Every parliamentary written question tabled by Mary Glindon this session, with the full answer and department. See how every department answers, or back to the MP page.
Showing 41–60 of 347 · this parliament
What steps he is taking to increase the proportion of patients receiving treatment within 18 weeks of referral.
The Government is committed to returning by March 2029 to the National Health Service constitutional standard that 92% of patients wait no longer than 18 weeks from referral to consultant-led treatment (RTT).As a first step in achieving this, we have deli...
Media and Sport, what assessment her Department has made of the potential effect of gambling impact assessments on the licensing of gambling premises by local authorities.
Gambling Impact Assessments (GIAs) have now been introduced in the English Devolution and Community Empowerment Act. GIAs are yet to come into force, however, the Government is preparing for their introduction and working closely with the Gambling Commiss...
What assessment he has made of the role low-carbon hydrogen could play in supporting (a) energy security and (b) industrial competitiveness in the next decade.
Hydrogen presents significant growth and economic opportunities across the UK, with the potential to enhance our energy security and provide significant value to the power system by providing a secure supply of home grown electricity during extended periods of low renewables output. Low-carbon hydrogen can strengthen UK industrial competitiveness, attract investment and help safeguard and create skilled jobs, while also accelerating industrial decarbonisation in the long-term. In particular, it will play a focused but important role in decarbonising hard-to-electrify industries, like being used as a feedstock in chemicals and refining, and as a fuel for processes that require high-temperature heat and a direct-flame such as in glass and ceramics manufacturing.
What steps his Department is taking to ensure that hydrogen projects supported by Government policy maximise UK supply chain participation and support domestic manufacturing and jobs.
As set out in the Clean Energy Industries Sector Plan, the Government is committed to building UK manufacturing capacity and jobs. This commitment is demonstrated by the £86.5m proposed package to support ITM Power’s 1GW electrolyser manufacturing expansion in Sheffield, expected to support over 400 jobs, alongside wider support available to UK manufacturers from the public finance institutions, including Great British Energy’s £1 billion Supply Chain Fund. We welcome the hydrogen industry’s voluntary commitment to 50% local content and are exploring how future hydrogen allocation rounds can further support UK supply chains, including through a planned call for evidence.
What assessment he has made of the potential impact of the time taken to publish the UK Hydrogen Strategy on the delivery timelines of Hydrogen Allocation Round 2 projects, including those in Newcastle upon Tyne East and Wallsend constituency.
Delays to the renewed Hydrogen Strategy, to Hydrogen Allocation Round 2, and to other decisions have been frustrating. We understand that many projects are at critical stages, and that certainty is very important to help businesses plan and manage resourcing and expectations of third parties. We are working hard across government to start the Invite to Offer stage of HAR2 as soon as possible and will be in touch with projects when this commences. We are committed to announcing successful HAR2 projects in 2026.
Whether he has made an assessment of the potential merits of progressing Hydrogen Allocation Round 2 ahead of the publication of the forthcoming refreshed UK Hydrogen Strategy.
We are working hard across government to start the Invite to Offer stage of HAR2 as soon as possible and will be in touch with projects when this commences. We are committed to announcing successful HAR2 projects in 2026. Hydrogen Allocation Round 1 (HAR1) projects are now moving through to the final investment decision, construction and operation phases, with the first project expected to begin commercial operations soon. HAR1 is expected to unlock around £400 million of private investment and create over 600 direct jobs.
What assessment he has made of the potential impact of the time taken for hydrogen policy decisions on levels of private sector investment in UK hydrogen projects being redirected to international competitors.
We have established a world leading funding, policy and regulatory environment for investment into the hydrogen sector. Through funding for policies like the Hydrogen Production Business Model (HPBM), the government continues to support the rollout of hydrogen production to meet demand across sectors requiring hydrogen to decarbonise. We plan to publish a renewed Hydrogen Strategy, alongside a package of other policy documents, as soon as possible this year. We are actively exploring all options for how we can provide the clarity that industry needs to make progress on delivering hydrogen projects in the UK.
