Written questions by Obese-Jecty.

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 establishing a Defence Universities Alliance.

The Defence Universities Alliance (DUA) will form a more strategic relationship between defence and the Higher Education sector to support national security and UK growth, building on existing collaborative relationships between the sectors. The Ministry of Defence is currently engaging with Universities UK and the UK’s Higher Education Sector to develop the DUA. There have been a number of workshops with Vice Chancellors of various Universities in the week commencing 21 October which have developed our understanding of the DUA. Further details will be published in due course.

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 help reduce barriers to innovation within the defence industry.

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.

With reference to page 71 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what his planned timetable is for reducing the burden of Defence Standards and Conditions by at least 50%.

As this work is still in its early stages, a definitive timeline cannot be confirmed at this time.

With reference to page 71 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to begin the targeted sprint on autonomous systems.

The targeted sprint on autonomous systems has already begun, with the initial sprint stage due to conclude in November 2025.

What the full scope is of Project Brakestop.

In response to a Ukrainian demand for additional long-range effectors, the Ministyry of Defence initiated Project BRAKESTOP, which is the development of a new, low-cost, ground launched, 200kg+, cruise missile for Ukraine, with a 600km+ range. The project was initiated in October 2024 with industry engagement followed by an invitation to tender. Full details of the specifications for BRAKESTOP are available via the publicly accessible Defence Sourcing Portal.

With reference to page 64 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he expects UK Defence Innovation to establish a defence innovation portfolio.

UK Defence Innovation (UKDI) represents a fundamental transformation of how the Ministry of Defence approaches innovation. We recognise that innovative companies, start-ups and non-traditional defence suppliers have long faced significant barriers when engaging with defence innovation programmes. UKDI will invest in frameworks and initiatives to foster business growth and attract increased investment into SMEs, start-ups, and non-traditional defence suppliers. This approach aims to cultivate a diverse and agile supply chain, ensuring the delivery of cutting-edge capabilities to support national security and defence. Simultaneously, these efforts will align with the UKDI's strategic objectives of advancing the technology sector and driving economic growth.

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 HMNB Clyde’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 HMNB Clyde which was rated GOOD following Ofsted’s most recent inspection. The Royal Navy has reflected on the recommendations made by Ofsted following their inspection of HMNB Clyde and continues to implement improvements as recommended by the Ofsted report. This continues to make HMNB Clyde a safe place for living, studying and working. This has included: implementing new governance structures for learning, as well as care and welfare, and the continued renovation and refurbishment of trainee accommodation and facilities, complementing the wider works to improve HMNB Clyde.

With reference to page 28 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, when he plans to establish a defence competition index.

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 a competition index. This is being considered as part of our DIS implementation plan.

With reference to page 63 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, to what structures UK Defence Innovation plans to provide funding to help support non-traditional defence suppliers.

UK Defence Innovation (UKDI) represents a fundamental transformation of how the Ministry of Defence approaches innovation. We recognise that innovative companies, start-ups and non-traditional defence suppliers have long faced significant barriers when engaging with defence innovation programmes. UKDI will invest in frameworks and initiatives to foster business growth and attract increased investment into SMEs, start-ups, and non-traditional defence suppliers. This approach aims to cultivate a diverse and agile supply chain, ensuring the delivery of cutting-edge capabilities to support national security and defence. Simultaneously, these efforts will align with the UKDI's strategic objectives of advancing the technology sector and driving economic growth.

With reference to page 71 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what the scope is of the test and evaluation transformation programme.

To achieve the Strategic Defence Review’s vision of the UK as a leading tech-enabled defence power, with an Integrated Force that deters, fights, and wins through constant innovation at wartime pace, Defence must transform to become more integrated by design, innovation-led, and industry backed. One of the ways we will achieve this transformation is by making it easier for everyone developing UK military equipment, to rapidly assess if their systems are safe, fit for purpose, and capable of contributing to the success of UK military operations. Operations which will increasingly rely on advanced technology, rapid and reliable integration of new systems into complex capabilities, and a faster feedback loop from the frontline to the factory floor. This is the scope of the Test and Evaluation Transformation programme, to build the world’s most productive, relevant, and responsive, military test and evaluation enterprise here in the UK. The programme will focus on delivering the common technical, commercial, and architectural enablers required to make this a reality by the early 2030s, with several initiatives already underway and others announced recently in the Defence Industrial Strategy. Future levels of funding in the programme are subject to the outcome of the Defence Investment Plan, and its delivery will be guided by the ideas set out in ‘Future Advantage Through Evaluation’ (FATE), MOD’s concept for future test and evaluation: https://www.gov.uk/government/publications/defence-test-and-evaluation-future-advantage-through-evaluation-fate

With reference to page 54 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what his planned timetable is for identifying a pipeline of projects for the next five to ten years that may be eligible.

