Written questions by Cartlidge.

With reference to page 57 of the Strategic Defence Review, published on 2 June 2025, if he will list the universities with which the Defence Research and Evaluation organisation will create anchor partnerships.

I refer the hon. Member to the answer I gave him on 26 June 2025, to Questions 59137, 59138, 59140 and 59143, and to the hon. Member for Huntingdon (Mr Obese-Jecty) to Question 59406. https://questions-statements.parliament.uk/written-questions/detail/2025-06-11/59137 This evolution of the Defence Science and Technology Laboratory is in the initial stages of planning and therefore requires substantial design work. The outcome of this, and subsequent details within, will be announced in due course.

With reference to page 47 of the Strategic Defence Review: Making Britain Safer, published on 2 June 2025, when he plans to appoint a data and AI lead within each procurement capability portfolio in his Department.

The Ministry of Defence is introducing service-agnostic capability portfolios to increase flexibility and drive pace in procurement. Portfolios will improve collaboration and integration pan-defence and ensure that cross-cutting aspects such as data and AI are embedded in delivery from the outset and throughout the lifecycle of new capabilities.

With reference to recommendation 4 of the Strategic Defence Review, published on 2 June 2025, when his Department plans to undertake the first annual evaluation of the effectiveness of the integrated force model.

The Strategic Defence Review considered all aspects of Defence, including the capabilities required by UK Defence to meet the challenges, threats, and opportunities of the twenty-first century.The Defence Investment Plan will be published in the Autumn, to take onboard the Review's vision and recommendations and turn them into a delivery plan. We will ensure this plan considers the capabilities we need to deliver a new design for a more lethal and agile Integrated Force, alongside investment in infrastructure and people.The baseline design for the Integrated Force will be finalised after the Defence Investment Plan has been published. Thereafter, the effectiveness of the Integrated Force model will be evaluated on an annual basis.

With reference to recommendation 5 of the Strategic Defence Review, published on 2 June 2025, when he expects the fundamental capabilities of the core common platform to be fully established.

The fundamental capabilities of the core common platform set out within the Strategic Defence Review already exist and are being used today; however, they are not at the scale or delivering the integrated and innovative capabilities at the speed required to support the Integrated Force model. The regular progress reporting to Ministers will ensure that investment in these essential digital capabilities is closely monitored and prioritised through the Defence Investment Plan. The first progress report is due to be submitted to the Secretary of State in Autumn 2025.

With reference to paragraph 31 of the Strategic Defence Review, published on 2 June 2025, what the total cost to the public purse is for establishing the new CyberEM Command.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. I hope that the Hon. Gentleman will understand that until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.

With reference to recommendation 56 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, where the single counter-intelligence unit will be based.

The new Defence Counter Intelligence Unit’s (DCIU) mandate is to protect UK Defence from intelligence and espionage threats, at home and overseas, by bringing together expertise and specialist capabilities alongside the UK Intelligence Community. The DCIU will be led by a One Star equivalent Senior Civil Servant. We do not comment on the proportion of manpower figures or specific locations to safeguard national security and strategic Defence interests. The costs relating to the formation and running of the unit are ongoing and will form part of the Defence Investment Plan, due to be published later this year.

With reference to recommendation 56 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, last updated on 8 July 2025, what proportion of the single counter-intelligence unit will be staffed by (a) military and (b) civilian personnel.

The new Defence Counter Intelligence Unit’s (DCIU) mandate is to protect UK Defence from intelligence and espionage threats, at home and overseas, by bringing together expertise and specialist capabilities alongside the UK Intelligence Community. The DCIU will be led by a One Star equivalent Senior Civil Servant. We do not comment on the proportion of manpower figures or specific locations to safeguard national security and strategic Defence interests. The costs relating to the formation and running of the unit are ongoing and will form part of the Defence Investment Plan, due to be published later this year.

With reference to recommendation 56 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, update on 8 July 2025, who will command the single counter-intelligence unit.

