Ministry of Defence

The Royal Navy Chaplaincy Service (RNCS) provides spiritual, pastoral and moral support to all personnel, regardless of faith and belief. Chaplains are routinely embarked on Royal Navy vessels, particularly major warships and deployed task groups, and will use and suitable quiet space for services, prayers and one-to-one support.

I refer the hon. Member to the answer I gave on 20 October 2025 to Question 80011.

For each training year, the number of pilots that undertake training and commence Operational Conversion Units is based upon the front-line demand for qualified pilots. The Royal Air Force (RAF) actively manage the pilot training pipelines to ensure that trainee flowthrough is kept to an optimum and meets the front-line requirements. The specific number of pilots that have completed training and commenced front-line Operational Conversion Units in each of the last five years is not released into the public domain as this level of detailed information may provide tactical advantage to hostile forces causing operational and personnel security risks.

In accordance with recommendation 33 of the Strategic Defence Review a comprehensive review of the Single Source Contract Regulations has been commissioned. The initial consultation will run from October 2025 through to January 2026 with recommendations drafted and approved by 31 March 2026.

The outputs of the Strategic Defence Review including the recommendation to increase the size of the Active Reserve by 20% are being reviewed through the Defence Investment Plan, with future strategic workforce planning to be modelled into the Royal Navy's structures through next year's strategic planning cycle.

NATO requires the Strategic Reserve Corps (SRC) to be held at graduated levels of readiness to meet the requirements of the Defence and Deterrence of the Euro Atlantic family of plans. The UK holds the SRC at readiness in line with this and communicates its specific readiness levels with NATO.

I refer the hon. Member to the answer I gave on 18 November 2025 to Question 90640. The UK is committed to a broad and constructive relationship with the EU. We are working to implement the package agreed at the UK-EU Summit and build on our landmark Security and Defence Partnership – which includes taking forward discussions on a bilateral participation agreement for enhanced cooperation under the EU’s Security Action For Europe (SAFE) instrument. As part of these efforts, the Ministry of Defence continues to work closely with Government departments, including the His Majesty’s Treasury and the Department of Business and Trade, and in cooperation with industry partners and all our European allies, to inform our approach to enhancing Europe's defence industrial capacity and production and deliver critical capabilities required to support Ukraine.

I refer the hon. Member to the answer I gave on 18 November 2025 to Question 90640. The UK is committed to a broad and constructive relationship with the EU. We are working to implement the package agreed at the UK-EU Summit and build on our landmark Security and Defence Partnership – which includes taking forward discussions on a bilateral participation agreement for enhanced cooperation under the EU’s Security Action For Europe (SAFE) instrument. As part of these efforts, the Ministry of Defence continues to work closely with Government departments, including the His Majesty’s Treasury and the Department of Business and Trade, and in cooperation with industry partners and all our European allies, to inform our approach to enhancing Europe's defence industrial capacity and production and deliver critical capabilities required to support Ukraine.

Reducing the time taken to deliver capability is a key driver of our acquisition reforms. Our new segmented approach to procurement, supported by accelerated commercial pathways, is designed to enable programmes to get to contract faster.

No timescale for achieving the targets has been set; however, we are making progress towards the target date of 1 April 2026 for establishment of the segmented approach in line with the Strategic Defence Review. It will start with an initial phase of pilot projects aimed at realising opportunities early on.

The recently announced Defence Housing Strategy sets out a vision for the future renewal of the Service family estate, and is backed by a 10-year programme of investment to deliver its recommendations in full, with savings from the Annington Deal put back into fixing Defence family homes and delivering for the nation.

The number of affordable homes delivered on surplus land will depend upon a number of factors including macroeconomic conditions, the appetite of development partners and planning decisions.

The Defence Investment Plan will consider the UK's future air-to-air refuelling requirements to ensure we meet our commitments to NATO and the nation. The outcome will be included in the Defence Investment Plan, which is due to be published this year.

