Nigel Huddleston

No such assessment has been made.

Maintaining security of energy supplies is a key priority and critical energy operators are required to meet a minimum standard of cyber security and resilience, through the Network and Information Systems Regulations 2018. The Department works continually with Ofgem and the National Cyber Security Centre to ensure that these regulations continue to capture all the most critical operators of energy generation systems.

Waste reforms will make it harder for organised criminals to exploit the waste system and that is why the Government is committed to introducing tighter controls on waste exemptions, introducing digital waste tracking from October 2026 beginning with waste receiving sites, and introducing new permit requirements for carriers, brokers and dealers. Connecting fragmented systems and digitising record-keeping will ultimately make it harder for rogue operators to compete in the industry and commit waste crime, from fly tipping to illegal waste sites to illegal waste shipments.

In Worcestershire, recent multi-agency work has resulted in the seizure of vehicles suspected of involvement in waste crime, thereby removing them off the road and preventing further illegal activity. Environment Agency investigators continue to gather evidence of suspected offenders with a view to pursuing enforcement action.

In the period April 2021-March 2024, the Environment Agency stopped 1691 illegal waste sites.

This financial year, the Government committed £12 million to the Environment Agency (EA) to fight waste crime. This is an additional £2 million to the £10 million it received in previous years. The funding will continue to afford resource of approximately 240 full-time equivalent across the EA to target waste crime; it is spent on specialised staff, such as enforcement officers, intelligence officers, financial investigators, and disclosure officers.

The EA also received £3 million for 2025/26 to enforce new duties introduced this year including the new Packaging Extended Producer Responsibility requirements. This helps to fund resources towards operational staff to tackle serious and significant offending.

CrossCountry provides train services between Worcestershire Parkway and Birmingham. Officials discussed the operator’s proposal to temporarily withdraw some services to ensure a more reliable timetable can be delivered. The Department agreed to the operator’s proposed timetable changes as it delivered benefits for the majority of passengers. CrossCountry were unable to add a Worcestershire Parkway call on another morning train but two alternative trains from Worcestershire Parkway are both scheduled to arrive at Birmingham before 0900.

The Health and Safety at Work etc. Act 1974 and associated regulations provide a framework for securing the health, safety and welfare of those working in the sector. Employers and the self-employed are required to comply with this law. A further duty is placed on them by Regulation 3 of The Management of Health and Safety at Work Regulations 1999, which requires every employer to make a suitable and sufficient risk assessment of the risks to those employees and non-employees in relation to risks arising from conduct of their undertaking and share the significant findings.

To help the industry comply with their duties under health and safety law, Health and Safety Executive (HSE) provides a wide range of guidance on common risks which may be applicable to activities within film, television and theatrical production. HSE also provides a range of guidance specific to film and television industry, describing the various roles and responsibilities of those within the production process (INDG360 - Health and safety in audio-visual production. Your legal duties) and guidance and information sheets for specific production activities and risks, e.g. stunts, use of firearms and filming while using vehicles. All guidance is freely available on the HSE website, a section of which is dedicated to health and safety in the film, theatre and broadcasting industries. Industry specific guidance is also available from a range of industry bodies and stakeholders.

HSE facilitates and chairs the Joint Advisory Committee for Entertainment (JACE). Membership is drawn from industry trade bodies, trades unions, large event facilities and the major national broadcasting organisations. It is a forum to consider problems in the industry, is a route for raising industry concerns with government, enforcing authorities, manufacturers, suppliers etc, and promotes improved health and safety standards within the industry, as encouraged in the report.

Through the Service Modernisation and Digital Transformation Programmes, the Child Maintenance Service (CMS) has made significant improvements to our service to improve response times.

The introduction of online services including ‘Child Maintenance Calculator’, ‘Get Help Arranging Child Maintenance’, ‘Apply for Child Maintenance, ‘Respond to Child Maintenance Application’ and ‘My Child Maintenance Case’ has significantly increased functionality and efficiency for our customers who have access to our online services 24/7 to:

• Receive information on what type of child maintenance arrangement would work best for them.

• manage their child maintenance arrangements through MCMC.

• receive progress updates.

• make card payments.

• report twenty-eight different types of changes and actions.

Through My Child Maintenance Case’ the customer now has the ability to process simple changes without the need for caseworker intervention, automatically speeding up the time taken to complete a change which has improved customer outcomes. These changes are a fundamental step towards the CMS modernisation goal of evolving our service to be online and quicker.

Although online communication is the preferred option, the CMS fully recognises digital is not suitable for all customers. We have freed up resources to deliver a more responsive service which allows caseworkers more time to better assist customers who need to reach out to us via telephone. We have taken steps to make call routing more efficient, resulting in a higher volume of calls being allocated to case-owning teams, supporting customers to receive a more responsive service.

Furthermore, we have taken timely action to review, evaluate, and enhance tools and training material to support staff. We have improved training for new entrant colleagues and caseworkers and upgraded our Operational Instructions with around 90% transformed into Smart Instructions, making them easier and quicker for caseworkers to understand and use.

