Written questions by Bool.

How many appointments to ministerial private office have been made by exceptions to the civil service recruitment principles since July 2024; and how many transfers of civil servants from other departments by exceptions there have been since that date.

Between July 2024 and 03 November 2025 there were no appointments made by exception to Ministerial Private Offices among the delegated grades (below Senior Civil Servant (SCS) level). However, during this period there was one direct Ministerial appointment at SCS level, this was the Strategic Advisor to the Secretary of State and Head of Review and Challenge.

What steps he is taking to reduce the time taken to replenish UK munitions stockpiles.

As announced in the Strategic Defence Review, we our investing £6 billion this Parliament in munitions to replenish our stockpiles. This investment includes £1.5 billion specifically to develop an “always on” munitions pipeline, building six new munitions and energetics factories to ensure we increase the capacity and resilience of our domestic munitions production. I look forward to meeting the hon. Member to discuss her perspectives in due course.

What assessment his Department has made of the potential merits of implementing a reserve-style service as part of the Cyber and Specialist Operations Command.

SDR 2025 directs that “the future Cyber & EM Force should be a whole force endeavour, drawing heavily on reserves and civilians where expertise lies”. The future Cyber & EM Forces will be part of the Cyber & Specialist Operations Command. Planning to date is drawing heavily on our experience of using specialist cyber reserves and will seek to expand opportunities for reserve-style service; this is likely to include increasing the number of cyber specialist reserves, adjusting forms of military service (including expanding the Cyber Direct Entry scheme), and partnering differently with industry to leverage skills & capacity in wider workforce.

Pursuant to the Answer of 13 June 2025 to Question 57936 on Strategic Defence Review, what steps his Department has taken to ensure that the views of junior ranks and underrepresented groups within the armed forces were captured during the consultation process for the Strategic Defence Review 2025.

The Strategic Defence Review was informed by an unprecedented level of consultation. The call for evidence phase explicitly invited responses from serving military personnel. They were invited to respond to both the public call for evidence and an internal Departmental survey, which saw 800 responses.

Pursuant to the Answer of 12 June 2025 to Question 57928 on Armed Force: Deployment, whether he considered introducing a specific financial incentive or hardship allowance for service personnel deployed to operationally demanding or remote overseas postings in the Strategic Defence Review.

To account for the differences in the cost-of-living in overseas locations, eligible Service personnel are entitled to Local Overseas Allowance (LOA). LOA recognises the amount by which average essential day-to-day expenditure in an overseas location differs from that in the UK. LOA is calculated with regard to the difference in living costs, locally lived experience, and locally specific costs such as legally required items or banking charges. LOA transitioned to a new, more accurate methodology in October 2024 which uses both Office for National Statistics and commercially available data to make it more responsive to prices faced by Service personnel. The Ministry of Defence continually reviews and monitors the allowance package to ensure it remains appropriate for varying local economic circumstances through feedback from deployed Service personnel. The overall remuneration package for Service personnel deployed overseas recognises the unique demands of Service life and includes X-Factor pay which compensates for the conditions faced by Service personnel, including the impact of isolation and separation from families. Those deployed to particularly remote or operationally demanding locations, may also be entitled to Unpleasant Living or Unpleasant Work Allowances. Although overseas location specific financial incentives were not considered during the Strategic Defence Review process, the importance of overall pay and other related measures were explored.

Pursuant to the Answer of 12 June 2025 to Question 57928 on Armed Force: Deployment, what assessment his Department has made of the adequacy of the current allowance package in meeting the cost-of-living differences for service personnel deployed in high-cost overseas locations.

To account for the differences in the cost-of-living in overseas locations, eligible Service personnel are entitled to Local Overseas Allowance (LOA). LOA recognises the amount by which average essential day-to-day expenditure in an overseas location differs from that in the UK. LOA is calculated with regard to the difference in living costs, locally lived experience, and locally specific costs such as legally required items or banking charges. LOA transitioned to a new, more accurate methodology in October 2024 which uses both Office for National Statistics and commercially available data to make it more responsive to prices faced by Service personnel. The Ministry of Defence continually reviews and monitors the allowance package to ensure it remains appropriate for varying local economic circumstances through feedback from deployed Service personnel. The overall remuneration package for Service personnel deployed overseas recognises the unique demands of Service life and includes X-Factor pay which compensates for the conditions faced by Service personnel, including the impact of isolation and separation from families. Those deployed to particularly remote or operationally demanding locations, may also be entitled to Unpleasant Living or Unpleasant Work Allowances. Although overseas location specific financial incentives were not considered during the Strategic Defence Review process, the importance of overall pay and other related measures were explored.

Pursuant to the Answer of 12 2025 June to Question 57929 on Armed Force: Recruitment, what steps his Department is taking to ensure that the accelerated recruitment process maintains rigorous standards in (a) training and (b) suitability assessments.

