Written questions by Akehurst.

What assessment his Department has made of the risk to national security of outsourcing sensitive defence infrastructure to private sub-contractors accused of breaching sanctions against Russia.

Awaiting answer.

What steps his Department has taken to support UK shipyards to tender for defence procurement contracts.

Awaiting answer.

If his Department will increase the proportion of domestic sub-contractors used by Ministry of Defence contractors.

Awaiting answer.

With reference to answer HL12150, what assessment his Department has made of the impact of the Procurement Act 2023 on increasing the volume of Ministry of Defence-related work for the UK ship-building sector.

Awaiting answer.

Whether his Department plans to increase the proportion of Government ship-building contracts awarded to contractors manufacturing in UK shipyards.

Awaiting answer.

Whether subcontracting the construction of Royal Navy support vessels to a Dutch shipbuilder is consistent with the objectives of the National Shipbuilding Strategy.

Awaiting answer.

How his Department defines novel technologies, with regard to the commitment in the Strategic Defence Review that at least 10 per cent of equipment spending be allocated to such technologies.

The Government has set out its ambition for the Ministry of Defence to spend at least 10% of its equipment procurement budget on novel technologies, including areas such as uncrewed and autonomous systems and AI-enabled capabilities. Work is currently ongoing across the Department, to develop the policy arrangements underpinning this commitment in order to support effective prioritisation, reporting and delivery. The formal framework, including the definition of novel technologies, will be finalised as part of the Defence Investment Plan which will set out Defence’s approach to delivering against this ambition.

What assessment his Department has made of the potential impact of neo-prime defence companies on returns on investment for defence procurement.

As outlined in the Defence Industrial Strategy, the Ministry of Defence needs to look beyond traditional defence companies to redefine the industrial base, reflecting the deep range of partners and expertise both within our traditional defence sector but also those in adjacent sectors. To improve value for money, we are opening-up procurement to innovative, non traditional suppliers, accelerating delivery through spiral development, and strengthening competition — ensuring we deliver more capable outcomes to the front line at better value for the taxpayer.

What steps his Department is taking to improve access to defence research and development funding for small and medium‑sized businesses specialising in software, artificial intelligence, and data analytics.

UK Defence Innovation (UKDI) has been established to harness UK ingenuity and boost military technology, as part of the Government’s drive to turbocharge innovation in defence and deliver growth as part of the Plan for Change. UKDI will be fully operational by July 2026 and will have a ringfenced budget of at least £400 million from financial year 2025-26 with the ambition for this to rise as UKDI becomes established. The Ministry of Defence works closely with UK industry and academia, including Small and Medium Sized Enterprises (SME), to identify and invest in innovative technologies that address our most pressing capability challenges. This includes businesses specialising in software, artificial intelligence, and data analytics.

How his Department intends to evaluate progress towards increasing the proportion of defence spending directed towards emerging technologies during this Parliament.

The Defence Industrial Strategy (DIS) highlights the need for an innovative defence industry that adapts to changing warfare by utilising data, software, procurement, exports, innovation, and R&D to promote UK science and emerging technologies, including clean technology. Following on from the DIS and the Strategic Defence Review. UK Defence Innovation (UKDI) has been established to harness UK ingenuity and boost military technology, as part of the Government’s drive to turbocharge innovation in defence and deliver growth as part of the Plan for Change. UKDI will be fully operational by July 2026 and will have a ringfenced budget of at least £400 million from financial year 2025-26 with the ambition for this to rise as UKDI becomes established. The Ministry of Defence will evaluate progress by regularly reviewing defence spending data to measure the proportion allocated to emerging technologies, setting clear targets, and reporting on these metrics to ensure commitments made for this Parliament are met.

What steps his Department is taking to ensure that UK-based defence technology firms are able to remain internationally competitive with firms in allied countries.

The Defence Industrial Strategy (DIS) makes clear that strengthening UK defence firms’ international competitiveness depends on working closely with our allies. It promotes deeper collaboration through co‑research, co‑development and co‑production, helping UK companies share costs, access larger markets and deliver interoperable capabilities. The DIS emphasises closer alignment with NATO standards and allied procurement approaches, so UK firms can design once and export across multiple allied markets. It also embeds exportability from the outset of procurement and commits to clearer long‑term demand signals, giving UK industry the confidence to invest, innovate and compete successfully alongside allied firms.

What changes his Department has made to defence procurement since 2024 to reduce barriers to entry for non‑traditional defence suppliers, including businesses specialising in software, artificial intelligence, and data analytics.

