI skills base and catalysing the UK’s technology industry.

What assessment he has made of the adequacy NHS investment to combat waiting lists in (a) Suffolk and (b) nationally.

The Elective Reform Plan, published in January 2025, set an overall ambition to deliver on the commitment that 92% of patients will wait no longer than 18 weeks from referral to consultant-led treatment – in line with the NHS constitutional standard – by March 2029.We are funding the activity needed to meet this ambition, which included an additional £1.8 billion funding for additional activity delivered in 2024/25, all within a record £25.6 billion increase in funding for the NHS.As a result of this, good progress has already been seen on the waiting list. As of June 2025, the waiting list had reduced nationally by over 250,000 compared to July 2024.NHS England’s Planning Guidance for 2025/26 sets a target that 65% of patients wait for 18 weeks or less by March 2026, with every trust, including those in Suffolk, expected to deliver a minimum five percentage point improvement over that period.As set out in our Elective Reform Plan, we are providing the NHS with the resources it needs to continue to deliver this activity, but with the clear expectation that reforms are implemented in an affordable way.

With reference to page 55 of the Strategic Defence Review, published on 2 June 2025, what the total cost to the public purse will be for establishing the Defence Research and Evaluation organisation.

I refer the hon. Member to the answer I gave him on 26 June 2025, to Questions 59137, 59138, 59140 and 59143, and to the hon. Member for Huntingdon (Mr Obese-Jecty) to Question 59406. https://questions-statements.parliament.uk/written-questions/detail/2025-06-11/59137 This evolution of the Defence Science and Technology Laboratory is in the initial stages of planning and therefore requires substantial design work. The outcome of this, and subsequent details within, will be announced in due course.

With reference to page 122 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, what proportion of the Spectrum Coordination Office will be staffed by (a) military and (b) civilian personnel.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. Until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.

With reference to page 122 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published in June 2025, how many new staff will be employed as part of the Spectrum Coordination Office.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. Until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.

With reference to recommendation 26 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, what discussions he has had with the Secretary of State for Education on developing an understanding of the armed forces among young people in schools since 2 June 2025.

The Ministry of Defence (MOD) recognises the importance of the Department for Education (DfE) in increasing understanding and appreciation of our Armed Forces in young people. Ministers and officials from the MOD have met with colleagues in the DfE and discussed how a formal curriculum could be part of their ongoing curriculum review. Both departments have also discussed the vital work of Cadet Forces in schools, membership of which is proven to help develop self-confidence, teamwork, leadership and resilience in young people. Our ongoing discussions with the DfE are crucial to implementing the Cadet ‘30 in 30’ scheme under which this Government is investing £70 million to add 40,000 new Cadets across the UK by 2030.The Strategic Defence Review is clear on the need for a whole of society approach to defence and the ongoing relationship between the MOD and the DfE is a key component of that plan. The Armed Forces enjoy good relationships with schools, primarily in terms of engagement to support Science, Technology, Engineering and Maths (STEM) curriculum areas but this also extends to careers engagement. The Armed Forces only visit when they have been invited by a school to support activities and such visits cover a range of activities such as career events, citizenship talks, science and maths challenges and exercises.Regarding the recruitment of young people, it is important to note that the Armed Forces do not target recruitment activity at under-16s, and no visits to schools by the Armed Forces are directly linked to recruitment, other than specific Careers/Jobs Fairs which generally involve a range of employers. While presentations may be given highlighting the careers available in the Armed Forces, no pupil is ever signed up or able to make a commitment to become a recruit in the Armed Forces during the course of a visit.

With reference to page 53 of the Strategic Defence Review: Making Britain Safer, published on 2 June 2025, whether any new funding models to help make defence innovators more attractive for investment have been created since 2 June 2025.

The publication of the Strategic Defence Review and uplift in defence spending signals an ambition to position defence as an engine for growth. In support of this the Department has committed to launch a financial services strategy which will explore how to make defence innovators a more attractive proposition for private capital. In parallel, the Defence and Economic Growth Taskforce is building a new partnership with the UK’s outstanding defence industry, with innovators and with investors. On 1 July UK Defence Innovation (UKDI) launched to signal a transformation of how the Ministry of Defence approaches innovation. The Ministry of Defence will continue to explore new sources of funding to make defence innovators a more attractive proposition for private capital.

