Every parliamentary written question tabled by Matt Vickers this session, with the full answer and department. Back to the MP page.
Showing 1–20 of 36 · Ministry of Defence
What recent discussions he has had with the Secretary of State for Northern Ireland on the potential impact of renewed legacy investigations and prosecutions on (a) morale, (b) recruitment and (c) retention in the armed forces.
The Secretary of State regularly meets with the Secretary of State for Northern Ireland to discuss a range of issues, including recruitment into the Armed Forces.
What recent assessment his Department has made of potential changes in the retention of (a) engineering and (b) technical specialists.
We remain committed to strengthening recruitment and retention across the Armed Forces through a range of targeted initiatives and measures. We continually monitor retention and review the overall offer, and recent data shows encouraging progress. For the first time since early 2021, intake now exceeds outflow. In the 12 months to 1 October 2025, the number of people joining the Armed Forces increased by 13% compared to the previous year, while departures fell by 8%. Applications also continue to rise. Recruiting for certain specialist or technical skills — such as cyber, digital, healthcare, medical, and engineering — remains challenging due to strong competition in the wider labour market. To address this, we are implementing actions to improve retention, including more flexible terms of service, a modernised allowance system, bespoke pay spines, skills payments, Targeted Financial Retention Incentives (FRIs) and a pilot ‘total reward’ approach for engineers. Recent changes include FRIs for engineers and targeted skills payments for cyber and engineering roles. Early feedback from our pay supplement trial for critical engineering skills indicates a 53% increase in intention to remain – an encouraging sign, though we recognise more work is needed. Further, the Perceived Value of the Offer survey piloted with engineers in 2024 was expanded this year to all Regular personnel. This evidence will inform future reward policies and interventions, ensuring they reflect what personnel value most, thus strengthening retention across the Services, particularly in critical engineering and technical roles.
What estimate his Department has made of the number of Armed Forces families affected by delays in allocating service accommodation.
In November 2025, the Ministry of Defence’s Industry Partner, Pinnacle, allocated 98.52% (532) of applications made by Service personnel entitled to Service Family Accommodation within 15 working days. 1.48% (8) applications fell outside of this target. Pinnacle’s performance far exceeds their Key Performance Indicator which requires them to process and allocate 90% of housing applications for entitled Service personnel within 15 working days.
What steps his Department is taking to improve energy efficiency across the defence estate.
Improving energy efficiency means more money to spend on warfighting readiness. The Ministry of Defence (MOD) is improving energy efficiency across the Defence Estate through targeted energy management initiatives, behavioural campaigns, the Utility Savings Challenge, LED lighting upgrades, and water-saving measures. New build assets are designed with energy-saving features, while recognising that much of the estate consists of older infrastructure not built to modern standards. The MOD has secured £9 billion over 10 years, some of which will be for enhancing energy efficiency in Service Family Accommodation. This includes installing solar panels, heat pumps, energy-efficient lighting, and improving thermal insulation
What steps his Department is taking to expand opportunities for veterans to transition into civilian employment.
This Government is fully committed to renewing the nations contract with those who serve and who have served and to ensure veterans and their families have access to the employment support they need. A range of programmes are in place to support those leaving service, which make full use of their skills and experience in finding fulfilling and sustainable careers. The Career Transition Partnership is the initial point of employment provision for those transitioning into civilian life, with employment assistance available for up to two years before and two years after leaving service. For veterans who are more than two years post-service, as well as their families, additional support is provided through Op ASCEND. This initiative has already engaged with over 420 employers to create employment opportunities and successfully supported 5,000 veterans and family members. In addition, the new Veterans Strategy outlines specific and targeted interventions to connect veterans with strategically important industries. This includes a 12-month Clean Energy Jobs pilot in partnership with the Department for Energy Security and Net Zero to connect veterans with high-skilled careers in the high demand clean energy sector. The recent Budget confirmed that the Employer National Insurance contributions relief for veterans will be extended to April 2028.
What assessment he has made of the potential impact of construction costs on the armed forces estate modernisation programme.
The Defence Housing Strategy sets out a vision for the future renewal of the Service family estate, is backed by a 10-year programme of investment to deliver its recommendations in full. Nine out of ten Defence family homes will be improved, and service standards will be improved for all families. I hope the hon. Member will understand, until the recommendations in the Strategy have final implementation plans, the Ministry of Defence cannot confirm the future intent for military housing or construction costs.
What recent estimate the Department has made of the total cost of tackling the maintenance backlog across the defence estate.
