Ministry of Defence

The table below is based on those who have been involved in co-ordinating Operation INTERFLEX for each of the six Tranches, which to date have delivered more than 51,000 trained Ukrainians. The table includes those assigned to INTERFLEX HQ, the training delivery units and the logistic support element.

Please note the UK delivers Op INTERFLEX in conjunction with our partners. Canada, Denmark, Finland, Sweden, Norway, New Zealand, Lithuania, Australia, Romania, Netherlands, Kosovo, and Estonia are all supporting the training programme. Albania will also be joining from the end of February, so UK personnel numbers alone do not represent output of total personnel.

In late 2024 the Secretary of State extended Op INTERFLEX into 2025. We continually assess how we can improve our training offer to the Armed Forces of Ukraine.

Operation INTERFLEX remains our main training effort in support of Ukraine and, together with our international partners, we have trained over 51,000 Ukrainian personnel since June 2022. The UK is committed to working with partners to meet Ukraine's training requirements now and in the future.

This information is available in the public domain. The average time required to process a Service Complaint is contained within the Service Complaints Ombudsman for the Armed Forces Annual Report statistics which are available at the following link: https://www.scoaf.org.uk/annual-statisticals-tables.

The information you have requested on the average time required to process a Service Complaint is shown in Annex A, below.

No information is held about the cost of each complaint. This information is not routinely recorded and could only be provided at disproportionate cost.

Annex A

Information regarding how many Service Complaints have been received, and how many have not been upheld, is publicly available and can be found in the Service Complaints Ombudsman for the Armed Forces Annual Report statistics available at the following link: https://www.scoaf.org.uk/annual-statisticals-tables. Please note that the most recent year for which information is currently available is 2023.

The data you have requested is shown in Annex A, below, by Service. Please note that Complaints are recorded by Service and not Command and therefore no data is available for Strategic Command.

Potential ship names are proposed by the Royal Navy's Ships Names and Badges Committee, ahead of approval by Ministry of Defence Ministers and His Majesty The King.

There are no current plans to rename any other Royal Navy ships.

The exact annual operating budget for the Red Arrows and the Battle of Britain Memorial Flight is not centrally calculated. However, the operation of both teams combined would account for less than 00.03% of the annual defence budget.

The exact annual operating budget for the Red Arrows and the Battle of Britain Memorial Flight is not centrally calculated. However, the operation of both teams combined would account for less than 00.03% of the annual defence budget.

To ensure the UK is prepared to deal with the changing threat, our Budget increased defence spending by £2.9 billion for next year. The future spending envelope for Defence will be set out in the usual way.

To ensure the UK is prepared to deal with the changing threat, our Budget increased defence spending by £2.9 billion for next year and we are committed to setting a path to 2.5% of GDP on defence in the spring.

The Strategic Defence Review is wide-ranging, ensuring we look hard at the threats we face and the capabilities we need to meet the challenges and opportunities of the 21st century.

The Government announced in December 2024 the launch of the Afghan Resettlement Programme (ARP), a cross-Government programme that will bring existing Afghan resettlement schemes into one single pipeline. Whilst this is not a new resettlement scheme, it will ensure we support those eligible Afghans and their family members, including those who are vulnerable, to rebuild their lives in the UK.

Since 2022, we have provided over 12,000 mortar rounds to Ukraine across various calibres. The hon. Member will be aware that for operational security reasons I am unable to provide more detailed procurement and delivery schedules.

This Government is steadfast in our commitment to support Ukraine for as long as it takes.

Campaign, as well as long-service and gallantry medals were all issued to eligible Service personnel during and immediately after the First World War. The Ministry of Defence does not usually review decisions on medallic recognition when more than five years have elapsed since the event. This is because it is viewed that those making the required judgements at the time, were better placed to do so, than now. This principle has been examined by the Cabinet Office Honours and Decorations Committee a number of times and on each occasion has been found to be sound.

Campaign medals, which are awarded in circumstances meeting certain thresholds or risk and rigour, any carry with them strict eligibility criteria, differ considerably from commemorative medallions which purely memorialise an event at a later date and have a wider distribution.

