Written questions by Obese-Jecty.

With reference to page 21 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what recent steps he has taken to increase the competitiveness of the defence sector.

The Defence Industrial Strategy, published on 8 September 2025, sets out our vision to make the UK defence sector more competitive, integrated, innovative and resilient. To do this, we are backing UK based businesses (Section 4), fixing defence procurement (Section 7) and putting the UK at the leading edge of defence innovation (Section 5), to make defence an engine for growth. Recent steps include the launch of UK Defence Innovation, the launch of an offset regime consultation, and progress towards the establishment of the Defence Office for Small Business Growth in Spring 2026. The Defence Investment Plan will include economic growth considerations and offer long-term procurement signals to encourage investment.

With reference to page 69 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what recent progress the Defence Science and Technology Laboratory has made with the Advanced Research and Invention Agency to help support generation-after-next innovation.

The Ministry of Defence (MOD) has a longstanding relationship and regular conversation with for the Department for Science, Innovation and Technology (DSIT). Staff engagement is regular and pre-dates the Strategic Defence Review. Building on this, officials from the Defence Science and Technology Laboratory (Dstl) have begun initial conversations with their counterparts in the Advanced Research and Innovation Agency in relation to specific areas of technology with potential defence interest.

With reference to page 69 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, where he plans to establish the Defence Energy and Capability Resilience Centre of Excellence.

The Defence Energy and Capability Resilience Centre of Excellence (DECX) is being established initially as a virtual entity, with Defence Science and Technology Laboratory (DSTL) acting as the custodian. The final decision regarding location will be confirmed once DECX reaches full operating capability.

With reference to page 23 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what criteria would need to be met to define a bank as part of the defence industrial base.

Work on this matter is ongoing and as a result it would be inappropriate for me to comment at this time.

With reference to page 21 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what steps he is taking to increase innovation in the defence sector.

As of July 1, 2025 UK Defence Innovation has reached initial operating capability. UK Defence Innovation (UKDI) represents a fundamental transformation of how the Ministry of Defence (MOD) approaches innovation. We recognised that for too long, innovative companies and start-ups faced significant barriers when trying to engage with defence innovation programmes. The previous landscape was fragmented, slow, and difficult to navigate, which prevented promising companies from scaling their solutions and securing the investment they needed to grow. The Establishment of UKDI consolidates and simplifies structures, creating a clearer pathway for innovation that aligns with the Government's agile state agenda and ensures we can harness the best of British innovation for our defence capabilities. Sat at the heart of the National Armaments Director Group, UKDI will accelerate the adoption of cutting-edge commercial technology in support of Defence’s most pressing strategic challenges. We are drawing upon the success of the US Defence Innovation Unit (DIU) model relevant to the UK Ministry of Defence.

What the level of venture capital investment is within UK defence companies within the Defence Industrial Strategy.

This Defence Industrial Strategy (DIS) (published on 8 September 2025) sets how we will deliver a more competitive, innovative, resilient and integrated defence sector to make defence an engine for growth. To assess progress against the priority outcomes of the strategy we will consider a range of indicators, including levels of venture capital investment in UK defence companies. This is being considered as part of our DIS implementation plan, ensuring that we improve the data we hold on venture capital investment in defence.

With reference to page 23 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what criteria would need to be met to define an academic institution as part of the defence industrial base.

The Defence Industrial Strategy adopts a whole of society approach to the defence sector and redefines the UK defence industrial base to include academic institutions based on the contribution they make to defence Research and Development and the provision of skills and education needed in the workforce that defence relies upon.

What the full scope is of Project Replicator 2.

REPLICATOR 2 is a US Department of War initiative delivered through the US Defense Innovation Unit (US DIU) to Counter threats from Unmanned Aerial Systems (C-UAS). Under this initiative UK Defence Innovation (UKDI) has entered into a joint project with the US DIU to rapidly develop Low Collateral Defeat (LCD) solutions to counter small-Unmanned Aerial Systems (CsUAS) within the US or UK homeland. The project is being run by the US DIU utilising their Commercial Solutions Opening (CSO) process. Phase 1 took place in May 2025, and saw over 200 US and UK companies apply to the Area of Interest issued by the USDIU. Following a period of evaluation, which included UK participation, 18 potential solutions were down-selected to present their solutions to a joint US-UK evaluation board. Upon completion of this board in September 2025, eight companies, including two UK options, were selected for Phase 2 – Prototyping. Following this, any successful protypes, will be considered for procurement by UK and US transition partners.

With reference to page 21 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what the nature is of the support he plans to provide to businesses.

This Defence Industrial Strategy (published on 8 September 2025) emphasises the importance of supporting UK-based businesses, to build a thriving, resilient and competitive UK industrial base. The nature of the support we are providing UK-based businesses is set out in Section 4 and includes a comprehensive review of defence contracting, establishing a new Defence Office for Small Business Growth and dedicated SME Commercial pathway, and transforming the way we export through the new Office for Defence Exports and new Government-to-Government exports offer. There are further measures throughout the strategy to create the business environment needed to the UK defence industry to thrive and grow in priority areas.

With reference to page 46 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what progress has he made on investing in cutting-edge teaching and university facilities to increase places in defence-related courses.

The Ministry of Defence (MOD) is investing £80 million in our world leading universities so they can invest in cutting edge facilities and expand places in defence related courses, including in engineering and computer science disciplines. The MOD is working closely with the Department for Education on plans for the delivery of this funding, and further details will be published in due course.