What recent progress his Department has made on negotiating the Community Pharmacy Contractual Framework for 2026/27.
In 2025/26, funding for the core community pharmacy contractual framework was increased to £3.1 billion. This represented the largest uplift in funding of any part of the National Health Service at the time, over 19% across 2024/25 and 2025/26.The Department’s consultation with Community Pharmacy England on any proposed changes to reimbursement and remuneration of pharmacy contractors for 2026/27 began on 25 February. We will provide an update once this consultation has concluded.
Commonwealth and Development Affairs, what representations she has made to her Israeli counterpart on the demolition of towns and villages in southern Lebanon.
I refer the Hon Member to the joint statement on the conflict in Lebanon issued on 14 April by the Foreign Secretary and eighteen of her international counterparts, which can be seen at the link below, as well as the Foreign Secretary's statement on 17 April welcoming the announcement of a ceasefire in Lebanon: https://www.gov.uk/government/news/lebanon-joint-foreign-ministers-statement-14-april-2026.
What recent progress his Department has made on implementing a joint process between NICE and the MHRA for the licensing and appraisal of medicines; and whether the licensing and appraisal of the BREAKWATER treatment protocol for patients with BRAF-mutated bowel cancer will follow this pathway.
The National Health Service in England is legally required to fund medicines in line with National Institute for Health and Care Excellence’s (NICE) recommendations. Current treatment options for BRAF-mutated colorectal cancer depend on the stage of the disease and previous treatments. Several medicines for the treatment of colorectal cancer have been recommended by NICE. NICE has also recommended encorafenib in combination with cetuximab as an option for treating BRAF V600E mutation-positive metastatic colorectal cancer after previous systemic treatment.The BREAKWATER study is investigating encorafenib, a BRAF inhibitor, in combination with cetuximab and fluorouracil-based chemotherapy for the potential treatment of colorectal cancer. This regimen does not currently have a United Kingdom marketing authorisation for use in the treatment of previously untreated BRAF V600E mutation positive metastatic colorectal cancer. NICE has prioritised an appraisal of encorafenib for this indication in anticipation of it being granted a UK marketing authorisation and will schedule the appraisal so that guidance can be published as close as possible to the expected licensing date. The joint licensing and health technology appraisal pathway was launched on 1 April. It is not possible at this stage to confirm whether the appraisal will follow the joint pathway. Further information on the appraisal’s status is publicly available on NICE’s website, at the following link:https://www.nice.org.uk/guidance/awaiting-development/gid-ta11961The clinical trial was assessed and approved in the UK and is currently active, with further information available at the following link:https://clinicaltrials.gov/study/NCT04607421?term=BREAKWATER&viewType=Card&rank=1Department officials regularly discuss a range of topics with colleagues in the Medicines and Healthcare products Regulatory Agency and NICE.
What discussions his Department has had with (a) the MHRA and (B) NICE regarding the BREAKWATER treatment protocol for patients with BRAF‑mutated bowel cancer.
The National Health Service in England is legally required to fund medicines in line with National Institute for Health and Care Excellence’s (NICE) recommendations. Current treatment options for BRAF-mutated colorectal cancer depend on the stage of the disease and previous treatments. Several medicines for the treatment of colorectal cancer have been recommended by NICE. NICE has also recommended encorafenib in combination with cetuximab as an option for treating BRAF V600E mutation-positive metastatic colorectal cancer after previous systemic treatment.The BREAKWATER study is investigating encorafenib, a BRAF inhibitor, in combination with cetuximab and fluorouracil-based chemotherapy for the potential treatment of colorectal cancer. This regimen does not currently have a United Kingdom marketing authorisation for use in the treatment of previously untreated BRAF V600E mutation positive metastatic colorectal cancer. NICE has prioritised an appraisal of encorafenib for this indication in anticipation of it being granted a UK marketing authorisation and will schedule the appraisal so that guidance can be published as close as possible to the expected licensing date. The joint licensing and health technology appraisal pathway was launched on 1 April. It is not possible at this stage to confirm whether the appraisal will follow the joint pathway. Further information on the appraisal’s status is publicly available on NICE’s website, at the following link:https://www.nice.org.uk/guidance/awaiting-development/gid-ta11961The clinical trial was assessed and approved in the UK and is currently active, with further information available at the following link:https://clinicaltrials.gov/study/NCT04607421?term=BREAKWATER&viewType=Card&rank=1Department officials regularly discuss a range of topics with colleagues in the Medicines and Healthcare products Regulatory Agency and NICE.