The Strategic Defence Review states that the Armed Forces must compete the journey from 'joint' to 'integrated'. On 1 April 2025, the Chief of the Defence Staff became head of the new Military Strategic Headquarters (MSHQ) with command over the Service Chiefs. This change ensures that authorities for force design and activity delivery now flow top-down from a single point of military authority. The MSHQ has also appointed an interoperability champion to support NATO in its development of its own interoperability plan. We have already seen tangible progress in improving interoperability with allies, for example, the UK's Carrier Strike Group has recently been under NATO Command, integrated into both Alliance operational and tactical command and control Systems.

As part of the Defence Industrial Strategy, we announced a £182 million skills package that will attract, develop and retain the high-skilled workforce required to meet the objectives of the Strategic Defence Review. This investment in skills, in addition to the creation of the Defence Office for Small Business Growth, will help defence companies across the UK, including those in the Oxford to Cambridge Growth Corridor. Further details will be announced with the publication of the Defence Finance and Investment Strategy in 2026.

The Department's spend on cancelled programmes of over £300,000 is published as part of its Annual Report and Accounts.

As would be expected of any responsible organisation, the Ministry of Defence regularly reviews its programmes and assets to determine how best to meet future threats including taking appropriate action to address changes.

The Defence Innovation Anti-Submarine Warfare (ASW) Spearhead Programme has focussed on accelerating the Navy's understanding of advanced capabilities. Key areas progressed include sensor optimisation, machine learning and artificial intelligence, to improve the sonar capabilities within the surface fleet.

Investment in the Anti-Submarine Warfare Sonar 2087 system has led to improvements to Type 23 capabilities. These improvements will also be pulled through to the Type 26 programme.

The RAF Voyager fleet provides value for money by serving as a versatile asset for air-to-air refuelling, strategic airlift, and VIP transport.

Under the Private Finance Initiative (PFI) contract, Air Tanker is required to provide the Department with their performance data.

This gives the Department complete transparency, ensuring regular monitoring and compliance with the terms of the agreement.

The significant remaining challenges faced in delivering the European Common Radar System (ECRS) Mk 2 centre principally around the international Eurofighter capability programme, known as Phase 4 Enhancements, which will deliver the significant changes to the aircraft's avionics system required to integrate the UK Radar.

Work is in hand with NETMA and Eurofighter Partner Nations to ensure that the international programme scope includes all essential UK features, and that these are prioritised to deliver in time for the RAF to test and field the ECRS Mk2 radar by 2030. This is in line with the mandate confirmed by all four Partner Nations' Ministers in May 2025.

This Government is renewing the nation's contract with those that serve and have served, with over 1.8 million veterans and their families across the UK benefiting from a new network of VALOUR Recognised Centres. These centres, spread across the UK, will fundamentally transform how support is provided to veterans and the wider Armed Forces community, offering the first coordinated national network of support centres as part of the VALOUR programme.

Applications for the first round of development funding for VALOUR Recognised Centres opened on 10 November and closes on 14 January 2026. The Armed Forces Covenant Fund Trust will administer grants on behalf of the Ministry of Defence to existing organisations or consortiums of between £500,000 and £1,000,000 for each centre. There will be no requirement for matched funding from Devolved Governments.

Additional information on criteria and the application process, including capital spend, can be found at the following website https://covenantfund.org.uk/programme/valour-recognised-centres-development-fund/

The next generation fixed communication network programme has made good progress towards delivering its outcomes.

Acceleration of programme benefits is now underway with opportunities being taken to expedite the closure of the legacy BT Network, and associated DFTS Contract.

This will incrementally deliver financial savings to the department, culminating in a significant cost reduction for Defence.

Concurrently the delivery of new support contracts that will enable transition to the future state are in development. This will enable detailed planning to commence with Fujitsu for the transition to modern network support arrangements.

Demonstratable progress has also been made through the development and implementation of a modern technical architecture solution and supporting operational model design that will transform how network services are procured and managed into the future.

VALOUR is a new national programme designed to make it easier for veterans across the UK to access the care and support they deserve. Led by the Office for Veterans' Affairs (OVA) within the Ministry of Defence, it aims to improve how services are coordinated at national, regional and local levels, ensuring veterans get the right support, in the right place, at the right time.

A network of VALOUR recognised centres across the UK will facilitate access to multiple services for veterans in one place. £27 million in development funding for VALOUR recognised centres has been made available, with funds being issued on behalf of the OVA through the Armed Forces Covenant Fund Trust. I encourage organisations in Northern Ireland to apply to for this funding.

