Written questions by Obese-Jecty.

Pursuant to the Answer of 3 April 2025 to Question 44144 on Armed Forces: Training, what recent steps his Department has taken to help improve the 11 Royal School of Signals Regiment’s OFSTED rating to Outstanding.

The Ministry of Defence is committed to ensuring the highest standards of training and welfare across all its establishments, including 11 Royal School of Signals Regiment and its efforts to achieve an Outstanding Ofsted rating In June 2025, 22 Group of the RAF conducted a Second Party Training Quality Audit (SPTQA) at 11 Royal School of Signals Regiment. The audit reviewed training compliance with JSP 822 and included a Welfare and Duty of Care survey in preparation for any potential Ofsted Third Party Assurance (3PA) inspection. The report found the Regiment to be performing well, identifying only four minor non-conformities and one observation, which are being addressed to ensure full compliance. A follow-up review is scheduled for December 2025 at the six-month point to assess progress against the identified areas for improvement. This review will be conducted by 22 Group to ensure continued progress and readiness for any future Ofsted inspections.

With reference to page 47 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what his planned timeline is for delivering the Defence Skills Framework.

Defence is progressing the implementation of the Pan Defence Skills Framework (PDSF), which is the Defence Skills Framework referenced in the 2025 Defence Industrial Strategy. The PDSF represents a transformative shift in how Defence understands, develops and deploys skills across both military and civilian workforces, supporting Defence’s ambition to become a more agile, skills-based organisation. Programme governance is in place and Tranche 1 of activity is underway. The onboarding of the single Services and the Civil Service (those under the pre-Defence Reform structure of MOD Main) is scheduled to begin from December 2025, in a phased rollout. Initial implementation has already seen: The first trial cohort for Engineering (Army, Royal Air Force (RAF), Royal Navy (RN)) onboarded, with the enablement of the Skills-Based Supplement, which went live on 22 April 2025. The Skills Based Supplement trial is informing 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.The RN and RAF onboarded their first cross-skill area cohort for the Digital, Data and Technology (DDAT) profession on 13 October 2025. Mass onboarding is expected to follow:The RN and RAF are preparing to begin broader onboarding from December 2025.The Army is expected to follow in early 2026, with onboarding phased by rank.MOD Main civil service onboarding is anticipated to commence from February/March 2026. Looking ahead, Tranche 2 will expand PDSF 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.

With reference to page 23 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, what the scope is of the Defence Supply Chain Capability Programme.

The Defence Supply Chain Capability Programme (DSCCP) is a multi-year transformation programme aimed at building resilient, agile, and collaborative supply chains underpinning both national security and economic growth. It is a central delivery vehicle for the Defence Industrial Strategy and the Strategic Defence Review, aligning priorities to safeguard operational and UK sovereignty, industry and warfighting readiness; embedding resilience, and a more transparent, innovative partnership with industry. The programme is shifting from reactive to proactive supply chain risk management, underpinned by digital innovation. Capabilities including scenario modelling and supply architecture will help anticipate disruptions and assess operational impact. Early industry involvement in capability development—through the Defence Joint Industrial Council—will strengthen collaboration, by providing industry with much more visibility of Ministry of Defence future plans.

With reference to page 42 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to publish the Defence Finance and Investment Strategy.

The Defence Finance and Investment Strategy will be published in early 2026.

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 has taken to reform his Department's (a) procurement and (b) acquisition systems.

Implementation of the procurement and acquisition reforms set out in the Defence Industrial Strategy is underway, under the new National Armaments Director who took up post on 14 October 2025.We are introducing service-agnostic capability portfolios, aligned with wider departmental reforms. The portfolio-driven approach will increase pace and adaptability, enabling us to maximise the output from our investment, reduce waste and be more market aligned.Five commercial pathways have been launched for Spiral, Urgent, Design to Cost, Digital & Technology and Low Complexity Procurement. These pathways underpin the new segmented approach to procurement. A new Small and Medium Sized Enterprise (SME) commercial pathway is being introduced to increase the number of opportunities for SMEs and make our contracting processes simpler, less onerous and faster.The Defence Supply Chain Capability Programme will create greater resilience, speed and adaptability in the supply chain to underpin our warfighting edge and help to drive economic growth in the context of increasing global instability.