What assessment he has made of the adequacy of access to treatment for patients with BRAF-mutated bowel cancer in (a) England and (b) Northern Ireland.
The National Health Service in England is legally required to fund medicines in line with National Institute for Health and Care Excellence’s (NICE) recommendations. Current treatment options for BRAF-mutated colorectal cancer depend on the stage of the disease and previous treatments. Several medicines for the treatment of colorectal cancer have been recommended by NICE. NICE has also recommended encorafenib in combination with cetuximab as an option for treating BRAF V600E mutation-positive metastatic colorectal cancer after previous systemic treatment.The BREAKWATER study is investigating encorafenib, a BRAF inhibitor, in combination with cetuximab and fluorouracil-based chemotherapy for the potential treatment of colorectal cancer. This regimen does not currently have a United Kingdom marketing authorisation for use in the treatment of previously untreated BRAF V600E mutation positive metastatic colorectal cancer. NICE has prioritised an appraisal of encorafenib for this indication in anticipation of it being granted a UK marketing authorisation and will schedule the appraisal so that guidance can be published as close as possible to the expected licensing date. The joint licensing and health technology appraisal pathway was launched on 1 April. It is not possible at this stage to confirm whether the appraisal will follow the joint pathway. Further information on the appraisal’s status is publicly available on NICE’s website, at the following link:https://www.nice.org.uk/guidance/awaiting-development/gid-ta11961The clinical trial was assessed and approved in the UK and is currently active, with further information available at the following link:https://clinicaltrials.gov/study/NCT04607421?term=BREAKWATER&viewType=Card&rank=1Department officials regularly discuss a range of topics with colleagues in the Medicines and Healthcare products Regulatory Agency and NICE.
What recent discussions his Department has had with Prisoner Escort and Custody Services contractors who have escorted prisoners to court late and were attributable to trials being delayed.
HMPPS holds regular contract management boards and strategic partnership boards with Prisoner Escort and Custody Services (PECS) suppliers to review performance, including any instances where late arrival at court has been attributed to supplier actions. These discussions are informed by assured Court Exception Report data from courts and focus on identifying root causes, agreeing corrective actions and applying contractual levers where appropriate. To strengthen system wide oversight, a Prisoner Delivery Oversight Board has been established, chaired by Lord Timpson and Minister Sackman, with representation from key Criminal Justice System partners, and will meet quarterly. Evidence from recent performance reporting shows consistent levels of PECS Supplier delivery to court, with supplier attributable delays remaining low relative to overall court production volumes. In 2025, overall criminal justice system delivery to court was on time in 98.19% of cases; PECS suppliers met contractual expectations by delivering prisoners to court on time in 99.91% of cases. PECS supplier attributable delays represent a small proportion of overall court delays, which are approximately 8% as a whole. The Department continually assesses the effectiveness of service credits within PECS contracts as part of its performance management framework. Service credits are applied where outcomes fall below contractual standards and act as an incentive to maintain high levels of punctuality and operational performance. Where performance concerns arise, service credits are accompanied by improvement plans and closer operational scrutiny to drive sustained improvement rather than relying on financial levers alone.
What assessment he has made of the potential impact of service credits in contractual arrangements with Prisoner Escort and Custody Services suppliers on the punctuality of prisoner arrivals in court.
