Written questions by Cartlidge.

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 clause 31 of the Strategic Defence Review - Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, who will chair the Cabinet sub-Committee on Space.

I refer the hon. Member to the answer I gave on 23 July 2025 to Question 68516 to the right hon. Member for Solihull West and Shirley (Dr Neil Shastri -Hurst), where I stated ‘I welcome the hon. Gentleman’s interest in space. The Ministry of Defence along with the Department for Science, Innovation and Technology and other departments, is coordinating space activities across government. Ministers from across government met on the 22 April to discuss space and, since the publication of the Strategic Defence Review, Ministers met on 7 July to follow up on our approach to space. We remain committed to establishing and evolving the right space governance structure to ensure that activities are effectively coordinated across all relevant Departments.’

With reference to recommendation 29 of the Strategic Defence Review, published on 2 June 2025, what proportion of the new CyberEM Command will be staffed by (a) military and (b) civilian personnel.

As stated by recommendation 51 of the Strategic Defence Review, the Defence Cyber and Electromagnetic Force “must be a ‘whole force’ endeavour, with its structure largely filled by a mixture of civilians and Reserves, given that greater expertise exists in the civilian sector.” Resourcing and military to civilian proportions of the Defence Cyber and Electromagnetic Force Headquarters are dependent on the outcome of the Defence Investment Plan. Submissions into the Defence capability investment governance process are ongoing and under discussion.

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 54 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, when he plans to publish the new Defence Intelligence Charter.

Work on the Defence Intelligence Charter is ongoing. Defence is aiming to publish the Charter as soon as possible to underpin the Military Intelligence Services, however it’s publication will be coordinated with a broad range of activity around Defence Reform and Strategic Defence Review delivery.

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

The 2* Defence Cyber and Electromagnetic Force will be headquartered in Corsham.

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 his Department has held with the Department for Education on plans to expand in-school Cadet Forces by 30% by 2030.

The campaign to increase the Cadet Forces by 30% by 2030 (’30 by 30’) is backed by £70 million of extra funding. The diverse and unique nature of the individual Cadet Forces and the federated approach to delivery mean that this funding will be spread across the single Services, Ministry of Defence (MOD) Centre, and supporting organisations. Work is currently underway to establish how the 30% increase will be realised, and costings will be refined through the ongoing Defence Investment Plan process. The recommendation of the Strategic Defence Review covers both school and community-based Cadet Forces across the country. For a number of years, one focus for Cadet growth has been through the ongoing joint Department for Education (DfE)/MOD Cadet Expansion Programme (CEP) in schools. The CEP will form a key component of the new ‘30 by 30’ campaign, and our important engagement with DfE on the delivery of this discreet element will continue. We wish to grow Cadets in areas where the need is greatest. The MOD and the Ministry of Housing, Communities and Local Government (MHCLG) are working together to achieve this aim. In addition to our ’30 by 30’ campaign, MOD future growth plans will be aligned with areas with the highest deprivation levels and the weakest social infrastructure, including MHCLG’s Plan for Neighbourhoods programme places.

With reference to page 123 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, what proportion of the MOD policy teams formed as part of the CyberEM command 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. 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 57 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, who will chair the independent review board responsible for monitoring Defence Medical Services.

The Strategic Defence Review recognises Ministers in the Ministry of Defence (MOD) and the Department of Health and Social Care (DHSC) must have direct access to information on the collective readiness of Defence, the NHS, and private healthcare to meet the demands of warfighting and other strategic health emergencies involving DMS. The Government endorses the Review’s vision and accepts all 62 recommendations, including the recommendation an independent review board, akin to the US Defense Health Board, should assure ecosystem readiness, reporting periodically to Ministers, the Defence Board, and Parliament. The implementation of the Review’s recommendations is underway. Implementation will be priority business of the Department and will be executed through a whole of UK Defence effort.

With reference to recommendation 57 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, whether the sprint review into the partnership between Defence Medical Services and the National Health Service will be conducted jointly by his department and the Department for Health and Social Care.

The Strategic Defence Review recognises the interdependencies between the Defence Medical Services and the National Health Service and the need to strengthen this partnership to meet Defence medical needs, including in the most extreme circumstances. The Government endorses the Review’s vision and accepts all 62 recommendations, including the recommendation for the Ministry of Defence (MOD) and the Department of Health and Social Care (DHSC) to conduct a sprint review of system-wide capacity and capability. The MOD will work closely with DHSC to create a shared understanding of current capacity, current and potential future need, and shared plans for delivery. The implementation of the Review’s recommendations is underway. Implementation will be priority business of the Department and will be executed through a whole of UK Defence effort.

With reference to clause 25 of the Strategic Defence Review, published on 2 June 2025, what powers the Government will hold in reserve should the UK enter a conflict.

The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.

With reference to page 68 of the Strategic Defence Review, published on 2 June 2025, what assessment he has made of the potential impact of supplementing live training with virtual training environments on the (a) British Army, (b) Royal Navy and (c) Royal Air Force.