It is too early at this time to identify a pipeline of projects over the next five to ten years that may utilise the new planning routes. Ministry of Defence (MOD) Officials are currently drafting updated procedures to enable the use of these new routes. The intent is this guidance will be incorporated into MOD procedure by April 2026.

With reference to page 64 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, how his Department plans to identify growth opportunities for the defence innovation portfolio operated by UK Defence Innovation.

UK Defence Innovation (UKDI) represents a fundamental transformation of how the Ministry of Defence approaches innovation. We recognise that innovative companies, start-ups and non-traditional defence suppliers have long faced significant barriers when engaging with defence innovation programmes. UKDI will invest in frameworks and initiatives to foster business growth and attract increased investment into SMEs, start-ups, and non-traditional defence suppliers. This approach aims to cultivate a diverse and agile supply chain, ensuring the delivery of cutting-edge capabilities to support national security and defence. Simultaneously, these efforts will align with the UKDI's strategic objectives of advancing the technology sector and driving economic growth.

With reference to page 42 of the Defence Industrial Strategy: Making Defence an Engine for Growth, last updated on 18 September 2025, CP 1388, what his planned timetable is for the establishment of the Defence Investors Advisory Group.

The Defence Investors Advisory Group has been established, and its co-chairs have been announced as Kerry Baldwin and Sharon White.

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 Britannia Royal Naval College’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 the Britannia Royal Naval College, which was rated GOOD following Ofsted’s most recent inspection. The Royal Navy has reflected on the recommendations made by Ofsted following their inspection of Britannia Royal Naval College, and continues to invest in all areas recommended by the Ofsted report. This continues to make Britannia Royal Naval College a safe place for living, studying and working. This has included: enhancing staff training and support; the renovation and refurbishment of trainee accommodation and facilities; and establishing processes to better identify learning needs and introduce the tailored support needed so that all trainees have an equal opportunity to learn.

With reference to page 30 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to launch the consultation on the UK offsets regime.

The offsets consultation was launched on 23 October 2025.

With reference to page 21 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 UK-based company as part of the defence industrial base.

To define a UK-based company as part of the defence industrial base, it must contribute to national security and align with the aim of increasing the competitiveness of the UK defence market. This includes being a UK supplier or part of priority defence sub-sectors, supporting capability collaboration, and contributing to exports. The company should also help grow and sustain the UK industrial base in line with increased defence spending.

With reference to page 46 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, in what locations he plans to launch regional STEM initiatives.

The locations have not been determined, and we will work in partnership with industry, including through the Defence Industrial Joint Council, to launch regional STEM initiatives where there is a large defence presence.

With reference to the press release entitled King Charles III marks historic milestone for nuclear submarine programme, published on 22 September 2025, what the completion timeline is of the fourth boat in the Dreadnought Class.

The Dreadnought Class submarines will begin to enter service from the early 2030s. The planned in-service dates for Royal Navy submarines are withheld as disclosure would, or would be likely to, prejudice the capability, effectiveness, or security of the Armed Forces.

With reference to page 42 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what elements will be covered in the (a) Defence Finance and Investment Strategy and (b) Defence Investment Plan.

The forthcoming Defence Investment Plan will, for the very first time, outline our investment priorities, taking into account our priority national security sub-sectors and the associated UK industrial capability. It will cover the full scope of the defence programme, from people and operations to equipment and infrastructure, to ensure we can deliver the vision set out in the Strategic Defence Review.The Defence Finance and Investment Strategy will look at the entire spectrum of defence companies, from start-ups through to primes, and provide recommendations to the Defence Secretary on 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. We have stood up a Defence Investors Advisory Group to help develop the Defence Finance and Investment Strategy, bringing together some of the best minds from banking, pension funds, venture capital and Strategic Finance. The Advisory Group held their first meeting on 27 October.

With reference to page 65 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what his planned timetable is for aligning the UK Defence Innovation Rapid Innovation Unit with the US Defence Innovation Unit.

UK Defence Innovation (UKDI) launched in July 2025. Focus has now shifted to implementing, transitioning, and operationalising UKDI to ensure it is fully operational by July 2026. This work will include building on UKDI’s strong existing relationship with the US DIU and ensuring a partnership between the two organisations to share lessons and deliver capabilities that are of mutual defence benefit.