Since Russia’s full-scale invasion, MOD Ministers and officials have maintained a continuous dialogue across government, the private sector, and with Ukrainian counterparts to enable UK industry to collaborate on and support Ukraine’s highest priorities.

The National Audit Office report in September 2024 on UK support to Ukraine recognised the speed, innovation and collaboration shown by MOD in equipping and supporting Ukraine. The changes we are making to our procurement rules are similarly increasing the speed of procurement for our own armed forces.

Our bilateral arrangements with Ukraine facilitate the exchange of battlefield technology, the co-development of cutting-edge military capability and the creation of new intellectual property, all of which will be reinforced by the UK defence business centre about to open in Kyiv to provide UK companies, particularly SMEs, greater access to Ukraine’s military challenges and Ukrainian industry.

The pace of technological innovation and development of uncrewed aerial systems means the threat is in a state of constant change. To keep pace with this rapid evolution of the threat, counter drone capability needs to focus on spiral development, flexibility and modularity, rather than on specific milestones for capability development. Within the UK, there is a thriving drones and autonomous systems ecosystem which enables our ability to meet the changing threat. There are a wide range of Electromagnetic Warfare capabilities in the current and planned force, across all domains. We do not release details of in service dates for individual capabilities and where it would compromise operational security to do.

The UK is committed to deepening its defence industrial partnership with Ukraine, including by helping Ukrainian defence technology companies engage with UK industry, innovation networks, and potential routes to production, especially where these align with UK capability priorities and national security requirements.

The Ministry of Defence works across Government, including with the Department for Business and Trade, Task Force Kindred, DASA, Dstl and UK Defence Innovation, to connect Ukrainian companies with UK commercial, research, testing, and investment pathways. They also highlight trade opportunities, engage with Ukrainian government, military, and industry stakeholders, and support the navigation of operating and compliance requirements. Officials have engaged with representatives of the UK/EU-Ukraine Defence Innovation Corridor and provided advice on how that early-stage proposal could align with existing UK-Ukraine defence innovation activity.

The Ministry of Defence has now placed a contract with Audere Group to deliver the Kyiv Business Centre. Initial operating capability is expected in summer 2026, with the Centre moving to full operating capability later in the year, aligned with wider UK-Ukraine defence industry engagement and subject to the prevailing security and operational environment.

The Centre will provide UK defence companies, particularly small and medium-sized enterprises, with access to secure working and meeting facilities in Kyiv, alongside support to understand Ukrainian requirements, identify opportunities, engage with Ukrainian government, military and industry stakeholders, and navigate local operating and compliance requirements.

Access will be managed through the delivery partner in coordination with the Ministry of Defence, and wider UK Government networks. The Department will communicate further details to industry as the Centre reaches initial operating capability, including through targeted engagement with UK companies and trade bodies, to ensure that SMEs are aware of the offer and able to participate on a fair and transparent basis.

The Ministry of Defence continues to identify and exploit defence and industrial collaboration opportunities with Ukraine. Under our 100-Year Partnership, we are establishing stronger and closer defence cooperation both on a governmental and industrial basis.

Through Programme LYRA, launched by the Prime Minister and President Zelenskyy in June 2025, we have facilitated co-production arrangements, including the development of new, shared, intellectual property and cutting-edge capability. The recent update to Ukraine's export control regime, earlier this month is welcomed.

Under our 100-Year Partnership we will build an enduring alliance between our two countries and deliver maximum benefit for both the UK and Ukraine's long-term security and prosperity.

Project OCTOPUS is our first collaborative capability project with Ukraine under Programme LYRA, which the Prime Minister and President Zelenskyy launched last June. Programme LYRA enables the bilateral exchange of battlefield technology and intellectual property between the UK and Ukraine, under which we will continue to collaborate with our Ukrainian partners to identify the most beneficial projects which support Ukraine's fight and stimulate industrial partnerships of mutual benefit.

The Government does not determine which technology police forces procure or deploy. This is a matter for operationally independent Chief Constables, held accountable by directly elected Police and Crime Commissioners.

The Home Office does recognise the importance of better linking data across multiple systems and using technology to ensure improved operational outcomes. In the recent Government White Paper From Local to National: A New Model for Policing, published in January, we set out our ambitious plans for police reform. This includes launching a new National Data Integration and Exploitation Service and a new National Centre for AI in Policing (“PoliceAI”) which is investing £115 million over the next 3 years.

The Government has been working with the National Police Chiefs’ Council to produce a system which will provide forces with automated intelligence alerts from the Police National Database (PND) on individuals working in policing. The Home Office has provided £1.5m for a proof of concept and an additional approximately £2m towards development of a pilot for this work, known as ‘Continuous Integrity Screening’, which some forces are planning to run before the end of this year. The Independent Office for Police Conduct (IOPC) is also considering how it may apply AI and automation capability in its processes’

In addition, the Government provides ongoing funding to the National Police Wellbeing Service to provide support to forces and individuals, including a National Police Workforce and Wellbeing Survey. This provides evidence-based insights into wellbeing, helping forces identify patterns in welfare issues and broader organisational risks, benchmark against national findings, and inform targeted wellbeing interventions. On top of ongoing funding, the Government is providing additional funding of £2.4m this year to the National Police Wellbeing Service to increase support to forces as set out in the Police Reform White Paper, including measures to help monitor and prevent welfare issues.