Veteran support organisations in Northern Ireland already benefit from other Government funding streams. Beyond the Battlefield has received £325,000 through the Veterans Capital Housing Fund and Reducing Veteran Homelessness Programme to support its wraparound care service and facilitate the provision of a 24/7 support network. The Northern Ireland Thrive Together Programme, meanwhile, which is led by Brooke House Health and Wellbeing Centre, has received a grant of £765,000 to support its Veterans' Pathway Project and the establishment of six locality-based hubs.

Defence is fully committed to supporting staff affected by domestic abuse and will continue to do so through dedicated awareness campaigns and training. Addressing domestic abuse is a ministerial priority and a shared responsibility for Defence leaders, as detailed in the Ministry of Defence Domestic Abuse Action Plan 2024-2029.

Defence has a dedicated whole force policy on domestic abuse, Joint Service Publication (JSP) 913, which provides specific guidance for line managers. JSP_913_Whole_Force_Policy_on_Domestic_Abuse_-_Part_2_Guidance.pdf

While Defence does not yet formally train line managers to respond to domestic abuse, we are undertaking work aligned to this approach. In our current action plan, we have committed to developing a staff briefing to further promote workplace support and set out line manager actions. This work is well underway and near completion. Defence is also an active member of the Employers’ Initiative on Domestic Abuse (EIDA).

The Government is clear on the importance of implementing a whole-of-society approach to strengthen defence and our resilience to the threats we face, including those below and above the threshold of an armed attack. The Ministry of Defence, together with the Cabinet Office led cross-Whitehall Home Defence Programme, is delivering the Strategic Defence Review (SDR) recommendations supporting this approach. This includes drafting legislative measures to improve defence readiness; making better use of the reserves; increasing public engagement and understanding of defence; and improving the defence and resilience of Critical National Infrastructure (CNI).

Through the UK Government's Resilience Action Plan, we outline how we will enable the whole of society to increase their resilience, including taking action to prepare for emergencies as set out on the GOV.UK/Prepare website.

The Royal Marines and the United States Marine Corps have an enduring partnership forged through decades of shared operations and tested in demanding environments. This ensures that they can operate seamlessly together. The United Kingdom and United States have permanent exchange positions in operational and capability organisations, and set shared priorities for interoperability across doctrine, training and capability development annually. Recent joint exercises include BALTOPS and BOLD QUEST, which advanced UK/US digital integration to improve command and control.

The 'two-power standard' was set out by the Naval Defence Act 1889 and dictated that the Royal Navy (RN) should maintain a fleet at least as strong as the next two powerful navies combined. Today our security is underpinned by NATO's collective defence, where capabilities are shared across 32 allies.

Modern naval warfare still demands mass, presence, and resilience. For that reason, The Royal Navy is transforming to a hybrid fleet, moving to a dispersed but digitally connected fleet of crewed, uncrewed, and autonomous platforms. This restores mass and power in a cost-effective way whilst ensuring we retain the cutting-edge capabilities expected of a leading NATO navy.

The Armed Forces Chaplaincy Centre (AFCC) at Shrivenham has been providing training for Ukrainian chaplains since May 2023, with planned programmes scheduled until at least November 2026.

The centre offers two distinct two-week courses: a foundational programme and an advanced course designed for chaplaincy leaders. The curriculum focuses on spiritual leadership, ethical leadership, and pastoral care, and is delivered by UK Defence personnel in collaboration with academic partners. Enduring links have been established between UK Chaplaincy and Ukrainian colleagues and the relationships established at AFCC have enabled alumni to develop stronger mutual support networks.

JHub delivers numerous innovation workstreams in support of operations to users across Cyber and Specialist Operations Command (formerly UK Strategic Command) and works closely with the new UK Defence Innovation organisation. These innovation projects spearhead the rapid adoption of new technologies, processes, and ideas which accelerate and reduce risk within the force development cycle and deliver valuable capabilities directly into the hands of the Warfighter.

