Ministry of Justice

The Government recognises the sensitivities surrounding burial grounds linked to former psychiatric institutions, including Horton Cemetery, and is committed to upholding the dignity of these sites and the memory of those interred within them.

The Law Commission is currently reviewing burial legislation, including the legal framework for the management of burial grounds, as part of its Burial, Cremation and New Funerary Methods project (Burial, cremation, and new funerary methods – Law Commission).

The project includes an assessment of the existing legal safeguards for burial and disinterment, the options for improved regulation and oversight of burial sites taking into account their nature and context, and potential reforms to ensure appropriate protection for private burial grounds.

The Government welcomes the Law Commission’s consideration of these issues and will respond in due course to its report, which is expected to be published in early 2026.

The Ministry of Justice will be investing £550 million in victim support services over the next three years – the biggest investment in these services to date.

We are introducing a package of legislative measures to improve victims’ experiences and stop practitioners and juries relying on so-called myths and misconceptions in court.

The Ministry of Justice annual report and accounts include information on the average number of working lost across the Department including its executive agencies. The report is available here with the relevant information on page 141 - Ministry of Justice annual report and accounts: 2024 to 2025 - GOV.UK.

The Ministry of Justice does not issue performance warnings to employees whose sickness absence exceeds departmental trigger points. Under the supporting attendance policy, sickness absence is managed through a separate attendance management process.

The Ministry of Justice operates a continuous performance management approach based on a rolling cycle of regular performance conversations between line managers and staff members. As such, the Department does not hold the data requested.

Number and Rate of Promotions for Ministry of Justice (excluding HMPPS) employees by Grade between 1 April 2024 and 31 March 2025

Caveats

Data on the number and proportion of promotions in HMPPS by grade for 24/25 can be found in the HM Prison & Probation Service Staff Equalities Report: 2024-2025 in Table 4b.

HM Prison & Probation Service Staff Equalities Report: 2024-2025 - GOV.UK

It is not possible to provide the requested data on ‘in-grade promotion’ as this definition does not exist within the Department.

It is not possible to provide the data requested broken down by performance marking because the Ministry of Justice uses a rolling cycle of regular performance management conversations – there is no set reporting year or end of year markings. Since 2019, the flexible Performance Management Framework in the Civil Service has enabled Departments to adopt a Performance Management approach to best suit their organisational and cultural needs. There is no common performance rating across Government, and there is no common definition of ‘performance year’.

For the last financial year, the total cost to the Ministry of Justice of payments associated with settlement agreements is set out in Annual Report and Accounts. Where relevant, this includes special severance payments that have associated settlement agreements.

The Ministry of Justice holds all staff to high standards of professional conduct. Where behaviour falls short of those standards, appropriate action is taken in line with established policies and procedures.

Number of Conduct and Discipline cases in the Ministry of Justice broken down by agency and outcome (1st April 2024 to 31st March 2025)

The central ePM case management system cannot identify the main allegation in a case or distinguish whether each allegation concerns performance or conduct. Its categorisation structure does not allow disciplinary data to be separated into conduct versus performance cases. Additionally, poor performance issues are handled through a separate policy and system, which is not included in the disciplinary case data.

Caveats

1. The above table is created from Conduct and Discipline records held in the ePM case management system. This only includes formal disciplinary actions and will exclude any local disciplinary actions taken.

2. Due to differences in the data matching processes, very slightly different methodologies have been used to calculate the figures for HMPPS compared to the non-HMPPS agencies.

3. This information only includes cases that concluded between 1st April 2024 and 31st March 2025 where the case had a known and recorded outcome and where the agency of the individual could be determined.

4. Cases can have multiple outcomes, and therefore the highest level penalty has been used to determine the outcome in the table. If the outcome was appealed, the outcome of the appeal has been taken as the final outcome of the case. The 'Dismissal' category includes summary dismissals and 'Any other penalty' includes both disciplinary action and financial penalties.

5. Within the centrally held ePM case management system, it is not possible to determine the primary allegation made against the individual or whether each allegation is specifically related to performance or conduct.

6. This data is based on the latest information available as at the end of June 2025. Further data regarding the 2024 - 2025 financial year may be received in future data provisions and therefore these figures may be subject to change.

