Written questions by Glindon.

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.

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 modelling has been undertaken on the future role of Surge staff and other flexible HMRC resources in light of potential Managed Service Provider expansion.

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.

Commonwealth and Development Affairs, what estimate she has made of the number of patient consultations that have been performed by UK-Med in Gaza as a result of UK aid funding.

The UK is providing £81 million of humanitarian and early recovery support as part of our £116 million programme for Palestine this financial year, including support for UK-Med. Funding to UK-Med has supported over a million patient consultations across Gaza but humanitarian partners are still reporting delays and restrictions in providing medical support, and denials of critical medical supplies. We continue to press Israel to open all crossings and lift restrictions preventing urgently needed medical supplies from reaching those in desperate need.

Food and Rural Affairs, with reference to her Department's consultation entitled Cage reform: proposed ban on keeping laying hens, pullets and breeder layers in cages, published on 12 January 2026, whether she has made an assessment of the potential impact of the proposals to ban all cage systems for laying hens, pullets and breeder layers on the level of imports of (a) eggs and (b) egg products from (i) EU and (ii) non-EU countries.

The Government has carried out an assessment and, as part of the recent consultation on laying hen cage reform, sought views on that assessment. The consultation also sought additional evidence on how the proposals will affect egg production costs and current levels of imports and exports. We are now analysing the consultation responses and will publish a formal response in due course. As set out in the UK’s trade strategy, the Government will always consider whether overseas produce has an unfair advantage. Where necessary, the Government will be prepared to use the full range of powers at the Government’s disposal to protect UK’s most sensitive sectors.

Food and Rural Affairs, with reference to her Department's consultation entitled Cage reform: proposed ban on keeping laying hens, pullets and breeder layers in cages, published on 12 January 2026, whether she has made an assessment of the potential merits of banning caged (a) eggs and (b) egg products from (i) EU and (ii) non-EU countries.

The Government has carried out an assessment and, as part of the recent consultation on laying hen cage reform, sought views on that assessment. The consultation also sought additional evidence on how the proposals will affect egg production costs and current levels of imports and exports. We are now analysing the consultation responses and will publish a formal response in due course. As set out in the UK’s trade strategy, the Government will always consider whether overseas produce has an unfair advantage. Where necessary, the Government will be prepared to use the full range of powers at the Government’s disposal to protect UK’s most sensitive sectors.

If she will publish her Department's (a) business case, (b) workforce plan, (c) equality impact assessment and (d) redundancy mitigation measures for the plans to close six offices.

My right hon. Friend, the Secretary of State for Education does not plan to publish the business case, workforce plan, equality impact assessment or redundancy mitigation measures for the department’s plans to close six offices. This is an internal business decision and does not impact the department’s remit, strategy or delivery plans, nor have any direct impact on the sector. As such, it is not appropriate for the department to comment on the plans externally.

What recent discussions he has had with Ofcom on the adequacy of internal investigations into (a) parcels and (b) replacement parcels that are determined missing by (i) Evri and (ii) other delivery companies.

I met senior officials from Ofcom on 17 December and again on 11 March.I am clear delivery companies must do more to meet the rightful expectations of customers.Ofcom has written to delivery operators to remind them of their obligations and is gathering evidence of compliance with applicable Consumer Protection Conditions.Under the Consumer Rights Act 2015, sellers are responsible for the delivery of goods bought online until they are in the consumer’s physical possession and is responsible if anything goes wrong with the consumer’s parcel, including goods delivered damaged or lost in transit, to liaise with the courier to find out what went wrong.

What the savings targets are for each directorate in her Department for (a) 2026-27, (b) 2027-28 and (c) 2028-29.

Each year, the department must make tough decisions to ensure every pound of taxpayers’ money is driving high and rising standards for our children, ensuring every child has the best start in life.The department considers priorities across the department to determine how best to allocate its available funding.A breakdown of the department’s funding for 2026/27 will be published in due course in the 2026/27 Main Estimate and in each subsequent year. This will be published on GOV.UK.The 2025/26 Main Estimate can be found at: https://www.gov.uk/government/publications/main-supply-estimates-2025-to-2026.