Whilst we recognise and are indebted to the significant bravery and sacrifice of those British troops who served alongside their Anzac counterparts during the Gallipoli Campaign in the First World War, no commemorative medal is currently planned.

The House of Commons library has an online data dashboard for constituencies which includes data on veterans taken from the most recent censuses in Great Britain. This is available here:

https://commonslibrary.parliament.uk/constituency-data-uk-armed-forces-veterans-2021-census/

England and Wales Census 2021 data showed that 3,066 people in Bromsgrove constituency reported that they had previously served in the UK Armed Forces. This represents 3.8% of the population in this constituency aged 16 and over. This compares with 3.5% of the population in the West Midlands region and 3.8% in Great Britain.

To ensure the privacy and protection of Veteran's personal information, the implementation of the Digital Veteran Card system will be developed in collaboration with Government Digital Services and Office for Veterans’ Affairs. It will comply with the General Data Protection Regulation (GDPR), Secure by Design Principles and other applicable data protection legislation. As with the current physical cards, the digital cards will not hold or present detailed or sensitive Service information.

The Project is working in close collaboration with the Office of Veterans’ Affairs (OVA) to engage and consult with veterans throughout the development and delivery of the Virtual Veterans Card. This is completed via user research with veterans and charities to understand their needs to ensure the Ministry of Defence provides a high-quality user-centred service.

To ensure the privacy and protection of Veteran's personal information, the implementation of the Digital Veteran Card system will be developed in collaboration with Government Digital Services and Office for Veterans’ Affairs. It will comply with the General Data Protection Regulation (GDPR), Secure by Design Principles and other applicable data protection legislation. As with the current physical cards, the digital cards will not hold or present detailed or sensitive Service information.

The Project is working in close collaboration with the Office of Veterans’ Affairs (OVA) to engage and consult with veterans throughout the development and delivery of the Virtual Veterans Card. This is completed via user research with veterans and charities to understand their needs to ensure the Ministry of Defence provides a high-quality user-centred service.

This Government will always stand up for those who have served our country, and I am leading work across Government and with civil society to look at the best ways to ensure all veterans get access to the support and opportunities they need and deserve. This year, we will set out our plans for veterans in our updated Veterans’ Strategy.

It is a principle of public service pensions policy, and one that has been upheld by successive Governments, that improvements to pension schemes are not made retrospective. The legacy issues of the Armed Forces Pension Scheme 1975 are replicated in other public sector schemes in existence prior to the Social Security Act 1973. Accordingly, a retrospective change implemented for the Armed Forces would certainly result in pressure from other public sector schemes for similar treatment. Although no specific estimate has been made, resolving legacy issues across the board would cost the tax-payer billions of pounds and render future meaningful improvements to pension schemes for current employees unaffordable.

3M Combat Arms Ear Plugs V2 were purchased by the Ministry of Defence during this period, however records of the quantities purchased are no longer held.

As of 12 February 2025, there are 3,467 outstanding requests for a review of a negative decision on an Afghan Relocations and Assistance Policy (ARAP) principal or Additional Family Member (AFM) application. Of these, 1,604 have been pending for more than six months.

Whilst every effort is made to process applications as quickly as possible, each application is considered on a case-by-case basis taking into account the evidence available. The Ministry of Defence has received over 170,000 separate ARAP applications, some of which are duplicates or erroneous, but all require individual deliberation. Within this, certain cases are particularly complex and can take longer to process in order to reach the appropriate outcome.

We inherited a considerable backlog in applications to process as the new Government and I am aware that people have been waiting longer than I would want for an outcome of an application. Therefore, I have directed officials to ensure that this backlog is cleared at pace whilst ensuring every case is processed correctly.

As of 12 February 2025, there are 1,062 outstanding Additional Family Member (AFM) applications from individuals who have already been resettled under the current and previous Afghan resettlement schemes administered by the Ministry of Defence (MOD). Of these, 502 have been pending for more than six months.