The Government does not determine which technology police forces procure or deploy. This is a matter for operationally independent Chief Constables, held accountable by directly elected Police and Crime Commissioners.

The Home Office does recognise the importance of better linking data across multiple systems and using technology to ensure improved operational outcomes. In the recent Government White Paper From Local to National: A New Model for Policing, published in January, we set out our ambitious plans for police reform. This includes launching a new National Data Integration and Exploitation Service and a new National Centre for AI in Policing (“PoliceAI”) which is investing £115 million over the next 3 years.

The Government has been working with the National Police Chiefs’ Council to produce a system which will provide forces with automated intelligence alerts from the Police National Database (PND) on individuals working in policing. The Home Office has provided £1.5m for a proof of concept and an additional approximately £2m towards development of a pilot for this work, known as ‘Continuous Integrity Screening’, which some forces are planning to run before the end of this year. The Independent Office for Police Conduct (IOPC) is also considering how it may apply AI and automation capability in its processes’

In addition, the Government provides ongoing funding to the National Police Wellbeing Service to provide support to forces and individuals, including a National Police Workforce and Wellbeing Survey. This provides evidence-based insights into wellbeing, helping forces identify patterns in welfare issues and broader organisational risks, benchmark against national findings, and inform targeted wellbeing interventions. On top of ongoing funding, the Government is providing additional funding of £2.4m this year to the National Police Wellbeing Service to increase support to forces as set out in the Police Reform White Paper, including measures to help monitor and prevent welfare issues.

The Government does not determine which technology police forces procure or deploy. This is a matter for operationally independent Chief Constables, held accountable by directly elected Police and Crime Commissioners.

The Home Office does recognise the importance of better linking data across multiple systems and using technology to ensure improved operational outcomes. In the recent Government White Paper From Local to National: A New Model for Policing, published in January, we set out our ambitious plans for police reform. This includes launching a new National Data Integration and Exploitation Service and a new National Centre for AI in Policing (“PoliceAI”) which is investing £115 million over the next 3 years.

The Government has been working with the National Police Chiefs’ Council to produce a system which will provide forces with automated intelligence alerts from the Police National Database (PND) on individuals working in policing. The Home Office has provided £1.5m for a proof of concept and an additional approximately £2m towards development of a pilot for this work, known as ‘Continuous Integrity Screening’, which some forces are planning to run before the end of this year. The Independent Office for Police Conduct (IOPC) is also considering how it may apply AI and automation capability in its processes’

In addition, the Government provides ongoing funding to the National Police Wellbeing Service to provide support to forces and individuals, including a National Police Workforce and Wellbeing Survey. This provides evidence-based insights into wellbeing, helping forces identify patterns in welfare issues and broader organisational risks, benchmark against national findings, and inform targeted wellbeing interventions. On top of ongoing funding, the Government is providing additional funding of £2.4m this year to the National Police Wellbeing Service to increase support to forces as set out in the Police Reform White Paper, including measures to help monitor and prevent welfare issues.

In England & Wales, the Independent Office for Police Conduct (IOPC) has the authority to investigate the most serious complaints and conduct matters in connection with the enforcement activities of HMRC. The statutory requirement for HMRC to refer such matters and oversight from the IOPC is governed by the Revenue and Customs (Complaints and Misconduct) Regulations 2010.

In Scotland, there is similar oversight of alleged criminal conduct by a HMRC officer under agreement with the Crown Office and Procurator Fiscal Service. This includes the requirement to refer certain serious allegations to the Police Investigations & Review Commissioner who carry out a similar oversight role in Scotland.

In Northern Ireland HMRC is seeking oversight of HMRC enforcement activities from the Police Ombudsman for Northern Ireland following enabling legislation that was secured in March 2026.

Evidence gathering within HMRC criminal investigations is subject to strict legal and procedural requirements as set out in legislation and related Codes of Practice and is in line with the standards expected across the Criminal Justice System.

Decisions to instigate criminal proceedings are made by an independent prosecuting authority following an assessment of the evidential sufficiency in the case.

HMRC's forensic activities are undertaken in accordance with relevant legislation, the Criminal Procedure Rules and the principles of the Forensic Science Regulator's Code of Practice. Accredited forensic activities meet the relevant requirements, including ISO/IEC 17025. For forensic activities pending accreditation, appropriate mitigations, quality controls and documented procedures are in place to ensure the work is carried out to the same forensic standards and remains auditable, reproducible and capable of independent review.