Whether she plans to publish plans for office closures within her Department.

As part of the department’s People Strategy and in line with the government's commitment to a more productive, agile and efficient civil service, the department has developed a long-term locations strategy. This includes closing six of our smaller sites and moving towards a focused 8-site model, with locations at Bristol, Cambridge, Coventry, Darlington, London, Manchester, Nottingham and Sheffield. My noble Friend, the Secretary of State for Education does not plan to publish plans for office closures. Our external communications are focused on the department's strategy, delivery and changes impacting the sector. This is an internal issue for the department.

If she will (a) complete a full skills audit of staff within her Department and (b) share that audit with trade unions.

The department supports 15 professions to which we encourage staff to align themselves, and we collect data monthly on the number of members of each. As part of the Government Skills Campus platform, which is currently in development, the department is exploring the most effective ways to capture the live skills of staff. The department will then seek to agree with trade unions an appropriate approach to sharing this data.

What the difference is between the proposed Public-Private Partnership model for Neighbourhood Health Centres and the Private Finance Initiative.

Public Private Partnership (PPP) is the umbrella term for various public-private partnerships. Private Finance Initiative is a specific, strict form of PPP.We are developing a new PPP model for neighbourhood health centres (NHCs) which is being led by the National Infrastructure and Service Transformation Authority (NISTA), and supported by the Department. NISTA and the Department will continue to work with the market to further develop the new PPP model for NHCs with further engagement later this year. The new model will build on lessons from the past, including the National Audit Office’s 2025 report on private finance and other models currently in use. To ensure they are managed transparently and are fiscally sustainable, any NHC PPP projects will be budgeted for as if they are on balance sheet.We are not bringing back PFI for the new PPP model for NHCs.

What steps his Department is taking to (a) monitor and (b) discourage potential increases in the number of ordinary unfair dismissals ahead of planned changes to dismissal rights on 1 January 2027.

The Government will undertake proportionate monitoring and evaluation of reforms implemented through the Employment Rights Act. To determine whether the policy has met its objectives, we will be monitoring its impacts and will undertake a proportionate review of this policy within 5 years following the policy taking effect.The Government will work to raise awareness among businesses and employers so that they can modify their dismissal practices before implementation. We will also be working closely with delivery partners such as Acas to ensure that employer guidance and support is adequately updated ahead of January 2027.

What assessment his Department has made of trends in the level of employers using ordinary unfair dismissals ahead of the extension of unfair dismissal rights on 1 January 2027.

The Government does not collect data on the level of ordinary unfair dismissals made by employers. The Government does publish data on the number of unfair dismissal claims awarded compensation at Employment Tribunal:2020/21: 4212021/22: 6332022/23: 7872023/24: 646Tribunals statistics quarterly: April to June 2024 - GOV.UKNote that from September 2022, the Employment Tribunal has moved to a new case management system (Reform ECM). Cases in the new system are not included in these statistics.

Whether he plans to have discussions with families impacted by sodium valproate on the design of a compensation scheme.

The Government is carefully considering the valuable work done by the Patient Safety Commissioner and the resulting Hughes Report. The report sets out options for redress for those harmed by sodium valproate and pelvic mesh and makes recommendations. Whilst no decision on providing a redress scheme has been made, the Government will make sure patient voices are a part of this work.

What recent discussions he has held with Cabinet Colleagues regarding funding for financial redress to people affected by sodium valproate.

The Government is carefully considering the valuable work done by the Patient Safety Commissioner and the resulting Hughes Report, which sets out options for redress for those harmed by sodium valproate and pelvic mesh.The Government recently responded to a statutory request by the Patient Safety Commissioner in which she requested information on Government advice, meetings, and progress regarding the Hughes Report and patient redress since October 2023. This response can be found on the Patient Safety Commissioner’s website. The Government’s response makes clear that work to consider the Hughes Report recommendations has been ongoing and includes cross-Government engagement.