Written questions by Cartlidge.

With reference to clause 25 of the Strategic Defence Review, published on 2 June 2025, whether he has a formal date for the implementation of the Defence Readiness Bill.

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 recommendation 25 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, who will lead the review of the principle elements of the Integrated Global Defence Network.

The review of the principal elements of the Integrated Global Defence Network (IGDN) will be led by the two-star military and civilian IGDN Directors, with three-star military oversight; and in collaboration with the Foreign, Commonwealth and Development Office.

With reference to clause 24 of the Strategic Defence Review, published on 2 June 2025, whether he plans to have discussions with Cabinet colleagues on the (a) protection and (b) defence of critical national infrastructure.

As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.

With reference to clause 23 of the Strategic Defence Review, published on 2 June 2025, whether (a) Minister and (b) officials from his Department have had discussions with representatives from the Department for Education on developing understanding of the armed forces among young people in schools since 02 June 2025.

As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.

With reference to clause 23 of the Strategic Defence Review, published on 2 June 2025, whether he plans to publish a formal policy document on developing understanding of the armed forces among young people in schools.

As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.

With reference to clause 24 of the Strategic Defence Review, published on 2 June 2025, what steps he is taking to support the Royal Navy in taking a (a) leading and (b) coordinating role in securing undersea (i) pipelines, (ii) cables and (iii) maritime traffic.

As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.

With reference to recommendation 59 of the Strategic Defence Review, published on 2 June 2025, what plans he has to present the Defence Infrastructure Recapitalisation Plan to Parliament.

There are currently no plans to present the Defence Infrastructure Recapitalisation Plan to Parliament.

With reference to recommendation 49 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, how much will his Department invest into the resilience of UK military space systems in each financial year of the current Parliament.

Work to deliver Strategic Defence Review recommendation 49 will be set out in the Defence Investment Plan due for release in the Autumn. This work is critical to ensuring Defence-wide capability prioritisation is conducted to understand where the greatest requirements rest.Government investment will build on the current UK Space ecosystem to prioritise, cohere and unlock the nation's space potential. Government Departments are working collaboratively to identify space synergies and common priorities to ensure a coherent approach.

With reference to recommendation 3 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, what metric was used to measure (a) the lethality of the Armed Forces, (b) productivity (i) within Defence and (ii) of industry and (c) the national economic impact of Defence spending and procurement.

This Government endorses the Strategic Defence Review’s (SDR) vision and accepts all 62 recommendations. The implementation of the Review’s recommendations will be priority business for the Department and will be executed through a whole of UK Defence effort. Work is underway across the Department to develop metrics to support the monitoring of delivery. In response to the specific elements of recommendation 3 referenced: Lethality I refer the hon. Member to the answer my predeccessor gave on 12 June 2025, to Question 57781 to the hon. Member for Huntingdon (Ben Obese-Jecrty). Productivityi) Within Defence: How Defence is driving productivity will be codified in the Defence Reform and Efficiency Plan due to be published alongside the Defence Investment Plan later this year. Productivity in Defence is measured through efficiency and effectiveness. This includes; cashable savings over the short or medium term and non-financial benefits such as time savings, the ability to redeploy military personnel and enhanced user experience. This aligns to the Office for National Statistics’ (ONS) approach to measuring Public Sector productivity. Ii) Of Industry Work is currently underway to develop a Defence Supply Chain and Industry Productivity Key Performance Indicator (KPI), led by the National Armaments Director. The definition and measurement of productivity is complex but also vitally important. The establishment of effective metrics will help drive the UK’s ability to convert resources—capital, labour, infrastructure, and innovation—into deployable capability at pace and scale. The MOD will actively work with stakeholders across government, industry, and academia to co-design this metric. The KPI is expected to evolve over time as data systems and policy maturity improve. The national economic impact of Defence spending and procurement: We are making defence an engine for growth in every region and nation in the UK. Through the Defence Growth Board – co-chaired by the Chancellor and Defence Secretary – we are hardwiring growth into Defence decision-making, including the development of metrics and a framework to measure the national economic impact of defence for the whole country.

With reference to recommendation 6 of the Strategic Defence Review, published on 2 June 2025, which team in his Department is responsible for developing a dedicated strategy for the financial services sector by March 2026.

The Growth and Missions Directorate within the Department of State will lead the Defence Finance and Investment Strategy in collaboration with Military Strategic Head Quarters and the National Armaments Director Group. They will be supported by the Defence Investors' Advisory Group that will be made of eminent professionals within the banking and venture capital sector.

With reference to recommendation 48 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, if he will list the commercial facilities that could be potentially used for operations as a military alternative to RAF Brize Norton.

I hope the hon. Gentleman will understand that I am withholding the information requested as its disclosure would, or would be likely to prejudice the capability, effectiveness or security of the Armed Forces.

With reference to recommendation 2 of the Strategic Defence Review, published on 2 June 2025, what recent progress he has made on establishing a roadmap for delivering deeper interoperability with NATO allies by January 2026.

The Strategic Defence Review is clear that our defence policy is 'NATO First'. The Armed Forces must be capable of operating as part of a NATO force by design. We are taking this forward with and through NATO, which will produce an Interoperability Plan for the Alliance by the end of the year. The Military Strategic Headquarters has appointed an interoperability champion to support the implementation of this plan. The UK's own roadmap for delivering deeper interoperability with NATO allies will be developed alongside our Integrated Force Design. Officials within the Department meet regularly to discuss both initiatives, however, information regarding the total number of meetings is not held in the format requested.

With reference to page 127 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published in June 2025 how much his Department plans to spend on Defence Intelligence in each year of this Parliament.

This Government has made a historic commitment to defence investment – rising to 2.6% in 2027. Future budgets for Defence Intelligence are being finalised as part of the Defence Investment Plan.