The current Government inherited a crisis in recruitment and retention from the last administration. We have made a series of announcements to improve Armed Forces recruitment and retention. We are committed to maintaining the high standards of recruitment needed to build and maintain battle winning Armed Forces while still accelerating the recruitment process. The Services are improving training to recruitment personnel to maintain rigorous standards and ensure recruits become operationally effective quickly. Additionally, they are improving the digital exchange of medical information with civilian GPs. While specific numerical targets and timelines have not yet been formally published, we have initiated a series of reforms aimed at addressing challenges in these areas. In addition, from 2027 the new Armed Forces Recruiting Service will provide a streamlined, single-entry point for prospective recruits, with the aim of recruiting from the broadest spectrum of society to attract the best talent into the Armed Forces. It will replace individual Service schemes and will modernise and improve how people join the Armed Forces. It will be a key enabler in building the future force, ensuring that the British Armed Forces remain equipped with skilled, motivated, and capable personnel ready to meet evolving global challenges.

Pursuant to the Answer of 13 June 2025 to Question 57936 on Strategic Defence Review, what proportion of the 1,700 people who responded to the call for evidence were (a) serving personnel and (b) veterans.

I am unable to provide an exact proportion. However, during the call for evidence phase of the Strategic Defence Review serving personnel and veterans were encouraged to submit a response, of which approximately 800 responses came from within the Ministry of Defence, Armed Forces, and veteran community.

Pursuant to the Answer of 12 June 2025 to Question 57928 on Armed Force: Deployment, what steps his Department is taking to monitor the impact of overseas postings on retention rates among service personnel; and whether financial incentives are being reviewed as part of that analysis.

The Ministry of Defence continuously analyses retention data through the use of tools such as staff surveys and exit interviews, to better understand the reasons why personnel leave Service. With this information we seek to improve the offer made to new and existing personnel to make a career in the Armed Forces the first choice for high performing candidates. Retention payments remain under constant review and are targeted where they provide the best value for recruitment, retention and the taxpayer. Service personnel posted overseas may be eligible for a number of financial measures including Local Overseas Allowance designed to offset differences in the cost of living, X-Factor pay which compensates for the conditions faced by Service personnel, including the impact of isolation and separation from families and Unpleasant Living or Unpleasant Work Allowances for those deployed to particularly remote or operationally demanding locations. The Ministry of Defence continually reviews and monitors the allowance package to ensure it remains appropriate for varying local economic circumstances through feedback from deployed Service personnel.

Pursuant to the Answer of 12 June 2025 to Question 57929 on Armed Force: Recruitment, what assessment his Department has made of the effectiveness of the new gap year schemes in attracting recruits from underrepresented backgrounds; and how success will be measured.

The Gap Year scheme is intended to provide a novel means of entry into the Armed Forces. This is an attractive voluntary employment scheme for school leavers, whatever their background. It will provide excellent military basic training that promotes teamwork, problem solving, and values. The training and experience gained will set up the individuals for life whether they decide to join the Armed Forces on completion or leave and have a civilian career. We will regularly assess the contribution the Gap Year makes to recruitment, including the background of those who engage, and the impacts on operational design. Full plans will be announced in due course.

Pursuant to the Answer of 12 June 2025 to Question 57929 on Armed Forces: Recruitment, whether the Department plans to set out (a) specific targets and (b) timelines for improving recruitment and retention in each of the Armed Forces branches.

The current Government inherited a crisis in recruitment and retention from the last administration. We have made a series of announcements to improve Armed Forces recruitment and retention. We are committed to maintaining the high standards of recruitment needed to build and maintain battle winning Armed Forces while still accelerating the recruitment process. The Services are improving training to recruitment personnel to maintain rigorous standards and ensure recruits become operationally effective quickly. Additionally, they are improving the digital exchange of medical information with civilian GPs. While specific numerical targets and timelines have not yet been formally published, we have initiated a series of reforms aimed at addressing challenges in these areas. In addition, from 2027 the new Armed Forces Recruiting Service will provide a streamlined, single-entry point for prospective recruits, with the aim of recruiting from the broadest spectrum of society to attract the best talent into the Armed Forces. It will replace individual Service schemes and will modernise and improve how people join the Armed Forces. It will be a key enabler in building the future force, ensuring that the British Armed Forces remain equipped with skilled, motivated, and capable personnel ready to meet evolving global challenges.

Pursuant to the Answer of 13 June 2025 to Question 57936 on Strategic Defence Review, whether the findings from the internal survey and call for evidence were published or summarised.