Whilst every effort is made to process applications as quickly as possible, each application is considered on a case-by-case basis taking into account the evidence available. The MOD has received over 170,000 separate ARAP applications, some of which are duplicates or erroneous, but all require individual deliberation. Within this, certain cases are particularly complex and can take longer to process in order to reach the appropriate outcome.

We inherited a considerable backlog in applications to process as the new Government and I am aware that people have been waiting longer than I would want for an outcome of an application. Therefore, I have directed officials to ensure that this backlog is cleared at pace whilst ensuring every case is processed correctly.

Every application submitted under the Afghan Relocations and Assistance Policy (ARAP) scheme is considered on a case-by-case basis taking into account the evidence available. Whilst every effort is made to process applications as quickly as possible, some complex cases can take longer to process so that the appropriate decision is reached in each case. Due to this individual approach, a statutory timeframe would not be suitable.

I am paying close attention to this issue and have asked officials to make every effort to ensure decision-making is accelerated wherever possible, in particular for cases that have been awaiting an answer for some time.

This approach remains unchanged following the announcement of the Afghan Resettlement Programme (ARP), which draws Afghan resettlement into a single delivery pipeline whilst retaining the current eligibility criteria of individual schemes such as ARAP.

We inherited a considerable backlog in applications to process as the new Government and I am aware that people have been waiting longer than I would want for an outcome of an application. Therefore, I have directed officials to ensure that this backlog is cleared at pace whilst ensuring every case is processed correctly.

The issues that smaller defence suppliers can face in opening a bank account and accessing finance have been raised with the Ministry of Defence (MOD) on multiple occasions since 1 January 2020, both directly and via trade associations and higher tier partners. It is not possible to quantify the number of companies who have relayed these concerns.

This Government recognised these issues in the Defence Industrial Strategy’s Statement of Intent and the MOD continues to consult widely with defence and financial services stakeholders on tackling these barriers, so that we have a better, more integrated, more innovative and more resilient defence sector.

Artificial Intelligence (AI) is at the heart of the Government’s plan to kickstart an era of economic growth, transform how we deliver public services and boost living standards for working people across the country.

The Submarine Delivery Agency sees the importance and value of using AI, and is actively exploring ways in which it can be used to deliver our outputs in a safe and ethical way. The SDA has appointed a Responsible AI Senior Owner (RAISO) in accordance with Departmental policy and taken part in the Ministry of Defence-wide trial of Microsoft Copilot. The SDA is in the commissioning and discovery phases of several AI projects across a number of office-related processes in line with the Defence AI Strategy, co-ordinated with the Defence AI Centre and in accordance with the Departmental policies.

My right hon. Friend the Secretary of State met with Secretary Hegseth on 12 February. He explained that the UK has consistently met the 2% of GDP NATO Defence spending target and that we are also advocating for other NATO Allies to meet and surpass the target. The UK has already increased funding for defence this year by £3 billion and will set out the pathway to 2.5% this Spring.

The Cabinet Office has a cross-Government contract in place with Corporate Travel Management (North) Limited (CTM). CTM provides a travel booking service for Cabinet Office staff, Ministers and Ministry of Defence senior officials when travel is permitted for business and operational reasons. Information on this contract can be found at the following Contracts Finder link:https://www.contractsfinder.service.gov.uk/notice/da014209-47d7-4805-8097-e191d7d1077f?origin=SearchResults&p=1

Provision of Royal Household and non-Defence Ministerial helicopter travel is not a Ministry of Defence responsibility. Therefore, the cost assessment for Ministry of Defence senior leader and official future helicopter transport did not include Royal Household or non-Defence Ministerial travel requirements. Before deletion of Rotary Wing Command Support Air Transport in December 2024, Royal Household and wider Government usage had been on an ‘as available’ basis, when the aircraft was not in use for Ministry of Defence activity.

The helicopter arrangements are managed by the Cabinet Office Commercial team and form part of the Central Departmental Travel contracts which are in place with Corporate Travel Management (North) Limited (CTM). There is one dedicated Full Time official with other resources being used as and when required. CTM provides a travel booking service for Cabinet Office staff, Ministers and Ministry of Defence senior officials when travel is permitted for business and operational reasons. Costs are paid from the end user budget.