With reference to paragraph 31 of the Strategic Defence Review, published on 2 June 2025, what the total cost to the public purse is for establishing the new CyberEM Command.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. I hope that the Hon. Gentleman will understand that until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.

With reference to recommendation 51 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published in June 2025, when he expects CyberEM Command to reach full operating capability.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. I hope that the Hon. Gentleman will understand that until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.

With reference to page 69 of the Strategic Defence Review, published on 2 June 2025, what progress he has made on implementing the Pan-Defence Skills Framework.

Defence is transforming how it identifies, develops, manages, values and retains talent. At the heart of this is the Pan Defence Skills Framework (PDSF), a fundamental shift in how we understand our skills landscape, creating a standardised approach that helps identify pressures and gaps while providing our military and civilian personnel with clearer career pathways.The Ministry of Defence has made strong progress in implementing the PDSF. Programme governance has been established and a delivery roadmap for skills authoring has been set, linked to skills areas. Around 700 core skills have already been authored and assured quad-service, and are being prepared for roll-out for onboarding. We are on track to identify and continue developing the remaining skills identified across Defence in the autumn. Work continues to ensure that the PDSF reflects evolving concepts, ambitions and delivery activities and to put the enabling technology in place to allow Services to onboard from October 2025. This includes technical integration to support the application that will link skills data back into a Master Systems of Record, enabling future use in areas such as performance management and workforce planning. PDSF has enabled a new Skills-Based supplement pay trial, for a cohort of Engineers who received payment in July 2025. The Skills Based Supplement trial will test and inform a new flexible and targeted approach to remuneration that aligns with Defence's transition to a skills-based organisation.This trial provides 3,200 engineering service personnel with payments of up to £2,700, which will help Defence evaluate wider implementation of skills-based rewards to enhance retention in highly demanded skills across the Armed Forces.Looking ahead, further phases will expand the framework to cover additional skills, onboarding of Arms-Length Bodies, and refine the underpinning technology. This will ensure Defence has the agility to align skills with future workforce demands evolving technology and the challenges of a rapidly changing security environment. This is a skills-based Defence revolution that will tackle recruitment challenges and transform Defence to build a more agile fighting force aligned with the Strategic Defence Review.

With reference to clause 31 of the Strategic Defence Review - Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, who will chair the Cabinet sub-Committee on Space.

I refer the hon. Member to the answer I gave on 23 July 2025 to Question 68516 to the right hon. Member for Solihull West and Shirley (Dr Neil Shastri -Hurst), where I stated ‘I welcome the hon. Gentleman’s interest in space. The Ministry of Defence along with the Department for Science, Innovation and Technology and other departments, is coordinating space activities across government. Ministers from across government met on the 22 April to discuss space and, since the publication of the Strategic Defence Review, Ministers met on 7 July to follow up on our approach to space. We remain committed to establishing and evolving the right space governance structure to ensure that activities are effectively coordinated across all relevant Departments.’

With reference to recommendation 54 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, who will command the Military Intelligence Services.

The Military Intelligence Services will have functional leadership provided by Defence Intelligence (DI). The Chief of Defence Intelligence will lead the Military Intelligence Services and the Intelligence Function across defence. The Command structure for MIS has yet to be finalised, and no decision has been made on who will be the Commander.

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 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 recommendation 29 of the Strategic Defence Review, published on 2 June 2025, who will the new defence uncrewed systems centre be led by.

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 page 90 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, whether he plans to form a new force to connect local communities with Defence.

On Strategic Defence Review recommendation 27, the Ministry of Defence will develop options for the protection of Critical National Infrastructure in the event of crisis or conflict, including exploring the development of a new force that is modelled on the Reserves and connects local communities with Defence. Plans will be presented to the Secretary of State by December 2026.

With reference to recommendation 29 of the Strategic Defence Review, published on 2 June 2025, where the new defence uncrewed systems centre will be based.

The Strategic Defence Review recommends that a new Defence Uncrewed Systems Centre (DUSC) should be established at IOC 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.