Sexual harassment and sexualised behaviours undermine the wellbeing of our people and operational effectiveness and have no place in Defence. Last year, Defence launched the Raising Our Standards programme, under direct Ministerial oversight through a Steering Board which I chair, as well as external scrutiny through an External Challenge Panel to hold Defence leaders to account. Raising our Standards is central to Defence’s response and is driving the cultural change we need, and is therefore a long-term programme of reform.

By commissioning the UK’s first ever comprehensive military sexual harassment survey, this Government is establishing, for the first time, a no holds barred baseline to fully confront and address the root causes of the issue, and set new standards in transparency and accountability across our Armed Forces. While the survey represents a small sample—around 17% of regulars and 5% of reserves—these findings provide new, detailed, and unprecedented insights to help combat unacceptable behaviour and target immediate areas of focus:

We’re implementing a Violence Against Women and Girls (VAWG) taskforce – for all Servicewomen and men – with physical hubs supporting the breadth of the Defence footprint, with initial locations in Catterick and Plymouth. With prevention at its core, this taskforce aims to tackle the root causes of harmful behaviour rather than simply responding to incidents.

Other initiatives include a Kings Counsel review of cases of unacceptable behaviours, and the application of zero tolerance policies, and the set-up of a new Tri-Service Complaints Unit to handle the most serious complaints outside of Service Chains of Command. The pilot for this new Unit is already underway. An Armed Forces Commissioner will also be appointed shortly.

We will continue to deliver Whole Force educational and behavioural campaigns. Recently, a new mandatory training package was introduced for all senior military leaders on how to recognise and respond to unacceptable behaviour and support victims. We have also already launched a new Service Complaints App to make it easier for personnel to raise concerns, and strengthened external oversight through the Service Police Complaints Commissioner to provide impartial scrutiny of complaints.

Defence remains committed to decisive, evidence-based action to protect our people and uphold the highest standards for everyone.

Sexual harassment and sexualised behaviours undermine the wellbeing of our people and operational effectiveness and have no place in Defence. Last year, Defence launched the Raising Our Standards programme, under direct Ministerial oversight through a Steering Board which I chair, as well as external scrutiny through an External Challenge Panel to hold Defence leaders to account. Raising our Standards is central to Defence’s response and is driving the cultural change we need, and is therefore a long-term programme of reform.

By commissioning the UK’s first ever comprehensive military sexual harassment survey, this Government is establishing, for the first time, a no holds barred baseline to fully confront and address the root causes of the issue, and set new standards in transparency and accountability across our Armed Forces. While the survey represents a small sample—around 17% of regulars and 5% of reserves—these findings provide new, detailed, and unprecedented insights to help combat unacceptable behaviour and target immediate areas of focus:

We’re implementing a Violence Against Women and Girls (VAWG) taskforce – for all Servicewomen and men – with physical hubs supporting the breadth of the Defence footprint, with initial locations in Catterick and Plymouth. With prevention at its core, this taskforce aims to tackle the root causes of harmful behaviour rather than simply responding to incidents.

Other initiatives include a Kings Counsel review of cases of unacceptable behaviours, and the application of zero tolerance policies, and the set-up of a new Tri-Service Complaints Unit to handle the most serious complaints outside of Service Chains of Command. The pilot for this new Unit is already underway. An Armed Forces Commissioner will also be appointed shortly.

We will continue to deliver Whole Force educational and behavioural campaigns. Recently, a new mandatory training package was introduced for all senior military leaders on how to recognise and respond to unacceptable behaviour and support victims. We have also already launched a new Service Complaints App to make it easier for personnel to raise concerns, and strengthened external oversight through the Service Police Complaints Commissioner to provide impartial scrutiny of complaints.

Defence remains committed to decisive, evidence-based action to protect our people and uphold the highest standards for everyone.

Sexual harassment and sexualised behaviours undermine the wellbeing of our people and operational effectiveness and have no place in Defence. Last year, Defence launched the Raising Our Standards programme, under direct Ministerial oversight through a Steering Board which I chair, as well as external scrutiny through an External Challenge Panel to hold Defence leaders to account. Raising our Standards is central to Defence’s response and is driving the cultural change we need, and is therefore a long-term programme of reform.