All of the Single Services view the potential impact of supplementing live training with virtual training environments positively. Mixed use of the live environment and simulation should not be thought of as an ‘either/or’ situation, but rather as identifying the optimal blend between them to achieve optimal training outcomes; on rare occasions this will be 100% live, sometimes 100% simulation based - but in most cases it will be a combination of both. The British Army is committed to enhancing its training capabilities by harnessing the strengths of both live and virtual training. By adopting an innovative and transformative approach, it aims to achieve an optimal blend of training methods that will meet all its objectives. This forward-thinking vision is outlined in the Land Environment Training and Education Simulation Sub-Strategy, which focuses on seamlessly integrating Live, Virtual, and Constructive (LVC) environments by the middle of the next decade. The Royal Navy has consistently supplemented live training with the use of virtual training environments, underpinned by research over the last 15 years, which has assisted in improving training capacity and quality. The Royal Air Force has used synthetic training capabilities for operator training for over 30 years.

With reference to recommendation 27 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, whether he plans to (a) update and (b) establish new legislation to protect UK critical national infrastructure by the end of the current Parliament.

The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.

With reference to clause 25 of the Strategic Defence Review, published on 2 June 2025, when he plans to bring the Defence Readiness Bill before Parliament.

The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.

With reference to page 136 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated 8 July 2025, when he expects each Front Line Command board to establish a board member responsible for infrastructure.

Army and Air Command have appointed senior representatives with responsibility for infrastructure as part of their role. Following the Strategic Defence Review and taking into account Defence Reform, the Navy is currently reviewing their position.

With reference to page 90 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, which other departments were consulted on the Home Defence Programme.

Defence plays a leading role in the development of the Cabinet Office-led cross-Government Home Defence Programme, overseen centrally by the Chancellor of the Duchy of Lancaster. As set out in the National Security Strategy and the Resilience Action Plan, this coordinates civil and military preparations across the whole of Government for some of the most serious risks we could face, including communicating, empowering and engaging with all tiers of resilience actors to ensure that all sectors are prepared for and able to respond to the most catastrophic of risks. A broad range of Government Departments are engaged in supporting this work. It is an evolving and enduring programme of work which provides defence, security and resilience planning, focused on aligning military and civil effort in the event of a period of crisis and international hostilities affecting the UK, informed by and reflecting the recommendations from Government strategies, including the Strategic Defence Review, National Security Strategy and Resilience Action Plan.

With reference to recommendation 12 of the Strategic Defence Review, published on 2 June 2025, when he expects the new framework for building and sustaining government-to-government relationships to be created.

Design work for the Exports function is well underway and building momentum through several pilot government to government exports. Initial stand up is expected no later than end October 2025 with full implementation continuing over the next 12 months.

With reference to page 90 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, if he will list all external sources consulted on the Home Defence Programme.

Defence plays a leading role in the development of the Cabinet Office-led cross-Government Home Defence Programme, overseen centrally by the Chancellor of the Duchy of Lancaster. As set out in the National Security Strategy and the Resilience Action Plan, this coordinates civil and military preparations across the whole of Government for some of the most serious risks we could face, including communicating, empowering and engaging with all tiers of resilience actors to ensure that all sectors are prepared for and able to respond to the most catastrophic of risks. A broad range of Government Departments are engaged in supporting this work. It is an evolving and enduring programme of work which provides defence, security and resilience planning, focused on aligning military and civil effort in the event of a period of crisis and international hostilities affecting the UK, informed by and reflecting the recommendations from Government strategies, including the Strategic Defence Review, National Security Strategy and Resilience Action Plan.

With reference to recommendation 12 of the Strategic Defence Review, published on 2 June 2025, when he expects the review of export licensing policies to (a) begin and (b) conclude.

The Strategic Defence Review sets a path for the next decade and beyond to transform Defence and make the UK stronger both at home and abroad. The Government endorses the Review’s vision and accepts all 62 recommendations.The implementation of the Review’s recommendations is underway. Implementation will be priority business of the Department and will be executed through a whole of UK Defence effort.

With reference to recommendation 7 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, updated on 8 July 2025, what steps he is taking to work with the Secretary of State for Science, Innovation and Technology to establish a revitalised system for science and technology and innovation.

The Government endorses the Strategic Defence Review’s vision and accepts all 62 recommendations; implementation is underway as priority business through a whole of UK Defence effort, supported by Other Government Departments including the Department for Science, Innovation, and Technology (DSIT). Ongoing collaboration, at a senior and working level, between Defence and DSIT (including UK Research and Innovation) will ensure shared awareness of priority technology objectives and subsequent cross Departmental planning, prioritisation and engagement with academia and industry. Changes have already been made to how science, innovation and technology is managed within Defence, including the establishment of UK Defence Innovation (UKDI) on the 1 July 2025 within the new National Armaments Director Group. This work is enabling flexibility to seize new technological opportunities and maximise the potential of Defence spending to grow the UK economy.