HMRC keeps its procedures and controls under regular review to ensure legal compliance and best practice. Amendments and updates will be applied following internal assurance activity conducted to ensure HMRC delivers to a constant standard. Changes may also be made following case feedback from either the Tax Tribunal or Criminal Courts.

The use of criminal powers by HMRC is routinely subject to external scrutiny. The HMRC's criminal investigation powers and safeguards at 2.2 Oversight of communication data powers and 2.3 External safeguards on the use of HMRC’s criminal investigation powers set out this external oversight.

Evidence gathering within HMRC criminal investigations is subject to strict legal and procedural requirements as set out in legislation and related Codes of Practice and is in line with the standards expected across the Criminal Justice System.

Decisions to instigate criminal proceedings are made by an independent prosecuting authority following an assessment of the evidential sufficiency in the case.

HMRC's forensic activities are undertaken in accordance with relevant legislation, the Criminal Procedure Rules and the principles of the Forensic Science Regulator's Code of Practice. Accredited forensic activities meet the relevant requirements, including ISO/IEC 17025. For forensic activities pending accreditation, appropriate mitigations, quality controls and documented procedures are in place to ensure the work is carried out to the same forensic standards and remains auditable, reproducible and capable of independent review.

HMRC keeps its procedures and controls under regular review to ensure legal compliance and best practice. Amendments and updates will be applied following internal assurance activity conducted to ensure HMRC delivers to a constant standard. Changes may also be made following case feedback from either the Tax Tribunal or Criminal Courts.

The use of criminal powers by HMRC is routinely subject to external scrutiny. The HMRC's criminal investigation powers and safeguards at 2.2 Oversight of communication data powers and 2.3 External safeguards on the use of HMRC’s criminal investigation powers set out this external oversight.

Last November, we announced the most significant reforms to the asylum system in a generation, and on 30 June introduced the Immigration and Asylum Bill to deliver them.

We are already backing these reforms with action: by December 2025, returns had increased by 27% and illegal working visits by 77% compared with the previous 18 months, while small boat arrivals are down 40% in 2026.

Current powers and procedures including ‘Sarah’s Law’ allow both proactive and application-based disclosures of relevant information where this is necessary to protect a child, regardless of the recipient’s relationship to that child.

Any disclosure must be within the existing legal framework and have due regard to the established case law, the Human Rights Act 1998, and the UK General Data Protection Regulation and Part 3 of the Data Protection Act 2018.

To better inform where disclosure is necessary, the Children’s Wellbeing and Schools’ Act’s Information Sharing Duty and the Crime and Policing Act’s Child Cruelty Register will improve the identification of risk and the visibility of individuals who may pose a risk to children, helping agencies determine when disclosure is necessary to safeguard a child.

The government recognises the importance of timely risk disclosure and has assessed that the benefits of a dedicated risk disclosure mechanism can be achieved through existing legislation that enables disclosure to protect children, particularly the Crime and Policing Act, which places Sarah's Law on statutory footing.

Current powers and procedures including ‘Sarah’s Law’ allow both proactive and application-based disclosures of relevant information where this is necessary to protect a child, regardless of the recipient’s relationship to that child.

Any disclosure must be within the existing legal framework and have due regard to the established case law, the Human Rights Act 1998, and the UK General Data Protection Regulation and Part 3 of the Data Protection Act 2018.

To better inform where disclosure is necessary, the Children’s Wellbeing and Schools’ Act’s Information Sharing Duty and the Crime and Policing Act’s Child Cruelty Register will improve the identification of risk and the visibility of individuals who may pose a risk to children, helping agencies determine when disclosure is necessary to safeguard a child.

The government recognises the importance of timely risk disclosure and has assessed that the benefits of a dedicated risk disclosure mechanism can be achieved through existing legislation that enables disclosure to protect children, particularly the Crime and Policing Act, which places Sarah's Law on statutory footing.

The department does not prescribe the use of lead generators for the further education (FE) and skills sector and has not made a specific assessment of the utility of lead generators within the training sector.

Training providers are responsible for marketing their provision and attracting learners. The use of lead-generation services is a commercial decision for individual providers and forms part of the operation of the wider training market.

The department maintains oversight of the FE and skills sector through its published oversight arrangements with a focus on ensuring that publicly funded training delivers high-quality outcomes for learners and employers. Providers delivering department-funded provision are required to comply with the relevant funding rules and contractual requirements. Outcomes are measured through a range of established performance indicators. Provider performance is monitored through assurance and performance-management arrangements, and the department takes action where providers fail to meet the required standards or contractual expectations.

The Government has announced its intention to redefine social value in central government procurement, to put community impact at the heart of public procurement decisions. This will help to ensure public expenditure directly targets the creation of local jobs, skills, apprenticeships, and regional opportunities for growth.

We are working with a range of stakeholders to develop this definition and will publish it shortly.