The Department’s spending plans will be set out in the Defence Investment Plan, which will be published in the autumn.

The share of this spending that relates to individual categories of spend will be considered as part of future returns to NATO.

The Department’s spending plans will be set out in the Defence Investment Plan, which will be published in the autumn.

The share of this spending that relates to individual categories of spend will be considered as part of future returns to NATO.

The Department’s spending plans will be set out in the Defence Investment Plan, which will be published in the autumn.

The share of this spending that relates to individual categories of spend will be considered as part of future returns to NATO.

The Strategic Defence Review has recommended the development of a Defence Finance and Investment Strategy, to be published in 2026, which will focus on improving Defence’s relationship with the financial services sector. This strategy aims to support SMEs in accessing tailored financial products and services, ensuring they are better positioned to contribute to the growth and resilience of the defence sector. These measures reflect the Government’s determination to support SMEs and strengthen the UK’s world-leading defence industry.

The Defence Investment Plan will set out how the MOD will deliver the vision of the Strategic Defence Review within the MOD's share of the Government's commitment to spending 2.6% of GDP on defence by 2027, and 3% of GDP in the next Parliament as fiscal and economic conditions allow.

The Defence Investment Plan will set out the Department's spending plans to deliver the vision of the Strategic Defence Review against its forecast budget. This will be based on the Department's Spending Review settlement, and the MOD's projected share of the Government's ambition to spending 3% of GDP on defence in the next Parliament as and when fiscal and economic conditions allow.

The Prime Minister has been clear about the contribution our intelligence and security services make to the defence of our nation. The commitment to spend 2.6% on defence from 2027 will include all spend relating the Single Intelligence Account.

The Ministry of Defence regularly reviews its critical supply chains to identify and mitigate risks to defence capability.

The Department does not procure Chinese manufactured drones for use in operations.

The Ministry of Defence is actively prioritising UK businesses and manufacturing through its Defence Industrial Strategy, aiming to boost economic growth and national security. This strategy focuses on supporting domestic businesses, fostering innovation, and enhancing the UK's sovereign defence capabilities, including in the aerospace sector (eg GCAP, Typhoon upgrades).

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

These projects are not formal projects within a broader programme. It is activity conducted by the Field Army that codifies ‘bottom-up’ efforts to improve how a modernised armoured battlegroup fights, through experimentation and innovation.

Any outputs will inform adjustments to the design of the future Army and how it trains, what equipment it uses and how, optimised structures, and better threat analysis.

We expect to publish the Defence Investment Plan this autumn, before the Christmas recess period.

In response to the Strategic Defence Review (SDR) recommendations, and as part of Defence Reform, the department is currently making substantive changes to the end-to-end process for Science, Technology, Innovation, Integration, Acquisition and Support. These changes will ensure Defence: better adopts leading edge research from academia, allies and wider government; works more closely with UK based industry especially SMEs to mature leading edge technology; better leverages the UK’s leading financial sector for the benefit of defence; and catalyses UK based industry to execute differentiating innovation; all at a pace to enable us to react to the threats faced by the nation.

The DRE will be formed by an evolution of Dstl and Defence Science and Technology. There is still design work to be completed and will be announced in due course. The intention remains to focus the organisation on that work that must be done in Government for UK defence and security, including: early-stage research that must be led by officials; maintaining critical national capabilities in essential areas such as chemical and biological defence, novel and unconventional weapons, explosives and energetics and counter-terrorism technology where the market cannot sustain; and ensure Ministry of Defence is an intelligent customer for Science and Technology.

The SDR stated that the department may wish to keep the Dstl brand. Dstl is a widely respected brand internationally and nationally.