The Defence estate, including the wider Built Estate, is managed and maintained through multiple contracts. We inherited a considerate backlog in maintenance across the Defence estate. Last month we announced the Defence Housing Strategy which will modernise or upgrade over 40,000 Defence family homes, with 14,000 of these to be either rebuilt or substantially refurbished. A total investment of £9 billion over the next decade will deliver the Strategy, funded by the Government’s record uplift in defence spending. This builds on the additional £1.5 billion in this Parliament set out at the Strategic Defence Review, to rapidly address the poor state of military housing. The Defence Housing Strategy recommended that an urgent review of Single Living Accommodation (SLA) is to be undertaken with the Defence Investment Plan set to articulate the level of investment in new and refurbished SLA over the next ten years.
What steps his Department is taking to expand mental health support services for (a) serving personnel and (b) veterans.
All Service personnel have access to mental health support throughout their career, including medical and non-medical services. This includes, but is not limited to, preventative support such as wellbeing services, digital content, access to interventional support, and appointments with clinical staff. For Armed Forces personnel requiring dedicated mental healthcare, the Defence Medical Services (DMS) provides a responsive, flexible, accessible, and comprehensive treatment service. DMS has established Defence Mental Health Networks (DMHNs) across the UK to improve access to mental health services for Service personnel. These specialist community mental health services provide enhanced access to expert assessment and treatment for service personnel experiencing mental health disorders. By introducing new single points of access, enabling the sharing of specialist skills across network locations and consolidating clinical and governance processes, DMHNs are reducing wait times to enhanced assessments and core treatment therapies. DMS has further introduced standardised training for primary care clinicians to ensure that service personnel can access initial mental healthcare at any Defence medical centre and to strengthen the initial management of mental health disorders within primary care settings. Where personnel leaving the Armed Forces have an enduring need for mental healthcare, DMS works in partnership with the NHS to ensure continuation of care. Personnel who have been assessed and diagnosed with a mental health need are able to access Departments of Community Mental Health (DCMH) for up to six months after discharge to provide continuity of care during the transition period until appropriate handover to other services can be completed as required. In some circumstances a DCMH Mental Health Social Worker will undertake a full assessment of transition needs, including onward referral to NHS and third sector services for continued mental healthcare. Throughout the UK, the MOD Veterans’ Welfare Service (VWS) provides advice and support to veterans, anyone supporting a veteran, their families and dependants. The VWS works with the Royal Navy, British Army and Royal Air Force, local authorities, voluntary organisations and service charities and will routinely assign a case manager and assist with engagement with other services where needed. In England, Op COURAGE and Op RESTORE provide a broad range of specialist mental health, physical and wellbeing care services to veterans, with similar services available in Scotland, Wales and Northern Ireland. The VWS and Defence Transition Service deliver additional support to service leavers and their families who are most likely to face challenges as they leave the Armed Forces, including facilitating access to NHS services. Support will also be delivered through the VALOUR programme will make it easier for veterans across the UK to access the care and support they deserve. It will connect services to help ensure veterans receive the right support, in the right place, at the right time. One of the key component parts of VALOUR is a new network of VALOUR Recognised Centres. These centres will be located across the UK and welcome veterans and the wider Armed Forces community to provide support and guidance in key areas, including health, housing and employment. Over £27 million will be available for funding to support this initiative and the first round of funding opened to applications on 10 November 2025 and closes on 14 January 2026. The through life mental health support now provided to Service personnel will have a positive impact on the veterans of the future; we are ensuring that Armed Forces personnel have the psychological resilience training they need to recognise mental ill-health in themselves and those around them and know how to manage it.
What steps his Department is taking to improve the UK’s ability to counter emerging drone-based threats.
The Strategic Defence Review announced an investment of £1 billion to enhance our homeland air and missile defence. Work to deliver the Strategic Defence Review recommendations, including on emerging drone based threats, will be prioritised appropriately against the assessed threat picture as part of the future Integrated Force and set out in the Defence Investment Plan to be published this year.
What steps his Department is taking to reduce the waiting times for Armed Forces Compensation Scheme claims.
I refer the hon. gentleman to the answer I gave to Question 77236 on 15 October 2025.
What recent assessment he has made of the adequacy of the readiness of deployable military units.
The Armed Forces readiness is directed by the Armed Forces Plan, in which the Chief of the Defence Staff directs his Military Command Chiefs to hold a variety of Force Elements at varying levels of readiness. This readiness in aligned to our NATO Force Model along with our Sovereign defence and our ability to respond to crisis. This readiness is constantly assessed against the sum of Availability, Capability, and Sustainment. Defence continues to focus on ensuring its readiness, including for a high-intensity conflict, in line with the recommendations of the Strategic Defence Review.
What steps his Department is taking to improve accommodation standards for service personnel living in single living accommodation.