What the full scope is of Project Atilla.

Project Atilla will look to deliver an Uncrewed Ground Vehicle Minefield Breaching capability. The Project is currently in its concept phase.

With reference to page 65 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what seed grants he plans to use to fund the UK Defence Innovation Rapid Innovation Unit.

UK Defence Innovation (UKDI) will continue invest in structures to support business growth and to increase investment into SMEs, start-ups, and non-traditional defence and security suppliers to support a diverse and agile supply chain and ensure delivery of pioneering capability to national security and defence. The UKDI - Defence and Security Accelerator (UKDI_DASA) is a Special Partner in the delivery of The Defence and Security (D&S) Seed Fund portfolio, which is funded by the Ministry of Defence (MOD) and sits within UK Innovation and Science Seed Fund (UKI2S). UKI2S is a Pre seed and Seed fund for defence and Security SMEs with investment from MOD for SME innovation looking for private equity funding. The UKDI - Defence and Security Accelerator (UKDI_DASA) supported by Innovate UK Loans Ltd (Innovate UK) delivers a Defence funding competition: the Defence Innovation Loan. This service provides an opportunity for single Small and Medium Enterprises (SMEs) with solutions to defence themed problems to apply for a Defence Innovation Loan of between £100,000 and £1 million with a below market interest rate of 7.4% per annum

With reference to page 46 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to launch a new Apprenticeship and Graduate Clearing System.

Dates have not been confirmed for the launch of the Apprenticeship and Graduate Clearing System. We will work closely with industry, including through the Defence Industrial Joint Council, to develop and pilot this system. Further information will be released in due course.

What the full scope is of the Heavy Protected Mobility project.

The Heavy Protected Mobility sub-programme, as part of the Land Mobility Programme, will deliver a new Heavy Protected vehicle to Army front line forces replacing existing Protected Mobility platforms.

What the full scope is of the Light Protected Mobility project.

The Light Protected Mobility sub programme, as part of the Land Mobility Programme, will deliver high mobility protected vehicles that fill the requirements currently met by Foxhound, Jackal, Husky and Panther. This will likely be achieved by modernising existing platforms to deliver greater utility and ability to operate as the host platform for new mission systems.

With reference to page 28 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, what progress he has made in reducing the regulatory burden for defence suppliers.

Small and medium-sized enterprises (SMEs) hold a crucial place in UK defence. They are the backbone of the UK economy and are vital to delivering the innovation, expertise and agility that we need now and in the future. This is recognised in the Defence Industrial Strategy, as well as the Department’s Social Value policy. We work with our largest suppliers through a network of their SME Champions, trade associations and SME representatives to ensure that smaller companies have access to opportunities in our supply chain and that our prime contractors are adopting policies, such as fair payment practices, that support small businesses working in defence. We are also introducing a new SME Commercial Pathway as part of our broader acquisition transformation. Through this pathway, Defence will increase the number of opportunities for SMEs, and make our contracting processes simpler, less onerous and faster. This Government has already announced an ambitious but achievable target to spend £7.5 billion with SMEs by 2028 which will see direct spend increase by approximately £700 million during the next three years, and we will launch a new Office For Small Business Growth to provide SMEs with better access to the defence supply chain, ensuring that thousands of small businesses in the UK, continue to lead the way in developing the world-beating technologies and services that we will need.

With reference to page 23 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, which trade unions will be designated as being part of the defence industrial base.

Through the Defence Industrial Strategy we are taking a ‘whole of society’ approach, where both traditional defence and dual use manufacturers are included in a broader UK defence industry.Therefore, individual Trade Unions are not being classified as either inside or outside this new definition. This approach encompasses all elements of the UK defence enterprise including major defence contractors, SMEs, academia and defence workforce. At the Defence Industrial Joint Council (DIJC) the interests of the workforce are represented by a number of Trade Unions. In line with other members of the DIJC, the Trade Unions representatives are appointed through HMG’s Public Appointments Process, based on the expertise and insight they bring.