7. For some cases, information is incomplete and we have conducted data cleaning to improve data quality where possible. We are in the process of improving the ePM data pipeline. Figures may change slightly in the future as data quality improves.

~ denotes values of 2 or fewer, suppressed for reasons of data protection, or values suppressed for reasons of secondary suppression to prevent disclosure in cases where totals would reveal suppressed values

8. The case categorisations on the system does not allow the breakdown of figures into conduct and performance groups. There is a separate poor performance policy and case management system which is separate to the disciplinary cases presented in the table

The Ministry of Justice makes information on its direct ministerial appointments available in line with Cabinet Office guidance on transparency. This information is available on GOV.UK and kept under review to ensure it is up to date.

Releases in error are never acceptable, and we are bearing down on those errors that do occur.

On 11 November, the Deputy Prime Minister announced a five-point action plan. This includes strengthening prison release checks, investment in new technology, and an independent review, which will report its recommendations in spring next year.

We provide a range of rehabilitative interventions for prisoners, including education, employment and substance misuse support.

In 93 prisons, we have established dedicated in-prison roles to strengthen educational opportunities and prepare prisoners for work on release.

We have Incentivised Substance Free Living units in 85 prisons, supporting engagement with treatment in custody.

The latest published workforce statistics for HM Prison & Probation Service cover the period up to 30 September 2025 and contain figures for the last five years for working days lost, average staff and average working days lost for each public sector prison and for different grades, but not by prison and grade combined. The published figures are for the 12 months to 31 March each year and latest figures are for the 12 months to 30 September 2025. These figures for HMP Hewell, split by band 3-5 prison officers and other prison staff, are given in the table below.

Working days lost to sickness absence, for HMP Hewell, by band 3-5 prison officers and other staff – for 12 months to 31 March 2021 to 2025 and for 12 months to 30 September 2025.

(Full Time Equivalent)

Notes

1. Band 3-5 Officers includes Band 3-4 / Prison Officers (including specialists), Band 4 / Supervising Officers, and Band 5 / Custodial Managers.
2. Figures relating to the most recent 12 months are provisional, and may be subject to change in the future

A comparison between target staffing levels and staff in post can be found in the following link: https://assets.publishing.service.gov.uk/media/691da96221ef5aaa6543ef83/annex-prison-and-probation-officer-recruitment-Sep-2025_final.ods.

Internal management information has long been used for workforce planning to monitor vacancies and other resource monitoring purposes. However, target staffing and parallel staff in post data has only been produced for the purpose of official statistics for the last few years. As a result, the full historic time series is not available in a consistent format for the grade breakdowns requested.

Turnover rates¹ at HMP Hewell for (i) band 3-5 officers² and (ii) all other prison staff, in the 12 months to 31 March 2021-2025 and in the 12 months to 30 September 2025

Notes:

1. Turnover rates include all reasons for leaving and include both permanent and temporary staff.
2. Band 3-5 officers include: Bands 3-4 / Prison Officer (incl. specialists), Band 4 / Supervising Officer and Band 5 / Custodial Managers

3. As with all HR databases, extracts are taken at a fixed point in time and is dependent on staff completing the details correctly. The database itself is dynamic and where updates to the database are made late, subsequent to the taking of the extract, or are incorrect then these updates will not be reflected in figures produced by the extract. For this reason, HR data are unlikely to be precisely accurate and may not match local data.

Figures relating to the most recent 12 months are provisional, and may be subject to change in the future.

The latest published workforce statistics for HM Prison & Probation Service cover the period up to 30 September 2025 and contain figures for the last five years for working days lost, average staff and average working days lost for each public sector prison and for different grades, but not by prison and grade combined. The published figures are for the 12 months to 31 March each year and latest figures are for the 12 months to 30 September 2025. These figures for HMP Hewell, split by band 3-5 prison officers and other prison staff, are given in the table below.

Working days lost to sickness absence, for HMP Hewell, by band 3-5 prison officers and other staff – for 12 months to 31 March 2021 to 2025 and for 12 months to 30 September 2025.