By commissioning the UK’s first ever comprehensive military sexual harassment survey, this Government is establishing, for the first time, a no holds barred baseline to fully confront and address the root causes of the issue, and set new standards in transparency and accountability across our Armed Forces. While the survey represents a small sample—around 17% of regulars and 5% of reserves—these findings provide new, detailed, and unprecedented insights to help combat unacceptable behaviour and target immediate areas of focus:

We’re implementing a Violence Against Women and Girls (VAWG) taskforce – for all Servicewomen and men – with physical hubs supporting the breadth of the Defence footprint, with initial locations in Catterick and Plymouth. With prevention at its core, this taskforce aims to tackle the root causes of harmful behaviour rather than simply responding to incidents.

Other initiatives include a Kings Counsel review of cases of unacceptable behaviours, and the application of zero tolerance policies, and the set-up of a new Tri-Service Complaints Unit to handle the most serious complaints outside of Service Chains of Command. The pilot for this new Unit is already underway. An Armed Forces Commissioner will also be appointed shortly.

We will continue to deliver Whole Force educational and behavioural campaigns. Recently, a new mandatory training package was introduced for all senior military leaders on how to recognise and respond to unacceptable behaviour and support victims. We have also already launched a new Service Complaints App to make it easier for personnel to raise concerns, and strengthened external oversight through the Service Police Complaints Commissioner to provide impartial scrutiny of complaints.

Defence remains committed to decisive, evidence-based action to protect our people and uphold the highest standards for everyone.

Sexual harassment and sexualised behaviours undermine the wellbeing of our people and operational effectiveness and have no place in Defence. Last year, Defence launched the Raising Our Standards programme, under direct Ministerial oversight through a Steering Board which I chair, as well as external scrutiny through an External Challenge Panel to hold Defence leaders to account. Raising our Standards is central to Defence’s response and is driving the cultural change we need, and is therefore a long-term programme of reform.

By commissioning the UK’s first ever comprehensive military sexual harassment survey, this Government is establishing, for the first time, a no holds barred baseline to fully confront and address the root causes of the issue, and set new standards in transparency and accountability across our Armed Forces. While the survey represents a small sample—around 17% of regulars and 5% of reserves—these findings provide new, detailed, and unprecedented insights to help combat unacceptable behaviour and target immediate areas of focus:

We’re implementing a Violence Against Women and Girls (VAWG) taskforce – for all Servicewomen and men – with physical hubs supporting the breadth of the Defence footprint, with initial locations in Catterick and Plymouth. With prevention at its core, this taskforce aims to tackle the root causes of harmful behaviour rather than simply responding to incidents.

Other initiatives include a Kings Counsel review of cases of unacceptable behaviours, and the application of zero tolerance policies, and the set-up of a new Tri-Service Complaints Unit to handle the most serious complaints outside of Service Chains of Command. The pilot for this new Unit is already underway. An Armed Forces Commissioner will also be appointed shortly.

We will continue to deliver Whole Force educational and behavioural campaigns. Recently, a new mandatory training package was introduced for all senior military leaders on how to recognise and respond to unacceptable behaviour and support victims. We have also already launched a new Service Complaints App to make it easier for personnel to raise concerns, and strengthened external oversight through the Service Police Complaints Commissioner to provide impartial scrutiny of complaints.

Defence remains committed to decisive, evidence-based action to protect our people and uphold the highest standards for everyone.

Sexual harassment and sexualised behaviours undermine the wellbeing of our people and operational effectiveness and have no place in Defence. Last year, Defence launched the Raising Our Standards programme, under direct Ministerial oversight through a Steering Board which I chair, as well as external scrutiny through an External Challenge Panel to hold Defence leaders to account. Raising our Standards is central to Defence’s response and is driving the cultural change we need, and is therefore a long-term programme of reform.

By commissioning the UK’s first ever comprehensive military sexual harassment survey, this Government is establishing, for the first time, a no holds barred baseline to fully confront and address the root causes of the issue, and set new standards in transparency and accountability across our Armed Forces. While the survey represents a small sample—around 17% of regulars and 5% of reserves—these findings provide new, detailed, and unprecedented insights to help combat unacceptable behaviour and target immediate areas of focus:

We’re implementing a Violence Against Women and Girls (VAWG) taskforce – for all Servicewomen and men – with physical hubs supporting the breadth of the Defence footprint, with initial locations in Catterick and Plymouth. With prevention at its core, this taskforce aims to tackle the root causes of harmful behaviour rather than simply responding to incidents.