With reference to page 52 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to publish the SME Action Plan.

We are focused on ensuring that more SMEs can access opportunities throughout the defence supply-chain. We are committed to publishing our SME Action Plan which will focus on delivering a step-change in SME engagement both directly and indirectly. The action plan will be published as soon as practicable after the conclusion of the Defence Investment Plan process.

With reference to page 52 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what support he plans to provide to (a) small businesses and (b) start-ups.

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

What the full scope is of the Land Mobility Programme.

The Land Mobility Programme (LMP) is a 20-year pan-Defence programme that seeks to deliver a fleet of over 13,000 digitally enabled, adaptable utility and protected mobility vehicles to the Joint Force. The programme comprises of three sub-programmes: Heavy Protected Mobility, Light Protected Mobility and Light Mobility Vehicle.

How many (a) SMEs and (b) non-traditional suppliers are involved in his Department's innovation programmes.

Defence is focussed on exploiting new and innovative ideas and technologies to secure a competitive edge for our Armed Forces. Within the scope of UK Defence Innovation (UKDI), there are currently 49 programmes funded through investment vehicles such as the Defence Innovation Fund (DIF) and the Exploitation Fund (ExF). The number of SMEs and non-traditional suppliers involved in these programmes is not currently defined. Furthermore, the UKDI Defence and security accelerator (UKDI-DASA) has launched 12 themed competitions and ran five cycles of the Open Call for Innovation. UKDI-DASA has funded 123 projects, of which 73% were with SMEs.

Pursuant to the Answer of 10 April 2025 to Question 44144 on Armed Forces: Training, what steps his Department has taken to improve the Royal Air Force Apprenticeship programme’s Ofsted rating.

The RAF is committed to continuous improvement and has identified several measures to build on the Good Ofsted rating awarded to the Royal Air Force Apprenticeship programme last year. Ten Full Time Reserve Service (FTRS) positions have been established to assist Apprenticeship Centres with ensuring the apprentice’s journey continues to meet Ofsted’s requirement.A further 30 FTRS positions are to be established at operational units to provide support, advice and guidance in the completion of apprenticeships.Apprenticeship Management Groups have been introduced to engage all stakeholders, alongside the development of an apprenticeship webpage including unit-based apprenticeship points of contact.An Apprentice Handbook will be introduced to cover the latest guidance, practical tips and signposting to internal and external support organisations.

With reference to page 51 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, which experts he plans to consult as part of the review and test of options for a new offsets regime.

The Defence Industrial Strategy set out measures to generate greater value from the Ministry of Defence’s procurement spend to boost UK investment, growth and employment making defence an engine for growth. An offset policy is being explored as a means to achieve this which will include consultations with expert stakeholders from across the UK defence industrial base including suppliers of all sizes, the Trade Associations, the Trade Unions, Think Tanks and academic institutions. Consultations will also include international suppliers and our key allies and partners.

With reference to page 50 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to establish an offsets model to help attract inward investment.

The Defence Industrial Strategy set out measures to generate greater value from the Ministry of Defence’s procurement spend to boost UK investment, growth and employment making defence an engine for growth. We have launched an offsets consultation on 23 October. It runs for 12 weeks.

With reference to page 42 of the Defence Industrial Strategy: Making Defence an Engine for Growth, last updated on 18 September 2025, what are the existing financing options available for the defence sector.

The UK defence sector has several existing options aimed at supporting innovation, resilience and growth across supply chains. Government options include the National Wealth Fund, the British Business Bank and National Security Strategic Investment Fund. As part of the Defence Investors Advisory Group and the Defence Finance and Investment Strategy Ministry of Defence will work with these entities and as well as wider investment and finance community to find further opportunities for the Defence sector and how barriers to investment in defence can be removed while making the sector more attractive for private investment, including venture capital, private equity and pension funds.