With reference to recommendation 2 of the Strategic Defence Review, published on 2 June 2025, how many meetings have taken place within his Department on establishing a roadmap for delivering deeper interoperability with NATO allies by January 2026 since 2 June 2025.

The Strategic Defence Review is clear that our defence policy is ‘NATO First’. The Armed Forces must be capable of operating as part of a NATO force by design. We are taking this forward with and through NATO, which will produce an Interoperability Plan for the Alliance by the end of the year. The Military Strategic Headquarters has appointed an interoperability champion to support the implementation of this plan. The UK’s own roadmap for delivering deeper interoperability with NATO allies is being developed with and in support of our Integrated Force Design. Officials within the Department meet regularly to discuss these, however, information regarding the total number of meetings is not held in the format requested.

With reference to recommendation 2 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, what recent progress he has made on establishing a roadmap for delivering deeper interoperability with NATO allies by January 2026.

The Strategic Defence Review is clear that our defence policy is ‘NATO First’. The Armed Forces must be capable of operating as part of a NATO force by design. We are taking this forward with and through NATO, which will produce an Interoperability Plan for the Alliance by the end of the year. The Military Strategic Headquarters has appointed an interoperability champion to support the implementation of this plan. The UK’s own roadmap for delivering deeper interoperability with NATO allies is being developed with and in support of our Integrated Force Design. Officials within the Department meet regularly to discuss these, however, information regarding the total number of meetings is not held in the format requested.

With reference to his oral statement of 17 July 2025 on Ukraine, Official Report, col 475, how many and what proportion of the drones supplied to Ukraine were made by British companies.

Where the UK's drone industry can meet Ukraine's drone requirements, the Ministry of Defence sources from UK industry, and this is true of the majority of the spend on drone procurements for Ukraine. As stated by the Defence Secretary at the Ukraine Defence Contact Group on 4 June, where he pledged £350 million investment into drones this financial year, the majority of the spend is with British companies. The proportion of drone spending spent with UK suppliers has varied year on year but this financial year we are on track to spend over 70% through UK suppliers.

What the specified operational locations are which qualify service personnel to receive the Operational Allowance.

The number of Service personnel who have received tax free operational allowance in each of the last five financial years including the financial year 2025-26 to date, can be found in the table below. Financial YearNumber of Employees2020-2153362021-2252832022-2330152023-2421082024-2525252025-26 to date435 Service personnel on deployed operations in the following Specified Operational Locations (SOL) qualify for the payment of Operational Allowance: Chad (all locations)Egypt (Sinai only)Iraq (all locations)Mali (all locations)Somalia (all locations)South Sudan (all locations)Democratic Republic of Congo (Goma only)Lebanon (Naquora only) – backdated to 7 Oct 23Red Sea (within operational areas) – backdated to 19 Oct 23 I am withholding the names of some locations for the purpose of safeguarding national security, as disclosure would, or would be likely to prejudice the capability, effectiveness or security of the Armed Forces.

How many service personnel have received the tax free operational allowance in the 2025-26 financial year.

The number of Service personnel who have received tax free operational allowance in each of the last five financial years including the financial year 2025-26 to date, can be found in the table below. Financial YearNumber of Employees2020-2153362021-2252832022-2330152023-2421082024-2525252025-26 to date435 Service personnel on deployed operations in the following Specified Operational Locations (SOL) qualify for the payment of Operational Allowance: Chad (all locations)Egypt (Sinai only)Iraq (all locations)Mali (all locations)Somalia (all locations)South Sudan (all locations)Democratic Republic of Congo (Goma only)Lebanon (Naquora only) – backdated to 7 Oct 23Red Sea (within operational areas) – backdated to 19 Oct 23 I am withholding the names of some locations for the purpose of safeguarding national security, as disclosure would, or would be likely to prejudice the capability, effectiveness or security of the Armed Forces.

Whether the Armed Forces Recruitment Service contract contains diversity targets.

Defence remains committed to attracting, recruiting, retaining and developing the best talent from the broadest diversity of thought, skills, and backgrounds, to ensure our workforce is reflective of today’s society and able to meet current and future security threats. The Armed Forces Recruiting Service (AFRS) will provide a streamlined, single-entry point for prospective recruits, with the aim of recruiting from the broadest spectrum of society to attract the best talent into the Armed Forces. Under the AFRS contract, Serco, as the supplier, is required to comply with the Ministry of Defence’s (MOD) Diversity and Inclusion policy. The contract also includes Annual Mandated Performance Indicators focused on enhancing equality and diversity within the workforce. As part of the broader Defence Diversity and Inclusion strategy 2018-2030, Levels of Ambition (LOA) exist to guide efforts in creating a more inclusive workplace and are key to attracting and retaining the best talent from across society. It is important to note that the AFRS contract remains cognisant of MOD LOA; however, there is a clear distinction between LOA and contractual diversity targets.

Whether the contract for the Armed Forces Recruitment Service will include specific recruitment targets for the (a) Army, (b) Royal Air Force and (c) Royal Navy.

We inherited a retention and recruitment crisis from the last administration and it is the policy of this Government to recover numbers in our Armed Forces and to grow the size of the Army. To deliver this we will be working with the new provider of the tri-service recruitment to deliver improvements in recruitment numbers. From Full-Service Implementation in 2027, the Armed Forces Recruiting Service (AFRS) will deliver against annual recruitment targets and demand, which will be set by the three Services; the Royal Navy, British Army and Royal Air Force, via the Command Recruiting Support Plan (CRSP). The CRSP is generated and approved in conjunction with the single Services with the AFRS contract containing a mechanism to adjust demand during each Recruiting Year.