The new Defence Counter Intelligence Unit’s (DCIU) mandate is to protect UK Defence from intelligence and espionage threats, at home and overseas, by bringing together expertise and specialist capabilities alongside the UK Intelligence Community. The DCIU will be led by a One Star equivalent Senior Civil Servant. We do not comment on the proportion of manpower figures or specific locations to safeguard national security and strategic Defence interests. The costs relating to the formation and running of the unit are ongoing and will form part of the Defence Investment Plan, due to be published later this year.

With reference to paragraph 31 of the Strategic Defence Review, published on 2 June 2025, who will lead the CyberEM Command.

Air Vice Marshal Tom Ashbridge will lead the 2* Defence Cyber and Electromagnetic Force, part of the Cyber and Specialist Operations Command which is led at 4* by General Sir James Hockenhull.

With reference to page 123 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published in June 2025, how many separate policy teams will be established as part of CyberEM Command.

The 2* Defence Cyber and Electromagnetic Force (DCEMF) will have one policy team to ensure that DCEMF operations and force development activities are consistent with Defence and government policy. The policy team in the DCEMF will work closely with the Military Strategic Headquarters and other Cyber and Specialist Operations Command policy teams.

With reference to page 48 of the Strategic Defence Review, published on 2 June 2025, when he plans to establish a Digital Warfighter group.

As stated in the referenced section of the Strategic Defence Review, the Digital Warfighter Group, at an Initial Operating Capability, will be established by July 2026.

With reference to page 122 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published in June 2025, how many new staff will be employed as part of the Spectrum Coordination Office.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. Until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.

With reference to page 53 of the Strategic Defence Review: Making Britain Safer, published on 2 June 2025, whether any new funding models to help make defence innovators more attractive for investment have been created since 2 June 2025.

The publication of the Strategic Defence Review and uplift in defence spending signals an ambition to position defence as an engine for growth. In support of this the Department has committed to launch a financial services strategy which will explore how to make defence innovators a more attractive proposition for private capital. In parallel, the Defence and Economic Growth Taskforce is building a new partnership with the UK’s outstanding defence industry, with innovators and with investors. On 1 July UK Defence Innovation (UKDI) launched to signal a transformation of how the Ministry of Defence approaches innovation. The Ministry of Defence will continue to explore new sources of funding to make defence innovators a more attractive proposition for private capital.

With reference to page 55 of the Strategic Defence Review, published on 2 June 2025, what the total cost to the public purse will be for establishing the Defence Research and Evaluation organisation.

I refer the hon. Member to the answer I gave him on 26 June 2025, to Questions 59137, 59138, 59140 and 59143, and to the hon. Member for Huntingdon (Mr Obese-Jecty) to Question 59406. https://questions-statements.parliament.uk/written-questions/detail/2025-06-11/59137 This evolution of the Defence Science and Technology Laboratory is in the initial stages of planning and therefore requires substantial design work. The outcome of this, and subsequent details within, will be announced in due course.

With reference to recommendation 26 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, what discussions he has had with the Secretary of State for Education on developing an understanding of the armed forces among young people in schools since 2 June 2025.

The Ministry of Defence (MOD) recognises the importance of the Department for Education (DfE) in increasing understanding and appreciation of our Armed Forces in young people. Ministers and officials from the MOD have met with colleagues in the DfE and discussed how a formal curriculum could be part of their ongoing curriculum review. Both departments have also discussed the vital work of Cadet Forces in schools, membership of which is proven to help develop self-confidence, teamwork, leadership and resilience in young people. Our ongoing discussions with the DfE are crucial to implementing the Cadet ‘30 in 30’ scheme under which this Government is investing £70 million to add 40,000 new Cadets across the UK by 2030.The Strategic Defence Review is clear on the need for a whole of society approach to defence and the ongoing relationship between the MOD and the DfE is a key component of that plan. The Armed Forces enjoy good relationships with schools, primarily in terms of engagement to support Science, Technology, Engineering and Maths (STEM) curriculum areas but this also extends to careers engagement. The Armed Forces only visit when they have been invited by a school to support activities and such visits cover a range of activities such as career events, citizenship talks, science and maths challenges and exercises.Regarding the recruitment of young people, it is important to note that the Armed Forces do not target recruitment activity at under-16s, and no visits to schools by the Armed Forces are directly linked to recruitment, other than specific Careers/Jobs Fairs which generally involve a range of employers. While presentations may be given highlighting the careers available in the Armed Forces, no pupil is ever signed up or able to make a commitment to become a recruit in the Armed Forces during the course of a visit.