(Full Time Equivalent)

Notes

1. Band 3-5 Officers includes Band 3-4 / Prison Officers (including specialists), Band 4 / Supervising Officers, and Band 5 / Custodial Managers.
2. Figures relating to the most recent 12 months are provisional, and may be subject to change in the future

A comparison between target staffing levels and staff in post can be found in the following link: https://assets.publishing.service.gov.uk/media/691da96221ef5aaa6543ef83/annex-prison-and-probation-officer-recruitment-Sep-2025_final.ods.

Internal management information has long been used for workforce planning to monitor vacancies and other resource monitoring purposes. However, target staffing and parallel staff in post data has only been produced for the purpose of official statistics for the last few years. As a result, the full historic time series is not available in a consistent format for the grade breakdowns requested.

Turnover rates¹ at HMP Hewell for (i) band 3-5 officers² and (ii) all other prison staff, in the 12 months to 31 March 2021-2025 and in the 12 months to 30 September 2025

Notes:

1. Turnover rates include all reasons for leaving and include both permanent and temporary staff.
2. Band 3-5 officers include: Bands 3-4 / Prison Officer (incl. specialists), Band 4 / Supervising Officer and Band 5 / Custodial Managers

3. As with all HR databases, extracts are taken at a fixed point in time and is dependent on staff completing the details correctly. The database itself is dynamic and where updates to the database are made late, subsequent to the taking of the extract, or are incorrect then these updates will not be reflected in figures produced by the extract. For this reason, HR data are unlikely to be precisely accurate and may not match local data.

Figures relating to the most recent 12 months are provisional, and may be subject to change in the future.

We have seen an improving picture on retention nationally – with resignation rates at their lowest level for four years for Band 3-5 prison officers.

We recognise that pension age is an important issue for frontline staff and our recognised trade unions. Ministers regularly engage with the POA and the Deputy Prime Minister is due to meet with the POA early in the new year.

The Government welcomes the publication of the Domestic Abuse Commissioner’s report “Everyday Business: Addressing domestic abuse and continuing harm through a family court review and reporting mechanism”. We are carefully considering the recommendations made in the report and will publish a full response shortly.

This Government recognises the impact that family court proceedings can have on children and adult survivors of domestic abuse, which is why we are prioritising the protection of domestic abuse survivors going through the family court. The includes the expansion of the Pathfinder programme, which promotes safeguarding and supports victims of domestic abuse through multi-agency collaboration and expert domestic abuse support.

Launched in Dorset and North Wales in February 2022, the Pathfinder model has since expanded to nine court areas, the most recent areas being the Black Country and Shropshire, Staffordshire and Stoke-on-Trent and Herefordshire and Worcestershire in November 2025. In January it will be rolled out to Hampshire and the Isle of Wight, the largest court area in the South West. This will mean around a quarter of relevant cases across England and Wales follow the model.

Further expansion of the model is being considered as part of the departmental allocations process which follows the latest Spending Review, and we are unable to pre-empt the outcome of this.

HM Courts & Tribunals Service have invested in more staff, alongside system and process improvements to reduce and maintain lower processing times during the last year.

The Ministry of Justice publishes regular data on probate timeliness in our regular quarterly family court statistics bulletin: Family Court Statistics Quarterly - GOV.UK

It is a matter of concern that perpetrators of domestic abuse may fail to engage with divorce proceedings. The courts have powers to deal with parties who fail to engage, including to make orders confirming a perpetrator has received a divorce application when they have refused to acknowledge it. In September this year, the process of asking the court to make orders about sending applications became easier, when His Majesty’s Courts & Tribunals Service extended the online application system for litigants-in-person.

HMCTS is working to increase overall system capacity to reduce processing times. Measures taken include a targeted action plan to allocate additional administrative resources in response to higher demand, as well as training and upskilling new staff. Additional judicial sitting days have been added to support performance improvement. HMCTS is also working on improvements to the new case management system, to help reduce overall end-to-end processing times.

Most leasehold applications currently attract an application fee of £114. Fees for leasehold applications to the First-tier Tribunal of the Property Chamber are set at levels which recover only part of the cost of the service.