Since 2022, we have provided over 12,000 mortar rounds to Ukraine across various calibres. The hon. Member will be aware that for operational security reasons I am unable to provide more detailed procurement and delivery schedules.

This Government is steadfast in our commitment to support Ukraine for as long as it takes. This year the UK will give more military support to Ukraine than ever before, with a £4.5 billion boost.

On 1 March 2025, the Afghan Relocation and Assistance Policy (ARAP) scheme and the Afghan Citizen Resettlement Scheme (ACRS) will become part of the Afghan Resettlement Programme (ARP). The ARP is a cross-Government delivery programme which will bring existing resettlement routes into one, single pipeline. It is designed to make the delivery of Afghan resettlement simpler and more cost-effective, to help deliver better outcomes overall.

Unfortunately, it is not feasible to breakdown those relocating to the UK by job role, including those who worked directly for His Majesty’s Government, in order to issue Proof of Employment certificates. However, the Government will continue to support those Afghans who have resettled in the UK through the ARP. This includes through supporting Afghan arrivals into self-sufficiency as quickly as possible to restart their lives in the UK.

The requested information is provided in the following table, by Financial Year (FY):

The Afghan Relocations and Assistance Policy (ARAP) operates under the Immigration Rules set out under Appendix ARAP. Amendments were made to Appendix ARAP in November 2022, resulting in additional family members who are eligible and suitable for entry clearance to be granted under the Immigration Rules instead of outside the Rules.

During Operation PITTING a number of Afghan nationals were ‘called forward’ for evacuation, in addition to those who were called forward as eligible persons under the ARAP Immigration Rules but were unintentionally separated from their family members during the evacuation efforts.

The Government launched ACRS Pathway 1, Stage 2: Separated Families Route on 30 July 2024 specifically to reunite families unintentionally separated during Operation PITTING. It is now closed to referrals, and we have already begun to see arrivals and families be reunited using this route.

The new Government inherited a crisis in recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention.

Many factors affect the time taken to proceed through the recruiting pipeline. Many candidates proceed much faster than the average when they are well prepared and ready to move quickly. Others take longer, for reasons including:

• Delays in the receipt of primary healthcare records.
• Medical deferment for those requiring time to get medically fit.
• The need to align the start of basic of training with trade training.
• A candidate’s current domestic, employment and housing situation.
• A candidate’s choice regarding pace and level of engagement.

Numerical information is provided in the table below, noting that direct comparisons between each Service should be avoided due to the different processes in use; for example, recruits to the Royal Navy and Royal Air Force must achieve a Security Check level of security clearance before joining. In the time available to answer a Parliamentary Question, it has not been possible to provide information for each requested year.

Average Time of Flight (days) taken between Application and Basic Training Starts for Regular Other Ranks UK Nationals between 1 October 2018 and 30 September 2024

Source: Analysis (Tri-Service)

Table Notes:

1. Time of Flight is defined as the time passed in days between the date of application and the date of intake to the untrained strength. The symbol “..” denotes that information is not available.
2. Average Time of Flight is expressed as the median number of days, meaning that Time of Flight for half of all candidates is shorter than the figures provided, and half is longer. For example, half of RN/RM candidates took up to 279 days in the 12 months ending 30 September 2024, with half taking longer.
3. Application data is taken from the Defence Recruitment System and Recruitment IT System (RN and RAF) and matched to intake data from the Joint Personnel Administration (JPA) system and should reflect time of entry to training.
4. Figures may differ from information reported elsewhere by single Service recruiting teams, which are intended to support operational decision-makers monitoring operational and pipeline performance and are therefore calculated using differing methodologies.
5. Applications from non-UK candidates are excluded, with Nationality as declared on JPA. Army figures include applications from Irish personnel but exclude applications from other countries and those applicants without a known nationality.
6. For a small number of Navy personnel, application date is recorded as after their intake date, likely due to outflowing and re-joining the Service. These personnel have been excluded from calculations.
7. When an individual has multiple applications to the RAF or RN/RM, the applications closest before their intake was used as the application submission date.
8. Where an application date is not held in the data or an application cannot be matched to intake, such as where there is no corresponding service number or National Insurance number, the case is excluded.