HMPPS holds regular contract management boards and strategic partnership boards with Prisoner Escort and Custody Services (PECS) suppliers to review performance, including any instances where late arrival at court has been attributed to supplier actions. These discussions are informed by assured Court Exception Report data from courts and focus on identifying root causes, agreeing corrective actions and applying contractual levers where appropriate. To strengthen system wide oversight, a Prisoner Delivery Oversight Board has been established, chaired by Lord Timpson and Minister Sackman, with representation from key Criminal Justice System partners, and will meet quarterly. Evidence from recent performance reporting shows consistent levels of PECS Supplier delivery to court, with supplier attributable delays remaining low relative to overall court production volumes. In 2025, overall criminal justice system delivery to court was on time in 98.19% of cases; PECS suppliers met contractual expectations by delivering prisoners to court on time in 99.91% of cases. PECS supplier attributable delays represent a small proportion of overall court delays, which are approximately 8% as a whole. The Department continually assesses the effectiveness of service credits within PECS contracts as part of its performance management framework. Service credits are applied where outcomes fall below contractual standards and act as an incentive to maintain high levels of punctuality and operational performance. Where performance concerns arise, service credits are accompanied by improvement plans and closer operational scrutiny to drive sustained improvement rather than relying on financial levers alone.
Whether his Department has made an assessment of the potential merits of capping the strength of nicotine pouches to 20 milligrams of nicotine per pouch.
Nicotine pouches are highly addictive and we have a duty to protect children and young people from potential harms.Unlike vapes, there are no legally established nicotine limits for pouches, with strengths ranging from two milligram to 50 milligram or more per pouch.This is why the Tobacco and Vapes Bill includes powers to regulate the packaging, flavours, and product standards of all vapes and nicotine products, including nicotine pouches. The bill will also introduce age of sale restrictions to 18 years old for nicotine pouches and will ban their advertising and sponsorship.We ran a call for evidence on nicotine limits, amongst other tobacco and vaping issues, at the end of last year. We plan to consult on future regulatory plans in due course.
Innovation and Technology, what steps her Department is taking to ensure that adults who do not possess photo ID are able to verify their age online.
In its guidance for services, Ofcom listed several kinds of age assurance in addition to photo-ID matching, including facial age estimation, open banking and digital identity services. These can be highly effective at determining whether or not a user is a child.The Online Safety Act is clear that age assurance should work effectively for all users regardless of their characteristics or whether they are members of a certain group.Ofcom are set to publish a report on the effectiveness of age assurance by July 2026, which will broaden our evidence base and inform any future policy options on this issue
Whether HMRC intends for the Managed Service Provider to remain limited to peak demand cover or to become a permanent component of Customer Services Group resourcing, and if she will make a statement.
Customer demand for HMRC services can fluctuate significantly, both seasonally and in response to external events. HMRC uses Managed Service Providers (MSPs) to provide additional, flexible capacity to help manage these types of variations and support performance on customer helplines. Incorporating MSPs into the overall resourcing mix helps HMRC maintain customer service standards, while retaining expertise within its workforce. The current staff provided by MSPs represent additional capacity for 2025/26. The proportion of frontline customer contact work delivered by MSP staff is small compared to the proportion of work handled by HMRC staff. No HMRC staff will be made redundant as a result of this initiative. HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. HMRC are not privatising their services and there are no plans to outsource customer contact services beyond this limited contract for additional capacity in 2025/26. HMRC intends the expertise behind customer support to remain within HMRC. HMRC will continue to use a range of resourcing models, including Surge, alongside the use of MSPs, to meet variable customer demand. With a complex mix of transformation, resourcing models and impacts from external events it is difficult to attribute work to single things or make statements about permanent approaches. Future workforce decisions will be taken through normal business planning and Spending Review processes. HMRC are currently in an initial approximately 18 month ‘proof of value’ phase using existing Government contracts. Whilst HMRC sees MSPs as part of its resourcing mix going forward, a joint HMRC and PCS evaluation will take place to inform future use, beyond the next 12 months.
Whether HMRC can confirm that Managed Staffing Provider staffing represents additional capacity rather than a substitution for civil service roles.