The Government is committed to protecting leaseholders from disproportionate litigation costs. On 26 September 2025, the Government concluded a consultation with proposals to establish exemptions for landlords from seeking tribunal approval to recover litigation costs, permitting temporary suspension of this requirement for specified landlords, and defining the categories of cases in which leaseholders may apply to recover their own litigation costs. The Government is currently analysing responses and will publish the outcome in due course.

The Minister of State for Prisons, Probation and Reducing Reoffending is planning to visit HMP Wandsworth in the coming weeks.

The Deputy Prime Minister met with the Governor of HMP Chelmsford on 24 October, the same day as the release in error of Hadush Kebatu. The Minister of State for Prisons, Probation and Reducing Reoffending is planning to visit HMP Chelmsford in the coming months.

Expenditure data for asylum seekers across all legal aid schemes is not held centrally. An individual’s asylum status is not relevant to eligibility for legal aid services and is not specifically tracked or recorded.

The Legal Aid Agency does publish expenditure incurred under all categories of legal aid, including immigration and asylum, as part of its official statistics.

Legal aid is available for asylum cases under paragraph 30 of Schedule 1, Part 1 Legal Aid Sentencing and Punishment of Offenders Act (LASPO). This is subject to both a legal merits test and a financial eligibility test.

Risk-assessment surveys have been conducted at sites where there has been a request to store an e-bike. To date, ten sites have been surveyed, with Brighton Family Court deemed suitable to store e-bikes.

The list of sites surveyed are as follows:

• Manchester Crown Square – December 2024
• Newport Magistrates Court - February 2025
• Bristol Civil Justice Centre – March 2025 (1^st Assessment), May 2025 (2^nd Assessment)
• Ipswich Magistrates - March 2025
• Cardiff Crown - March 2025
• St Albans Crown / St Albans Magistrates - March 2025
• Cardiff Magistrates – April 2025
• Brighton Family Court – June 2025
• Highbury Magistrates – July 2025
• Basildon Magistrates - November 2025

The surveys contain sensitive site-related security information which we do not routinely publish and, as a result, copies will not be placed in the Library of the House.

Part two of the Independent Review into Criminal Courts is considering how the criminal courts can operate as efficiently as possible, specifically looking at the efficiency and timeliness of processes. We expect to receive Sir Brian's report on court efficiency early next year.

We will consider his recommendations in full and will respond in due course.

The Ministry of Justice is exploring a range of activity to drive increased departmental efficiency and productivity over the Spending Review period, including across the legal aid system. One key opportunity will be through our programme to build a suite of new digital systems that will transform the delivery of legal aid over this parliament. Our aim is not only to ensure we have secure and reliable systems following the recent cyber-attack on the Legal Aid Agency (LAA) but to boost productivity and reduce the costly administrative burdens faced by those providing legal aid services. We are working urgently to understand how we can accelerate this programme and deliver efficiencies both for legal aid firms and the LAA.

Release inaccuracy is yet another symptom of the prison system crisis inherited by this Government. While the overwhelming majority of offenders are released correctly, we are clamping down on those errors that do occur, and this includes unlawful detentions.

On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps which includes an independent inquiry which will report its recommendations to prevent further inaccuracies. The Government is determined to fix release inaccuracies and ensure the public is properly protected.

The data requested comes from internal management information and is not centrally collected. It is not quality assured and does not meet the standard required for publication.

Release inaccuracy is yet another symptom of the prison system crisis inherited by this Government. While the overwhelming majority of offenders are released correctly, we are clamping down on those errors that do occur, and this includes unlawful detentions.

On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps which includes an independent inquiry which will report its recommendations to prevent further inaccuracies. The Government is determined to fix release inaccuracies and ensure the public is properly protected.

The data requested comes from internal management information and is not centrally collected. It is not quality assured and does not meet the standard required for publication.

Release inaccuracy is yet another symptom of the prison system crisis inherited by this Government. While the overwhelming majority of offenders are released correctly, we are clamping down on those errors that do occur, and this includes unlawful detentions.

On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps which includes an independent inquiry which will report its recommendations to prevent further inaccuracies. The Government is determined to fix release inaccuracies and ensure the public is properly protected.