The new Government inherited a crisis in recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention.

Many factors affect the time taken to proceed through the recruiting pipeline. Many candidates proceed much faster than the average when they are well prepared and ready to move quickly. Others take longer, for reasons including:

• Delays in the receipt of primary healthcare records.
• Medical deferment for those requiring time to get medically fit.
• The need to align the start of basic of training with trade training.
• A candidate’s current domestic, employment and housing situation.
• A candidate’s choice regarding pace and level of engagement.

Numerical information is provided in the table below, noting that direct comparisons between each Service should be avoided due to the different processes in use; for example, recruits to the Royal Navy and Royal Air Force must achieve a Security Check level of security clearance before joining. In the time available to answer a Parliamentary Question, it has not been possible to provide information for each requested year.

Average Time of Flight (days) taken between Application and Basic Training Starts for Regular Other Ranks UK Nationals between 1 October 2018 and 30 September 2024

Source: Analysis (Tri-Service)

Table Notes:

1. Time of Flight is defined as the time passed in days between the date of application and the date of intake to the untrained strength. The symbol “..” denotes that information is not available.
2. Average Time of Flight is expressed as the median number of days, meaning that Time of Flight for half of all candidates is shorter than the figures provided, and half is longer. For example, half of RN/RM candidates took up to 279 days in the 12 months ending 30 September 2024, with half taking longer.
3. Application data is taken from the Defence Recruitment System and Recruitment IT System (RN and RAF) and matched to intake data from the Joint Personnel Administration (JPA) system and should reflect time of entry to training.
4. Figures may differ from information reported elsewhere by single Service recruiting teams, which are intended to support operational decision-makers monitoring operational and pipeline performance and are therefore calculated using differing methodologies.
5. Applications from non-UK candidates are excluded, with Nationality as declared on JPA. Army figures include applications from Irish personnel but exclude applications from other countries and those applicants without a known nationality.
6. For a small number of Navy personnel, application date is recorded as after their intake date, likely due to outflowing and re-joining the Service. These personnel have been excluded from calculations.
7. When an individual has multiple applications to the RAF or RN/RM, the applications closest before their intake was used as the application submission date.
8. Where an application date is not held in the data or an application cannot be matched to intake, such as where there is no corresponding service number or National Insurance number, the case is excluded.

The Defence Medical Services (DMS) provide primary healthcare for Armed Forces personnel and entitled families. Patients registered with DMS have good access to primary care. Urgent primary care appointments are available within one working day in 99% of medical centres and routine appointments within 14 days in all medical centres (92% within five days).

DMS has introduced improved triage meaning patients are directed to the right care first time, regardless of where they are located. Combining and networking medical centres has also created more efficient and effective primary care.

Secondary care for Armed Forces personnel and families is provided by the NHS in England and the Devolved Administrations. The Ministry of Defence/UK Departments of Health Partnership Board facilitates joint working across the UK to address issues relating to the health and healthcare of Armed Forces personnel and their families.

Artificial Intelligence (AI) is at the heart of the Government’s plan to kickstart an era of economic growth, transform how we deliver public services, and boost living standards for working people across the country.

Over the last 12 months, the UK Hydrographic Office (UKHO) has been assessing and experimenting with a number of AI and machine learning tools for general productivity tasks as well as more targeted hydrographic use cases. These are listed below.

Trial and evaluation tools

These tools are currently being used and assessed but have not reached production status.