Other initiatives include a Kings Counsel review of cases of unacceptable behaviours, and the application of zero tolerance policies, and the set-up of a new Tri-Service Complaints Unit to handle the most serious complaints outside of Service Chains of Command. The pilot for this new Unit is already underway. An Armed Forces Commissioner will also be appointed shortly.

We will continue to deliver Whole Force educational and behavioural campaigns. Recently, a new mandatory training package was introduced for all senior military leaders on how to recognise and respond to unacceptable behaviour and support victims. We have also already launched a new Service Complaints App to make it easier for personnel to raise concerns, and strengthened external oversight through the Service Police Complaints Commissioner to provide impartial scrutiny of complaints.

Defence remains committed to decisive, evidence-based action to protect our people and uphold the highest standards for everyone.

The decision to decommission both HMS Albion and HMS Bulwark was announced in November 2024. In the period from 2022 to 2024, a total of £72.1 million has been spent on refitting HMS Bulwark. Neither HMS Albion nor HMS Bulwark were due to go to sea ahead of their out-of-service dates in 2033 and 2034. Their disposal shows that we are delivering for defence by divesting ourselves of old capabilities to make way for the future. These ships were effectively mothballed by the previous Government.

As part of disposal procedures, we have calculated the write-down costs, in line with Managing Public Money and Ministry of Defence accounting policies. The constructive loss of £428,459,000 reflects the write-down of remaining value of HMS Albion and HMS Bulwark and their associated capital works, spares and consumables following the decision to bring forward their out-of-service dates.

I welcome Scottish Government‘s support for this vital investment into skills and training in BAES and the contribution it will make to shipbuilding on the Clyde.

The Ministry of Defence announced £182 million of skills funding as part of the Defence Industrial Strategy, which will be used across Scotland and the rest of the UK to support the growth of skills in the defence sector.

The Government has boosted defence spending by £5 billion this year alone, as part of the largest sustained increase in defence spending since the end of the Cold War. This will see defence spending increase to 2.6% of GDP from 2027 with an ambition of hitting 3% by the end of next Parliament

The Defence Investment Plan, which will be published later this year, will set out how we will align our funding to deliver the vision set out in the Strategic Defence Review, including a new partnership with industry.

Future funding beyond the current Spending Review period will be subject to further Spending Reviews.

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.

The Ministry of Defence (MOD) is content for this Freedom of Information request response to be published, and a copy is provided below.

Request:

“How many staff in the MOD have job titles that includes at least one of the words (a) equality, (b) diversity, (c) inclusion, (d) gender, (e) LGBT or (f) race?

How many staff in each of the armed forces have job titles that includes at least one of the words (a) equality, (b) diversity, (c) inclusion, (d) gender, (e) LGBT or (f) race?”

Following an internal review on 27 August 2025, this was refined to:

“In your letter of 12 August you state that if I am:

“willing to accept a response to your request that was based on the searchable data held in MOD’s two human resources databases: MyHR, for civilians and the Joint Personnel Administration (JPA), for military personnel, we would be able to provide this to you.”

I would be happy to receive the information on that basis – thank you.”

Response:

In a competitive age, our advantage derives from the talent and skills of our people. We must attract, recruit, and retain the best people drawn from the broadest diversity of thought, skills and background. Roles flagged as LGBT are predominantly working on implementing the LGBT Veterans Review and Financial Recognition Scheme.

Civil Service (data taken from MyHR):

*7 of the 18 are also included in the position title section and/or additional related position title (section 1 and 2).

Caveats/explanations as follows:

• Only the MOD Main and core employees were searched.
• Data supplied is for staff in a position as of 31 August 2025.
• Only personnel who are currently in a position have been counted so vacant posts are not included.
• MyHR position title was searched for the requested terms a-f.
• Additional searches were carried out in position title for known abbreviations relating to the requested terms (section 2).
• Additionally, the job code description field was searched and found an additional 18 positions relating to Diversity and Inclusion, 7 of which also had a position title with one of the above descriptions (section 3).
• The actual total number of people within a post relating to one of the descriptions is 55.