Customer demand for HMRC services can fluctuate significantly, both seasonally and in response to external events. HMRC uses Managed Service Providers (MSPs) to provide additional, flexible capacity to help manage these types of variations and support performance on customer helplines. Incorporating MSPs into the overall resourcing mix helps HMRC maintain customer service standards, while retaining expertise within its workforce. The current staff provided by MSPs represent additional capacity for 2025/26. The proportion of frontline customer contact work delivered by MSP staff is small compared to the proportion of work handled by HMRC staff. No HMRC staff will be made redundant as a result of this initiative. HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. HMRC are not privatising their services and there are no plans to outsource customer contact services beyond this limited contract for additional capacity in 2025/26. HMRC intends the expertise behind customer support to remain within HMRC. HMRC will continue to use a range of resourcing models, including Surge, alongside the use of MSPs, to meet variable customer demand. With a complex mix of transformation, resourcing models and impacts from external events it is difficult to attribute work to single things or make statements about permanent approaches. Future workforce decisions will be taken through normal business planning and Spending Review processes. HMRC are currently in an initial approximately 18 month ‘proof of value’ phase using existing Government contracts. Whilst HMRC sees MSPs as part of its resourcing mix going forward, a joint HMRC and PCS evaluation will take place to inform future use, beyond the next 12 months.
What proportion of frontline customer contact work HMRC expects to be delivered by Managed Staff Provider staff versus directly employed civil servants over (a) the next 12 months and (b) the duration of the Comprehensive Spending Review, and if she will make a statement.
Customer demand for HMRC services can fluctuate significantly, both seasonally and in response to external events. HMRC uses Managed Service Providers (MSPs) to provide additional, flexible capacity to help manage these types of variations and support performance on customer helplines. Incorporating MSPs into the overall resourcing mix helps HMRC maintain customer service standards, while retaining expertise within its workforce. The current staff provided by MSPs represent additional capacity for 2025/26. The proportion of frontline customer contact work delivered by MSP staff is small compared to the proportion of work handled by HMRC staff. No HMRC staff will be made redundant as a result of this initiative. HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. HMRC are not privatising their services and there are no plans to outsource customer contact services beyond this limited contract for additional capacity in 2025/26. HMRC intends the expertise behind customer support to remain within HMRC. HMRC will continue to use a range of resourcing models, including Surge, alongside the use of MSPs, to meet variable customer demand. With a complex mix of transformation, resourcing models and impacts from external events it is difficult to attribute work to single things or make statements about permanent approaches. Future workforce decisions will be taken through normal business planning and Spending Review processes. HMRC are currently in an initial approximately 18 month ‘proof of value’ phase using existing Government contracts. Whilst HMRC sees MSPs as part of its resourcing mix going forward, a joint HMRC and PCS evaluation will take place to inform future use, beyond the next 12 months.
Whether HMRC anticipates a reduction in the use or recruitment of Surge staff as MSP staffing increases.
Customer demand for HMRC services can fluctuate significantly, both seasonally and in response to external events. HMRC uses Managed Service Providers (MSPs) to provide additional, flexible capacity to help manage these types of variations and support performance on customer helplines. Incorporating MSPs into the overall resourcing mix helps HMRC maintain customer service standards, while retaining expertise within its workforce. The current staff provided by MSPs represent additional capacity for 2025/26. The proportion of frontline customer contact work delivered by MSP staff is small compared to the proportion of work handled by HMRC staff. No HMRC staff will be made redundant as a result of this initiative. HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. HMRC are not privatising their services and there are no plans to outsource customer contact services beyond this limited contract for additional capacity in 2025/26. HMRC intends the expertise behind customer support to remain within HMRC. HMRC will continue to use a range of resourcing models, including Surge, alongside the use of MSPs, to meet variable customer demand. With a complex mix of transformation, resourcing models and impacts from external events it is difficult to attribute work to single things or make statements about permanent approaches. Future workforce decisions will be taken through normal business planning and Spending Review processes. HMRC are currently in an initial approximately 18 month ‘proof of value’ phase using existing Government contracts. Whilst HMRC sees MSPs as part of its resourcing mix going forward, a joint HMRC and PCS evaluation will take place to inform future use, beyond the next 12 months.