The Ministry of Defence (MOD) has taken significant strides in our approach to defence procurement since 2024, as laid out in both the Defence Industrial Strategy and in a recent Gov.UK notice titled “Ministry of Defence small and medium-sized enterprise engagement”. The establishment of UK Defence Innovation in 2025, as well as the continued efforts of Commercial X including the new Defence Unicorn Fund from earlier this year, are helping our Armed Forces obtain innovative, ground-breaking technologies faster, speeding up procurement cycles, and simplifying terms & conditions where needed. This includes working with non-traditional players in areas such as software, AI, and data analytics. Potential suppliers are also welcome to join the Defence Sourcing Portal, the Neutral Vendor Framework, the Dynamic Marketplace, and the Defence Innovation Marketplace, as appropriate, as a means to promote their services to the MOD.

What assessment his Department has made of the role of software firms in advancing defence research and development, compared to traditional prime defence contractors.

The Department recognises that software firms are increasingly vital to defence research and development, providing specialised expertise and innovation in areas such as artificial intelligence, cybersecurity, and data analytics. While traditional prime contractors continue to play a key role in large-scale system integration and delivery, software companies complement this by accelerating technological advancement and agility.

What assessment the Department has made of the operational risks of replacing the SA80 service weapon without including modern optics within the scope of Project GRAYBURN.

Project GRAYBURN is in the Concept Phase during which the requirements for modern optics will be defined.

What assessment the Department has made of the industrial lead times associated with establishing UK small arms manufacturing capacity for Project GRAYBURN, including facilities, specialist machinery, and workforce requirements.

Project GRAYBURN is in the formal concept phase and therefore the scope, timeline and complexity are yet to be determined. Project GRAYBURN will deliver against the Defence Industrial Strategy and our strategic partnership with industry will generate new long-term skilled jobs, including in STEM, and increase our industrial capacity and resilience.

Whether the Department is considering Project GRAYBURN as the anchor for a longer-term strategic supplier relationship covering wider dismounted close combat weapons and associated support.

Project GRAYBURN seeks to establish a strategic relationship with industry to deliver, manage, spirally develop and support the weapons portfolio. In time, this could be extended to the wider dismounted close combat weapons portfolio.

What assessment he has made of the potential implications for (a) his Department’s policies and (b) the Strategic Defence Review of Ukraine’s use of rapidly developed battlefield technologies, particularly in relation to accelerating UK capability development.

I refer the hon. Member to the answer I gave on 31 March 2026 to Question 123249 to the hon. Member for Basildon and Billericay (Mr Holden).

What plans he has to help ensure increased investment in defence innovation and supply chains arising from lessons learned in Ukraine for regional areas including North Durham.

The Ministry of Defence (MOD) has established UK Defence Innovation (UKDI) which represents a fundamental transformation of how the Ministry of Defence (MOD) approaches innovation.Learning lessons from Ukraine as well as other international partners UKDI will act and operate differently, ruthlessly prioritising to focus on the areas with most potential, with significant freedoms to contract with speed, simplicity, and flexibility, harnessing and bolstering the competitiveness of the UK’s tech sector. UKDI has established Regional and Devolved Authorities Engagement Teams across the UK to systematically identify and nurture dual-use innovation from SMEs, mid-tier companies, and academic spin-outs. The core mission of the Regional and Devolved Authorities Engagement Teams is to deliver targeted outreach, support business development, foster supply chain collaboration, and accelerate the commercialisation of emerging technologies aligned with Defence and National Security priorities. These teams will facilitate regional access to defence-focused loans, investors, and venture builder services, while gathering critical market intelligence for MOD and National Security stakeholders.

What steps his Department is taking to assess the potential for UK companies to access future partnership and export opportunities arising from the UK/EU–Ukraine Defence Innovation Corridor.

Ministry of Defence officials met representatives of the UK/EU-Ukraine Defence Innovation Corridor in March 2026 and advised on how any proposal could best align with existing UK-Ukraine defence engagement. We will keep early‑stage initiatives under review. Regarding helping UK companies exporting to Ukraine, building on our seventh and largest Trade Mission programme to Ukraine in March 2026; we are opening a Business Centre in Kyiv later this year, as we move to a permanent presence in Ukraine. This will help UK firms identify collaboration, partnership, and future export opportunities, for the UK and Ukraine's mutual benefit.

What assessment he has made of the potential implications for his policies on UK air and missile defence of Ukraine’s approach to air defence, including the role of trained personnel and real-time coordination.

The UK Armed Forces are drawing key lessons from Ukraine, particularly the need for a much faster ‘learn and adapt’ cycle to accelerate developments in our capabilities, doctrine, and tactics. Lessons from both Ukraine and the Middle East are already being applied to deliver cost-effective air defence solutions for the UK and its partners. The Strategic Defence Review announced up to £1 billion for UK air and missile defence. Work to deliver the Strategic Defence Reviews recommendations, including on Integrated Air and Missile Defence, will be set out in the forthcoming Defence Investment Plan.