The data requested comes from internal management information and is not centrally collected. It is not quality assured and does not meet the standard required for publication.

Release inaccuracy is yet another symptom of the prison system crisis inherited by this Government. While the overwhelming majority of offenders are released correctly, we are clamping down on those errors that do occur, and this includes unlawful detentions.

On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps which includes an independent inquiry which will report its recommendations to prevent further inaccuracies. The Government is determined to fix release inaccuracies and ensure the public is properly protected.

The data requested comes from internal management information and is not centrally collected. It is not quality assured and does not meet the standard required for publication.

Release inaccuracy is yet another symptom of the prison system crisis inherited by this Government. While the overwhelming majority of offenders are released correctly, we are clamping down on those errors that do occur, and this includes unlawful detentions.

On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps which includes an independent inquiry which will report its recommendations to prevent further inaccuracies. The Government is determined to fix release inaccuracies and ensure the public is properly protected.

The data requested comes from internal management information and is not centrally collected. It is not quality assured and does not meet the standard required for publication.

Release inaccuracy is yet another symptom of the prison system crisis inherited by this Government. While the overwhelming majority of offenders are released correctly, we are clamping down on those errors that do occur, and this includes unlawful detentions.

On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps which includes an independent inquiry which will report its recommendations to prevent further inaccuracies. The Government is determined to fix release inaccuracies and ensure the public is properly protected.

The data requested comes from internal management information and is not centrally collected. It is not quality assured and does not meet the standard required for publication.

Releases in error have been increasing for several years and are another symptom of the prison system crisis inherited by this Government. The safety of the public is our absolute priority.

While the overwhelming majority of offenders are released correctly, any release in error is treated with utmost seriousness and we are clamping down on those that do occur. On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps to address this issue. As soon as an error is identified, we immediately assess the individual’s risk and work closely with the police to ensure swift action. A joint protocol between HMPPS and NPCC is in place, to ensure effective and timely communication between partner agencies when an individual is released in error to rearrest them as quickly as possible.

Totals for releases in error are published each July in the HMPPS Annual Digest, with the latest available via HMPPS Annual Digest, April 2024 to March 2025 - GOV.UK, which provides data up to March 2025. These include information on the principal offence group of those released.

A further transparency ad hoc publication, available via Releases_in_Error_from_1_April_2025_to_31_October_2025.pdf, also covers the number of releases in error from 1 April 2025 to 31 October 2025. Further breakdowns of this data cannot be provided at this time because they would give an early indication of future Official Statistics.

Offender Management Units play a vital role in our prisons, including processing prisoner releases. Prisons are encouraged to fill vacancies promptly, with the Department providing support on best practice in recruitment. We are also rolling out technology-based upgrades to assist frontline staff, helping to reduce human error.

The Government is determined to fix the issue of mistaken releases and ensure the public is properly protected.

Releases in error have been increasing for several years and are another symptom of the prison system crisis inherited by this Government. The safety of the public is our absolute priority.

While the overwhelming majority of offenders are released correctly, any release in error is treated with utmost seriousness and we are clamping down on those that do occur. On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps to address this issue. As soon as an error is identified, we immediately assess the individual’s risk and work closely with the police to ensure swift action. A joint protocol between HMPPS and NPCC is in place, to ensure effective and timely communication between partner agencies when an individual is released in error to rearrest them as quickly as possible.

Totals for releases in error are published each July in the HMPPS Annual Digest, with the latest available via HMPPS Annual Digest, April 2024 to March 2025 - GOV.UK, which provides data up to March 2025. These include information on the principal offence group of those released.

A further transparency ad hoc publication, available via Releases_in_Error_from_1_April_2025_to_31_October_2025.pdf, also covers the number of releases in error from 1 April 2025 to 31 October 2025. Further breakdowns of this data cannot be provided at this time because they would give an early indication of future Official Statistics.

Offender Management Units play a vital role in our prisons, including processing prisoner releases. Prisons are encouraged to fill vacancies promptly, with the Department providing support on best practice in recruitment. We are also rolling out technology-based upgrades to assist frontline staff, helping to reduce human error.

The Government is determined to fix the issue of mistaken releases and ensure the public is properly protected.