With reference to page 23 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, what the UK’s reformed commercial model is.

The Defence Industrial Strategy (DIS), makes a commitment to transform our acquisition system, taking a broad view of measures and approaches, including streamlining decision-making, a segmented approach to procurement, digitally enabled acquisition, and accelerated commercial pathways. Work is already underway to deliver against these ambitions, helping to ensure our acquisition system is fit for the future.

With reference to page 21 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what discussions his Department has had with the Mayoral Strategic Authority of Cambridgeshire and Peterborough on this strategy.

Prior to the publication of the Defence Industrial Strategy, significant regional engagement took place across the United Kingdom, including with the Mayoral Strategic Authority of Cambridgeshire and Peterborough, which helped shape the development of this strategy. Ministry of Defence representatives also attended a Senior Place Session with the Mayoral Strategic Authority of Cambridgeshire and Peterborough on 29 September, which discussed obstacles to growth in the region and how these could be overcome.

With reference to page 21 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what steps he is taking to increase funding in (a) priority sub-sectors, (b) places and (c) resolving skills challenges.

The Defence Industrial Strategy sets out how the Ministry of Defence will direct funding to support national security sub-sectors such as AI, cyber, energetics and shipbuilding. Five Defence Growth Deals are being established across the UK, backed by a £250 million investment and will support those priority sub-sectors. The Defence Industrial Strategy is supporting skills with an investment of £182 million to resolve skills challenges across the UK, working with devolved and local Government to do this. The Defence Investment Plan, which will be published this autumn, will work to ensure that defence is investing in these sub-sectors to deliver growth for the whole of the UK.

How much his Department plans to spend in the Rapid Commercial Exploitation procurement segment in the 2025-26 financial year.

The Rapid Commercial Exploitation Procurement Segment is still in the process of being defined to meet the establishment date of 1 April 2026 in-line with the Strategic Defence Review. There are therefore no current plans to spend on the subject Segment during this Financial Year.We are looking to pilot some projects within this Financial Year. The details of the pilots will be finalised before the end of 2025, within which we will look for in-year opportunities wherever possible.

With reference to page 51 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to publish the new approach to applying social value to incentivise industry to support the objectives within the Defence Industrial Strategy.

The Defence Industrial Strategy (DIS) makes a commitment to establish a Social Value Model that works for defence. This includes adopting a new approach to applying social value in defence to incentivise industry to support DIS objectives of driving growth and a more thriving industrial sector and require delivery of social value in the UK to the greatest extent possible. While it is estimated this work will be completed by the end of 2025, and implemented in 2026-27, it will build on the existing Social Value opportunities that support DIS objectives.

Which units will receive (a) ARES and (b) Athena; and how many each will receive.

I can confirm that 93 ARES and 112 ATHENA will be fielded to armoured units within the Deep Recce Strike and Armoured Brigades. This information is not broken down further as this would be likely to prejudice the capability, effectiveness or security of the Armed Forces.

With reference to page 52 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what steps he has taken to help support SMEs to access (a) financial and (b) growth capital.

I refer the hon. Member to the answer my predecessor gave on 4 September 2025 to Question 70206 to the hon. Member for Mid Dorset and North Poole (Ms Slade).

With reference to page 41 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what recent progress he has made in helping support the creation of a defence tech start-up company that could be valued at over $1 billion.

One of the goals set out in the Government's Defence Industrial Strategy is to encourage the growth of the next UK-based defence technology company valued at over US$1 billion, to be achieved through a range of measures that will make defence a more attractive investment for private capital.Chief amongst these is the development of the Defence Finance and Investment Strategy (DFIS), which will identify barriers to investment in defence, and recommend how these may be overcome to make the defence sector a more attractive investment for private capital.The Defence Investors Advisory Group has recently been established to help develop the DFIS. This body includes a number of individuals with extensive experience in the financial sector.The DFIS is due to be published in Spring 2026.

With reference to page 52 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what recent steps he has taken to better cohere UK Defence Sector Supplier Development.

The Ministry of Defence (MOD) recognises that SMEs seeking to work in defence face unique challenges. The department is committed to simplifying access to UK defence for SMEs removing unnecessary barriers and making it easier for small businesses to find the right support and guidance. Work on delivering the new Defence Office for Small Business Growth is well underway, and MOD has consulted widely with small businesses and across UK industry to ensure that the new service meets defence SMEs needs. The exact detail of how the Office for Small Business Growth will operate, including the scope of services is being developed in close consultation with industry but will include more coherent access to existing supplier development programmes and a range of direct services to SMEs enabling them to better navigate the UK defence environment. Initial operating capability will be achieved in the spring of 2026

With reference to page 65 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to launch the competitions for novel uncrewed aerial systems.

The Ministry of Defence (MOD) is working with the Front-Line Commands (FLCs) and across the ecosystem to build on existing uncrewed systems (UxS) delivery. There is significant work ongoing across Defence on the development of UxS as we look to rapidly iterate novel capabilities, learn lessons from Ukraine, support the Government's growth agenda and grow the UK technology sector. A competition for novel uncrewed aerial systems will launch in early 2026. There is a wide spectrum of UxS requirements from across Defence, some are complementary whilst others are bespoke to each Service. The scope and requirement of competitions for will primarily look at range, payload, size and survivability of UxS as required by the FLCs.