Enhancing the standard of accommodation, including single living accommodation (SLA) is essential to the morale and retention of Service personnel and is a priority within the Defence infrastructure portfolio. Defence is committed under the Strategic Defence Review to deliver a generational renewal of military accommodation, with at least £7 billion of funding in this Parliament which includes investing in new SLA. Delivery of new, modernised SLA is already underway, with the Defence Investment Plan set to articulate the level of investment in new and refurbished SLA over the next 10 years.
What assessment his Department has made of the adequacy of the availability of training opportunities for reservists in the last 12 months.
We recognise that Reservists must balance their civilian commitments and home life with the vital service they provide to Defence. The MOD is therefore committed to ensuring that we tailor training opportunities to Reservist needs wherever possible For basic (Phase 1) and trade-specific (Phase 2) training, for example, the Army schedules courses specifically to try to maximise attendance, allowing for richer and more productive training. A wide array of learning pathways are also provided to reservists across all three Services. These include e-learning, modular courses run over weekends and evening, and hybrid learning, this provides the flexibility to allow Reservists to complete courses in a way that fits around their existing commitments. Reservist recruitment and training remains an area for improvement as part of Defence’s effort to deliver a more efficient, effective and modern recruiting system.
What his Department’s timetable is for the delivery of key equipment upgrades under the Integrated Procurement Model.
The intent of the procurement model announced in February 2024 has been integrated into the broader defence and acquisition reforms set out in the Strategic Defence Review and Defence Industrial Strategy. These reforms include the new segmented approach to procurement, supported by accelerated commercial pathways, designed to speed up delivery and achieve our targets to reduce the time to contract.
What estimate his Department has made of the proportion of service accommodation deemed to be below acceptable quality standards.
As of 1 December 2025, 97.8% of Service Family Accommodation meets or exceed Defence Homes Standard. During the course of the implementation of the Defence Housing Strategy, nine out of ten Defence family homes will be improved, and service standards will be improved for all families.
What steps his Department is taking to ensure the resilience of military supply chains for critical components and materials.
The Ministry of Defence (MOD) recognises that supply chains are a foundational priority for Defence and is actively engaged in de-risking critical defence supply chain vulnerabilities, working collaboratively with industry to mitigate risks. Central to this is the Defence Supply Chain Capability Programme (DSCCP) which is pivotal to ensuring operational readiness and resilience across Defence. The DSCCP has scoped the work required to address critical minerals and component supply within Defence, with further work aligned to the Government’s “Vision 2035: Critical Mineral Strategy”. The MOD is also developing capabilities to strengthen supply chain readiness and resilience during crises, including Supply Chain Wargaming, Architecture and Category Management. These initiatives will help MOD and industry identify and mitigate risks to equipment programmes, ensuring industry can adequately support defence.
What steps his Department is taking to accelerate the rollout of new personal protective equipment for frontline personnel.
The safety of our personnel is our top priority. Our deployed personnel are in possession of the protective equipment that they require for their roles. The Department continues to explore new technologies and options to ensure that issued protective equipment is evolving.
What recent assessment his Department has made of the adequacy of defence industrial capacity to support long-term equipment programmes.
The Ministry of Defence (MOD) recognises that supply chains are a foundational priority for Defence and is actively engaged in de-risking critical defence supply chain vulnerabilities, working collaboratively with industry to mitigate risks. Central to this is the Defence Supply Chain Capability Programme (DSCCP) which is pivotal to ensuring operational readiness and resilience across Defence. The DSCCP has scoped the work required to address critical minerals and component supply within Defence, with further work aligned to the Government’s “Vision 2035: Critical Mineral Strategy”. The MOD is also developing capabilities to strengthen supply chain readiness and resilience during crises, including Supply Chain Wargaming, Architecture and Category Management. These initiatives will help MOD and industry identify and mitigate risks to equipment programmes, ensuring industry can adequately support defence.
What recent assessment his Department has made of the effectiveness of cyber-security resilience within Defence Digital systems.
Defence prioritises cyber security and regularly reviews its resilience through the GovAssure scheme. This process relies on the National Cyber Security Centre's (NCSC) Cyber Assessment Framework (CAF) to assess risk and drive improvements in cyber security and resilience. This is reported to the Cabinet Office on an annual basis. Details of specific assessments are not shared publicly for security reasons.
What recent assessment this Department has made of trends in the level of recruitment and retention levels across the armed forces in the latest reporting period.
The figures in the latest reporting period highlight that for the first time since early 2021, Armed Forces intake is now greater than outflow. In the 12 months preceding 1 October 2025 there was an increase of 13% in people joining the Armed Forces compared to the previous 12-month period. At the same time there was a decrease of 8% in people leaving the Armed Forces. In addition to this, the Armed Forces continue to see increased numbers of applications. These trends are very welcome, but we recognise that there is still more to do.We are committed to improving recruitment and retention through a range of targets, initiatives and measures and we are making a positive impact.