Armed Forces (data taken from JPA):

Caveats/explanations as follows:

• Some position names contain more than one of the above words, as shown in the table above.
• These details are all held under 'Position Name' and not 'Job Name'. Military job titles do not contain this information as it is held in the position title.
• The figures above only show personnel in a position name containing one of the words, there may be additional personnel who undertake these roles under a differently named Position.
• Data supplied is for staff in a position as of 4 September 2025.

There is no place in Defence for sexual abuse or misconduct, and we are fully supporting Wiltshire Police’s investigation. I urge anyone who has more information to contact Wiltshire Police as soon as possible, we will stand with the survivors.

For those personnel still serving, every unit has a comprehensive welfare system, ready to support them. . The network of agencies includes Unit Welfare Officers, Welfare Services, chaplains, Equality and Diversity Advisers, and Women’s Royal Voluntary Service. Personnel also have access to the Army confidential helpline, SpeakOut, and the Samaritans helpline, Combat Stress 24-hour mental health helpline (0800 138 1619) for serving personnel and veterans.

For veterans, the MOD provides an MOD Veterans Service, which offers bespoke advice and assistance following a holistic assessment of needs tailored to each individual's specific circumstances. Welfare Managers provide free and confidential advice and work closely with voluntary organisations, local authorities and all areas of the Department for Work and Pensions to ensure veterans and their families are offered the best possible help and advice. Further information on this service can be found at the following link:

https://www.gov.uk/government/groups/veterans-welfare-service

Victims and survivors of sexual assault can access information and support via the Government’s site https://sexualabusesupport.campaign.gov.uk/

The F-35 programme reports costs to the Departments and National Infrastructure and Service Transformation Authority (NISTA) policy as a Government Major Projects Portfolio (GMPP). My Department will address the Public Accounts Committee recommendations in the formal Government response to the Committee in due course.

We inherited a retention and recruitment crisis from the last Government and are determined to fix it.

The Ministry of Defence (MOD) has introduced a programme of surging recruitment for the RAF so that it returns to workforce balance across every specialisation.

This activity includes a significant focus on the engineer profession where, over the last two years, the RAF has offered joining bonuses and increased the capacity of Technical Training Schools to enable more recruits to be trained.

To improve retention, the RAF has implemented a Financial Retention Incentive for engineers.

The recruitment and retention of personnel remains one of the top two priorities for the Chief of the Defence Staff.

The Ministry of Defence (MOD) does not hold this information. Each case is unique, and the MOD spends as necessary to support each individual.

The Ministry of Defence works closely with the F-35 Joint Program Office to protect sensitive defence technologies associated with the F-35 programme.

There are comprehensive security, counter-intelligence, and export-control arrangements in place to prevent any unauthorised access, transfer, or exploitation of advanced capabilities by third parties, including the Chinese Government.

We continue to engage regularly with our US counterparts to ensure these protections remain robust, up to date, and fully aligned with our shared national-security priorities.

I refer the hon. Member to the answer I gave on 23 April 2025 to Question 44918.

There are no plans to donate any MQ-9 Reaper Remotely Piloted Air Systems to Ukraine.

Planning for the new Defence Office for Small Business Growth continues.  The support that will be offered by the Office has been developed following wide ranging consultation with a variety of stakeholders, including Small and Medium Enterprises (SMEs), prime contractors, trade associations, mid-tier suppliers, Regional Defence and Security Clusters, and academia. The Office for Small Business Growth will be established by the end of January 2026 on a limited basis and develop its offering throughout 2026.

An Outline Business Case covering the Construction Test and Evaluation phase for the Deep Space Advanced Radar Capability programme (DARC) was submitted to the Ministry of Defence (MOD) Investments Approval Committee this summer. It is now being considered alongside other investments as part of the Government's ongoing Defence Investment Plan (DIP).

The MOD has already begun a comprehensive Environmental Impact Assessment (EIA) for the proposed redevelopment of Cawdor Barracks for the DARC site. This includes a Landscape and Visual Impact Assessment to ensure that DARC has a minimal impact on the local skyline.

The EIA is part of a Town Planning application that will be submitted to the local planning authority in due course.