Releases in error have been increasing for several years and are another symptom of the prison system crisis inherited by this Government. The safety of the public is our absolute priority.

While the overwhelming majority of offenders are released correctly, any release in error is treated with utmost seriousness and we are clamping down on those that do occur. On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps to address this issue. As soon as an error is identified, we immediately assess the individual’s risk and work closely with the police to ensure swift action. A joint protocol between HMPPS and NPCC is in place, to ensure effective and timely communication between partner agencies when an individual is released in error to rearrest them as quickly as possible.

Totals for releases in error are published each July in the HMPPS Annual Digest, with the latest available via HMPPS Annual Digest, April 2024 to March 2025 - GOV.UK, which provides data up to March 2025. These include information on the principal offence group of those released.

A further transparency ad hoc publication, available via Releases_in_Error_from_1_April_2025_to_31_October_2025.pdf, also covers the number of releases in error from 1 April 2025 to 31 October 2025. Further breakdowns of this data cannot be provided at this time because they would give an early indication of future Official Statistics.

Offender Management Units play a vital role in our prisons, including processing prisoner releases. Prisons are encouraged to fill vacancies promptly, with the Department providing support on best practice in recruitment. We are also rolling out technology-based upgrades to assist frontline staff, helping to reduce human error.

The Government is determined to fix the issue of mistaken releases and ensure the public is properly protected.

Releases in error have been increasing for several years and are another symptom of the prison system crisis inherited by this Government.

The Government is determined to fix the issue of mistaken releases and ensure the public is properly protected and on 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps to address the issue.

Work is already underway to address the areas identified for improvement by the Inspectorate. This includes establishing a specialist headquarters team to provide guidance to prisons to mitigate the risk of early or late releases, which is actively supporting HMP Pentonville as part of the Urgent Notification response.

Dame Lynne Owens will have completed her independent investigation and be reporting to the Deputy Prime Minister on all her findings by the end of February. We will continue to approach the issue of releases in error with an emphasis on transparency.

Dame Lynne Owens will have completed her independent investigation and be reporting to the Deputy Prime Minister on all her findings by the end of February. We will continue to approach the issue of releases in error with an emphasis on transparency.

On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps to address issues including release in error and unlawful detention.

This includes the establishment of an Urgent Warrant Query Unit supported by court experts so prisons can escalate queries to reduce the risk of release in error. We have also stood up a digital rapid response unit to reduce human error with cutting-edge technology. We will provide up to £10 million over the next 6 months to deliver AI and technology-based solutions to support frontline staff, helping to avoid mistakes and calculate sentence accurately.

We are also simplifying release policy; one of the aims of the Sentencing Bill is to standardise how cases are treated.

On 11 November, the Deputy Prime Minister announced a five-point action plan setting out initial steps to address issues including release in error and unlawful detention.

This includes the establishment of an Urgent Warrant Query Unit supported by court experts so prisons can escalate queries to reduce the risk of release in error. We have also stood up a digital rapid response unit to reduce human error with cutting-edge technology. We will provide up to £10 million over the next 6 months to deliver AI and technology-based solutions to support frontline staff, helping to avoid mistakes and calculate sentence accurately.

We are also simplifying release policy; one of the aims of the Sentencing Bill is to standardise how cases are treated.

Releases in error are never acceptable, and we are bearing down on those errors that do occur.

Following the release in error of Hadush Kebatu from HMP Chelmsford, the Deputy Prime Minister took immediate steps to make the processes that take place when a prisoner is released more robust. This includes implementing a clear checklist for governors to determine that every step has been followed the evening before any release takes place.

On 11 November, the Deputy Prime Minister announced a five-point action. This included additional resource allocated to the Urgent Warrant Query Unit set up to allow prisons to quickly escalate warrant-related queries and a multi-million pound investment in new technology to reduce human error. This is in addition to standing up a digital rapid response unit with up to 15 members of staff dedicated to exploring options to upgrade our digital systems.

We have committed to the simplification of release policy to reduce the scope for errors through the implementation of the Sentencing Bill. We have also appointed Dame Lynne Owens to examine what is causing releases in error, identify systemic factors, assess whether current discharge protocols are robust, and make recommendations to prevent similar mistakes in future.

