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 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.

What the out-of-service date is of the L121A1 rifle.

On current plans, the Out of Service Dates (OSD) for the L115A3 and L121 rifles are 2030. An OSD enables future planning, however, it is ultimately a guideline which can be subject to change. The UK Armed Forces continually assesses its current capabilities to ensure that it is appropriately equipped to face any adversary. If it remains an effective and required capability at the time of the planned OSD, it is possible that the OSD will be extended.

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 halving the gap with US venture capital funding into defence.

The Defence Finance and Investment Strategy announced in the Defence Industrial Strategy and at the Defence Investment Summit is under development and due to be published in early 2026. It 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. Development of the strategy is supported by a new Defence Investors’ Advisory Group who will bring their industry expertise to our central mission to boost high-growth, high-tech companies of the future and build the next unicorn defence company in the UK.

What the out-of-service date is of the L115A3 rifle.

On current plans, the Out of Service Dates (OSD) for the L115A3 and L121 rifles are 2030. An OSD enables future planning, however, it is ultimately a guideline which can be subject to change. The UK Armed Forces continually assesses its current capabilities to ensure that it is appropriately equipped to face any adversary. If it remains an effective and required capability at the time of the planned OSD, it is possible that the OSD will be extended.

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 52 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 establishing the Defence Office for Small Business Growth.

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 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.

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 Defence School of Policing and Guarding’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 Defence School of Police and Security (DSPS), formerly the Defence School of Police and Guarding, and its efforts to achieve an Outstanding Ofsted rating. The DSPS was inspected by Ofsted in March 2024, which resulted in a GOOD rating, with four key recommendations for improvement. The Combined Individual Training Assurance Team (CITAT) has since worked with the DSPS to address these areas, and significant progress has been made. Actions have included improving infrastructure and trainee facilities, enhancing IT access, reducing staff workload through reorganisation and additional personnel, and revising the trainee leave policy.

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.

What innovation programmes managed by his Department are in progress.

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.

How many UK defence scale-ups are being tracked by his Department.

UK Defence Innovation track relevant UK defence scale-ups. The Defence and Security Accelerator (DASA) Business Growth and Finance team tracks approximately 300 high-growth SMEs in real time using the Beauhurst platform. Around 70% of these companies are demonstrating scale-up potential, evidenced through annualised growth rates, revenue, equity investment and other signals.The Business Growth and Finance team focuses on supporting SMEs with scale-up potential.

With reference to page 70 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he expects the Defence Tech Scaler pilot be fully operational.

Defence Tech Scaler is at Minimum Viable Product phase as of September 2025 while the marketplace and processes are under development. The Ministry of Defence is committed to expanding and improving Defence Tech Scaler with a view to make it fully operational in 2026.