The Strategic Defence Review (SDR) was informed by an unprecedented level of consultation. The findings from the internal survey and call for evidence informed the 'Review and Challenge' phase of the SDR; during which 27 panels, comprised of more than 150 experts, tested propositions relating to UK Defence between October and November 2024. The testing of findings continued throughout the 'decision-making and finalisation' phase between December 2024 and May 2025. The output from the challenge and review rounds were included in the SDR published in June 2025.

What consideration his Department has given to the future security, sustainability and capacity of the supply chain for sonobuoys used by the Royal Air Force.

The RAF has a robust mechanism for procurement of sonobuoys but continues to investigate alternative options to ensure supply chain resilience.

What steps his Department took to consult with service (a) personnel and (b) veterans during the development of the Strategic Defence Review 2025.

The MOD issued a call for evidence, explicitly inviting responses from military personnel and veterans that saw 1,700 individuals provide over 8,000 responses. We also conducted an internal survey to gather additional insights from those currently serving which saw 800 responses. The Review and Challenge Panels also included serving and retired military personnel.

What steps he plans to take through the Strategic Defence Review 2025 to tackle recruitment shortfalls in the armed forces; and how these will be implemented.

The current Government inherited a crisis in recruitment and retention from the last administration. The Strategic Defence Review (SDR) 2025 is clear that Defence must now meet the longstanding challenge of recruiting and retaining new generations with different requirements. We are committed to the vision that long-term success depends on reconnecting society with the Armed Forces and the purpose of Defence, and for recruitment the focus should be on speed, drastically shortening the period between applicants expressing interest and joining. To achieve this, Defence will offer novel ways of entry into the Armed Forces that attract more people from a wider range of backgrounds. The Army and Navy are developing short term employment opportunities - “gap year” schemes - for young men and women across a variety of exciting roles that will upskill, provide apprenticeships, and a flavour of life in the Armed Forces. Full plans will be announced in due course now that we have published the SDR, but we have already introduced several initiatives to improve recruitment including pay increases for new recruits and existing personnel, the scrapping of outdated medical policies, the implementation of a direct-entry cyber pathway and the setting of ambitions to make conditional offers of employment and provisional training start dates in much shorter time. All of these have achieved results; year on year there are now increased applications to the Armed Forces, increased inflow by 19% – including exceeded recruitment targets by the Royal Navy – and at the same time we have reduced outflow by 7%.

Whether financial incentives for service personnel on overseas deployments were considered during the the Strategic Defence Review.

Financial Incentives (FI) are offered by cohort and rank rather than geography of Service. As such there is not a singular FI for those serving overseas, but a number of Service personnel overseas are receiving a FI. Service personnel receive an allowance package to mitigate disadvantage of relocation and differing costs of living. Furthermore, Service personnel living in Service Families Accommodation overseas pay a smaller accommodation fee then those living in the UK. The Strategic Defence Review also explored the importance of pay and measures to improve retention, including recommending the Ministry of Defence prioritise delivering its 'flexible working' initiative, and providing support towards home ownership. Also announced as part of the Review was over £1.5 billion additional funding to fix forces family housing. As a new Government, we have already improved the childcare offer for those Service personnel which was announced in November 2024.

What steps his Department is taking to support veterans living in rural communities.

This Government is committed to improving services for veterans wherever they live, including those who live in rural communities. We recently announced VALOUR, a new commitment to establish the first-ever UK-wide approach to veteran support, to ensure easier access to essential care and support for veterans across the UK. This regional approach, based on a network of VALOUR support centres, together with regional field officers, will ensure that services are designed to meet the needs of their local communities. Further details on VALOUR will be announced in due course and more information can be found at the following link https://www.gov.uk/guidance/valour-information-and-next-steps

Whether his Department has made an assessment of whether the pay as you dine scheme in military bases is the optimal approach to meeting the cost of food and drink.

The Defence Catering Strategy (DCS) was built on the comprehensive assessment undertaken through the Delivering Defence Dining Quality (3DQ) Review, led by the Institute of Naval Medicine on behalf of all three Services, and which reported in December 2021. 3DQ made a number of recommendations for changing the dining experience in Defence all of which were incorporated into the DCS. The first stage of implementation of the DCS began in May 2024 with new menus and a change to our charging approach, namely moving to meals sold at the food cost of each item plus VAT, with Defence continuing to meet the total cost of service provision. The Strategy also aims to improve the dining environment, to vary opening times to suit local needs, and to enhance the dining experience through greater use of technology. Feedback on the new dining offer has largely been positive, including regarding the range and healthiness of choices, and the cost to the individual. This is a constantly evolving offer, with views gathered locally to ensure that the menus, continue to improve. This activity is taking place within existing arrangements whilst the process of securing the future of Soft Facilities Management contracts is ongoing. The health needs of our personnel will also inform the food elements of those new contracts. We are working to ensure that our people are routinely eating in our facilities and that the menus they choose from offer the balance that they need to be able to perform in their demanding roles.