With reference to page 24 of the Strategic Defence Review, published on 2 June 2025, whether (a) Ministers and (b) officials from his Department have had discussions with the Department for Science, Innovation and Technology on the AI Opportunities Action Plan since 2 June 2025.

MOD Ministers and officials are working closely with DSIT colleagues in relation to the AI Opportunities Action Plan (AIOAP) and to drive forward the commitments set out in the Strategic Defence Review. That includes discussions involving both the Defence Secretary and the Technology Secretary on AI-enabled capability opportunities and Transformative AI, and wide-ranging collaboration between MOD, DSIT, and other cross-Whitehall officials focused on advancing Defence AI adoption, deepening cross-government understanding of strategic AI risks and opportunities, and Defence support for national initiatives such as growing the AI skills base and catalysing the UK’s technology industry.

With reference to paragraph 31 of the Strategic Defence Review, published on 2 June 2025, how many new staff will be employed for the CyberEM Command.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. I hope that the Hon. Gentleman will understand that until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.

With reference to recommendation 15 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, what recent progress his Department has made on tackling (a) structural, (b) behavioural and (c) leadership barriers to the creation of a more (i) representative and (ii) meritocratic workforce.

Raising our Standards has been established by Defence to address structural, behavioural, and leadership barriers. This work is key to operational delivery, recruitment, retention and driving forward an inclusive and safe culture. Raising our Standards has planned initiatives under five pillars: communications and influencing behaviour change, data and analytics, 100% action when tackling unacceptable behaviours, streamlined education and training, and developing world-class leaders. In response to recommendation 15 of the Strategic Defence Review regarding independent oversight of implementation, Raising our Standards is working to implement a refreshed External Challenge Panel by October 2025.

With reference to clause 23 of the Strategic Defence Review, published on 2 June 2025, whether he will have discussions with the Secretary of State for Education on developing an understanding of the armed forces among young people in schools.

The Ministry of Defence (MOD) recognises the importance of the Department for Education (DfE) in increasing understanding and appreciation of our Armed Forces in young people. Ministers and officials from the MOD have met with colleagues in the DfE and discussed how a formal curriculum could be part of their ongoing curriculum review. Both departments have also discussed the vital work of Cadet Forces in schools, membership of which is proven to help develop self-confidence, teamwork, leadership and resilience in young people. Our ongoing discussions with the DfE are crucial to implementing the Cadet ‘30 in 30’ scheme under which this Government is investing £70 million to add 40,000 new Cadets across the UK by 2030.The Strategic Defence Review is clear on the need for a whole of society approach to defence and the ongoing relationship between the MOD and the DfE is a key component of that plan. The Armed Forces enjoy good relationships with schools, primarily in terms of engagement to support Science, Technology, Engineering and Maths (STEM) curriculum areas but this also extends to careers engagement. The Armed Forces only visit when they have been invited by a school to support activities and such visits cover a range of activities such as career events, citizenship talks, science and maths challenges and exercises.Regarding the recruitment of young people, it is important to note that the Armed Forces do not target recruitment activity at under-16s, and no visits to schools by the Armed Forces are directly linked to recruitment, other than specific Careers/Jobs Fairs which generally involve a range of employers. While presentations may be given highlighting the careers available in the Armed Forces, no pupil is ever signed up or able to make a commitment to become a recruit in the Armed Forces during the course of a visit.

With reference to page 122 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, what proportion of the Spectrum Coordination Office will be staffed by (a) military and (b) civilian personnel.

The Defence Cyber and Electromagnetic Force (DCEMF) remains in internal planning and design stages, with options presented to Defence but not yet endorsed by Military Strategic Headquarters. Resource and capability decisions are subject to the Defence annual planning cycle and the Defence Investment Plan, which will ultimately shape the design of the DCEMF and the speed, scale, and nature of implementation. Until these processes are complete, details such as basing, costs, and workforce mix remain undecided and would be speculative.