• The beta Admiralty Virtual Ports product uses Kaedim, a Generative AI tool to create 3-D models from 2-D images of features (e.g., photographs of buildings). This enables the building of a 3-D Digital Twin that can provide richer maritime information. Kaedim is a SaaS solution.
• The Scientific Analysis Group have been using UKHO developed machine learning models for automated cleaning of bathymetric data. These are mostly used for Defence requests. All outputs are post validated by experts and feedback is being collected where possible.
• Our Remote Sensing team have been using an internally developed machine learning model for automated extraction of coastline from satellite imagery. This tool has been used for a variety of use cases. Outputs are post validated by experts and feedback is collected where possible.
• Software developers and Data teams have been using AI coding assistants as part of a central government trial. Quality and testing standards have remained the same to make sure the quality of code matches expectations.
• The UKHO internal communications and marketing teams have been using the Government Communication Service Assist tool for creating and editing internal communications in line with Cabinet Office guidelines.
• The marketing team have been trialling an AI-based media monitoring/social listening service named Signal.ai to track media mentions and share of voice across digital social media channels.
• Working with third-party, the UKHO has used AI tools to generate videos supporting ongoing culture work. Outputs are assessed by our People team.
• UKHO Data Acquisition, which offers training services to other hydrographic offices, has been trialling an AI tool to detect whether students have used AI to generate material.

Initial experiments

These are early-stage experiments that may later turn into larger projects dependent on results.

• Our data science team has been experimenting with large language models for the purposes of extracting pertinent information from incoming textual data. For example, the UKHO ingests numerous Notices to Mariners from around the world, which need to be assessed as part of keeping maritime products up to date.
• Data scientists and engineers have been working to make the UKHO Mine Hunting Capability machine learning ready. As part of this, there has been initial experiments with machine learning to inform the data and metadata required to support future testing of commercial offerings or tools developed by other government departments.
• Experiments have run into using large language models for summarising internal information using Retrieval Augmented Generation architecture. Future work around this use case is likely to involve commercial products, e.g., Microsoft Copilot for business.
• The Strategic Business Intelligence function have been experimenting with Microsoft Copilot and Google Gemini to augment horizon scanning and news gathering. The experiments are proving successful although there are some concerns with the veracity of information provided and traditional research is still being used to validate.
• General usage of AI tools such as those bundled with Microsoft Teams Premium for meeting summarisation and minute taking.

Currently, none of these tools have associated ATRS records. The UKHO is working with GDS on our algorithmic transparency approach, as there are a range of established tools and algorithms that are being used that could fall under scope as well as these new tools. An initial mapping has been completed.

The UKHO uses several government resources to aid with AI guidance and ensure that AI tools are adopted in a safe way. This includes the Generative AI Framework for HMG, which has been superseded by the AI Playbook for the UK Government, as well as JSP936 covering dependable AI in defence. Additionally, conversations have been taking place with MOD around the results of their trial of Microsoft Copilot for Business, as adoption of this toolset could cover common office productivity use cases that are currently being serviced by several different tools.

In the United Kingdom the provision of healthcare to the general population is devolved; however, the Ministry of Defence (MOD)/UK Departments of Health Partnership Board facilitates joint working across the UK to support recruitment to the Armed Forces and the retention of personnel in Service. Ministers from the MOD and the Department of Health and Social Care have regular discussions on wide range of issues, including those facing the Armed Forces in recruitment.

The 1966 Exchange of Notes between the UK and US regarding the joint UK-US base on Diego Garcia has been subject to routine amendments and supplementation since signature. Any amendments resulting from the proposed agreement with Mauritius will be factored into this existing process.

Gravehawk is a capability developed for Ukraine and we will consider future use (and platform numbers) for Ukraine based on performance. This air defence capability system was rapidly developed to meet Ukrainian needs on the battlefield and uses Ukrainian missiles already in the possession of the Armed Forces of Ukraine.

The Reserve Forces’ and Cadets’ Associations (RFCAs) offer support to recruitment in multiple ways.

The RFCAs provide media and communications support, including through the provision of small grants from regionally generated income for both Reserve and Cadet units to produce recruiting materials. The RFCA communications teams also support Cadet units with social media aimed at increasing awareness of the cadets and to encourage young people and adults to join. The results have been significant; recent social media campaigns have seen a 200% increase in expressions of interest.

The RFCAs also showcase the Reserves and Cadets with bespoke short films at Lord-Lieutenants’ Awards ceremonies, reinforced with other media around those events. Annual online Cadet Adult Recognition Awards are hugely popular – highlights are then used to advertise adult volunteering on our social media platforms. RFCAs also support County shows and other engagement opportunities that support and enable recruitment.