We recognise that the availability and use of drugs in prisons is too high. Tackling this is a priority in order to reduce reoffending, and improve the safety of our prisons. To drive down supply of drugs, we are investing over £40 million in physical security measures this financial year. This builds on the range of specialist equipment prisons already use to intercept contraband, including X-ray body scanners, airport-style Enhanced Gate Security, and baggage scanners.

We must also address the demand for drugs which drives this illicit market. We work closely with health partners to identify prisoners with a drug problem and support them into treatment. To create the environment and incentives for prisoners to make the right choices, we have funded Incentivised Substance Free Living Units in 85 prisons. Prisoners on these units sign a behaviour compact, agree to be regularly drug tested and can access enhanced opportunities compared to a standard wing. Alongside this, we are working to increase access to mutual aid fellowships in prison, which can provide vital ongoing support for people in recovery.

The information requested regarding the proportion of prisoners testing positive on arrival and during their time in custody can only be provided at disproportionate cost.

We recognise that the availability and use of drugs in prisons is too high. Tackling this is a priority in order to reduce reoffending, and improve the safety of our prisons. To drive down supply of drugs, we are investing over £40 million in physical security measures this financial year. This builds on the range of specialist equipment prisons already use to intercept contraband, including X-ray body scanners, airport-style Enhanced Gate Security, and baggage scanners.

We must also address the demand for drugs which drives this illicit market. We work closely with health partners to identify prisoners with a drug problem and support them into treatment. To create the environment and incentives for prisoners to make the right choices, we have funded Incentivised Substance Free Living Units in 85 prisons. Prisoners on these units sign a behaviour compact, agree to be regularly drug tested and can access enhanced opportunities compared to a standard wing. Alongside this, we are working to increase access to mutual aid fellowships in prison, which can provide vital ongoing support for people in recovery.

The information requested regarding the proportion of prisoners testing positive on arrival and during their time in custody can only be provided at disproportionate cost.

We publish the number of drugs finds in prisons in England and Wales in the HMPPS Annual Digest. Please see table 6.1 in the Finds tables and the Finds in Prison – Find Incidents data tool. The latest issue covers the 12-month period to March 2025, with a time series of drug finds starting from the 12-months to March 2007.

The HMPPS Annual Digest reports the number of drug find incidents rather than the overall number of drug related incidents. Any increase in finds should not be interpreted as an increase in drug related activity. Higher figures may reflect more items being found, rather than more items being present in prisons. Data relating to drug related incidents more generally could only be provided at disproportionate cost and data specific to instances of possession, supply and related violence cannot be disclosed for security reasons.

Prisons in England and Wales have a range of specialist staff and equipment to tackle the smuggling of contraband into prisons, including drugs. This includes X-ray body scanners, airport-style Enhanced Gate Security, X-ray baggage scanners, detection dogs, and other specialist equipment. In addition, local security strategies allow for routine and random rub-down searches of prison officers and other staff upon entry to, or within, prisons.

This year we are investing over £40 million in physical security measures across 34 prisons, including £10 million on anti-drone measures, such as window replacements, external window grilles and specialist netting across 15 priority prisons.

All HMPPS prison staff are subject to rigorous pre-employment security vetting checks. These checks enable the organisation to assess whether candidates pose a risk to the safety and security of HMPPS information, assets, staff, and offenders, and whether they demonstrate the standards and core values expected of everyone working within HMPPS.

While the vast majority of prison staff act with integrity, HMPPS recognises the risk of corruption and is committed to tackling it at all levels. HMPPS’s Counter Corruption Unit works proactively with prisons and police to deter and disrupt staff wrongdoing.

Prison security must be dynamic and be able to respond to shifting risks as they manifest. We regularly review our security countermeasures capabilities and will not hesitate to adjust our approach as needed and use all the tools at our disposal.

On 21 September, the Deputy Prime Minister announced that 500 prison-based staff would be trained and equipped to use Taser devices, as part of a wider effort to enhance safety across the prison estate, and currently we have 20 trained national specialist officers.

Delivering this capability is a significant undertaking: work to train and equip these officers is in progress.