The RFCA’s Permanent Support Staff manage the in-flow of Cadet Force Adult Volunteers to cadet units, including some recruitment process administration, and it’s Volunteer Estate output actively supports recruitment by providing modern, well-maintained Cadet training centre or Army Reserve Centres that are attractive to potential new recruits.

The following information details how many extra reservist posts have been recruited by the single Services in each year in order to process Service Complaints. The data has been provided by the three Services, who manage the Service Complaints process. Service Complaints are managed by the single Services, not by Commands, and thus Strategic Command is not included.

Royal Navy

• 2020: no extra reservist posts recruited.
• 2021: three Volunteer ex-Regular Reserve (VeRR) posts were recruited.
• 2022: no extra reservist posts recruited.
• 2023: seven extra VeRR posts were recruited.
• 2024: no extra reservist posts were recruited.

Army

• 2020: no extra reservist posts recruited.
• 2021: eight ‘lifed’ Full Time Reserve Service (FTRS) posts made enduring.
• 2022: two additional FTRS posts were recruited.
• 2023: 14 additional VeRR posts were recruited.
• 2024: no extra reservist posts recruited.

Royal Air Force

• 2020: no information held.
• 2021: no information held.
• 2022: no information held.
• 2023: no extra reservist posts recruited.
• 2024: ten additional VeRR posts recruited.

The most recent Review of the Reserve Forces’ and Cadets’ Associations (RFCAs) was conducted in 2019 and published on 24 March 2020, being placed in the Library of the House. This robust and impartial Review acknowledged that a key strength of the RFCAs is their extensive volunteer membership. This membership brings with it a breadth of expertise and linkages, likely drawn from across both the local business and civic communities, that enable the RFCAs to perform their functions.

The Reserve Forces’ and Cadets’ Associations (RFCAs) provide a vital role in supporting Defence activity. Their future funding is assured as part of the Ministry of Defence’s Annual Budget Cycle processes. Financial information for the RFCAs can be found in the published Consolidated Financial Statements in their Annual Reports and Accounts, the latest three of which were placed in the Library of the House on 22 October 2024. These documents extend to Financial Year (FY) 2022-23 and can be found as Deposited Papers at the following website: https://depositedpapers.parliament.uk/depositedpaper/2286623/details.

The Government is proud of those who serve in our military bands. They not only support all year-round engagements but also serve secondary roles supporting defence. Armed Forces personnel who serve in military bands have a secondary specialisation in support of operations; for example those in the Army support deployed medicine; Naval personnel can form part of a medical team on board a casualty-receiving facility, and Royal Air Force Musicians are also trained in the Counter-CBRN (Chemical, Biological, Radioactive and Nuclear) role of establishing and running a Casualty Decontamination Area, a declared NATO capability.

The number and proportion of Royal Navy/Royal Marines (RN/RM) and Royal Air Force (RAF) Full-Time Trained Strength (FTTS) and Army Full-Time Trade Trained Strength (FTTTS) Personnel serving in Military Bands as at 1 April 2024 was:

Source: Analysis (Tri-Service)

In the most recent Financial Year (FY, 2023-24), expenditure on all band activity was as follows:

This information is not routinely recorded and could only be provided at disproportionate cost.

While the Armed Forces Commissioner will absorb the functions of the existing Service Complaints Ombudsman for the Armed Forces, the Bill does not make any substantive changes to the Service Complaints System. Families will not be able to access the Service Complaints system, which is specifically designed for serving personnel. The Bill focuses instead on the additional powers and functions the Commissioner will have to launch and report on investigations into general service welfare matters.

The Commissioner will be a direct point of contact for service families, providing a route for families to raise concerns on matters which could form the topic of a service welfare investigation. The financial implications of establishing and maintaining the office of the Armed Forces Commissioner, with their additional functions, are estimated to be within the range of £4.5 - £5.5m per year. This is only an initial estimate and represents a significant uplift on the annual running costs of the Service Complaints Ombudsman. The 2023 expenditure for the Service Complaints Ombudsman was in the region of £1.8m.