Through greater use of SMS text and email and an extensive review of letters, making them easier for customers to understand, we can contact customers quicker.

As a result, the use of online services by customers has significantly increased, with more changes being processed quicker, call volumes have reduced and calls received are routed efficiently to caseworker teams who have access to enhanced Operational Instructions, SMS text and email, improving the CMS response times and delivering a quality service to our customers.

CMS is committed to continuous improvement. In July 2025, the CMS launched Customer Connect for income related changes: this new service enables caseworkers to instigate online conversations with customers to proactively gather information and administer their child maintenance case more efficiently. Customer Connect will be expanded to include other types of changes through a phased process. Customers who cannot digitally self-serve will continue to be contacted by phone or letter.

Additionally, as the demand for the service is increasing CMS continuously review our resources to get the greatest value for money and deliver the best service to our customers. We review our overall resource supply twice yearly and take appropriate steps to ensure that staffing levels meet demands and maintain our expected service levels. We have an ongoing recruitment campaign for 2025; this will ensure CMS is resourced to meet current and future forecasted service demand.

The CMS are committed to modernising and improving our service. We will continue to review, evaluate, and enhance our service to meet demand and deliver an efficient customer service. We regularly gather feedback from customers and stakeholders through the Customer Experience Survey; this insight is used to inform ways to improve our service.

Commencement of any additional activity as part of the Service Modernisation Programme will be informed by the value to our customers and the cost to the Department.

The CMS has four official Key Performance Indicators (KPI). These are: Application clearances, change of circumstances clearances, Collect and Pay compliance and assessment accuracy. Each KPI has its own standard measure.

Every quarter, the CMS publishes their data on Application clearances, change of circumstances clearances and Collect and Pay compliance.

This information can be found in the latest CMS statistics with the latest data available to March 2025. CMS statistics for June 2025 are due to be released on Tuesday 30th September 2025 at 09:30am.

Information on the accuracy of CMS assessments, which has a standard level of >99%, is published in the annual CMS Client Funds Account, Child maintenance: client funds accounts - GOV.UK.

Since 2020 CMS has shown a consistent level of 99.4% accuracy increasing for the latest year available (2023/24) to 99.5%.

The CMS continues to monitor and review their KPIs to ensure they are the most appropriate measure to drive performance and improve the customer experience.

The Government applies Landfill Tax to disposals made at sites without an environmental disposal permit (unauthorised waste sites). This aims to deter non-compliance by making the illegal disposal of waste less profitable, and reinforcing the principle of “polluter pays”.

In the last 5 years, HMRC Landfill Tax compliance activities have generated a compliance yield of £1.3 billion.

HMRC have conducted over 250 compliance interventions over the last three years at illegal unauthorised waste sites, generating approximately £4.5 million in compliance yield.

HMRC also works closely with environmental regulators to identify and tackle disposals of unauthorised waste.

As the Chancellor laid before the House in her speech, the government has established a new Office of Value for Money, with an immediate focus on identifying areas where we can reduce, stop, or improve the value of spending. The chair of the office will report directly to the Chancellor and Chief Secretary to the Treasury who will be appointed in due course.

The office will not be established in statute but will sit within HM Treasury.

Existing departmental resources will be reprioritised to fulfil the needs of the office where possible.

The process for access talks is set out in the Cabinet Manual. Access talks are initiated with permission from the Prime Minister of the day and are confidential.

It is a long-established precedent that information about the discussions that have taken place between Cabinet ministers and officials is not shared publicly.

The Chancellor presented to Parliament today an assessment of the state of our spending inheritance. The Chancellor confirmed the Budget will be held on the 30th October, alongside a full and independent forecast from the Office for Budget Responsibility.

It is the responsibility of police, prisons, and the probation service to work collaboratively in order to assess and respond to the threat from Serious and Organised Crime in prison.

Serious and organised crime is a major threat to the national security and prosperity of the UK and organised crime groups continue to diversify their tactics, exploiting technology and online platforms.

The Government is committed to tackling serious and organised crime in all its forms and ensuring police have the capabilities they need protect communities from harm.

We are delivering the Safer Streets mission to create a safer, fairer country for all and have increased funding for policing by more than half a billion pounds next year, including over £260million for the core grant and additional funding for neighbourhood policing.

The New Homes Accelerator works with Homes England and relevant local partners to unblock and accelerate the delivery of large-scale housing developments that have for various reasons become delayed, or which are not progressing as quickly as they could be.

The Accelerator has already announced 10 sites with capacity to deliver over 35,000 homes that will benefit from government support, including Worcestershire Parkway.

In October last year, I met with you to discuss supporting infrastructure at Worcestershire Parkway.

MHCLG officials and Homes England continue to engage with the relevant local authorities for each of the announced New Homes Accelerator sites, including Worcestershire Parkway.

I refer the hon. Member to the answer given to Question UIN 39567 on 27 March 2025 in relation to The Gardens Trust.

In respect of Sport England, available data from 2022/23 and 2023/24 show that they responded to 1,145 and 1,168 applications respectively across England. The government does not hold data on response times or the nature of the responses from statutory consultees broken down by individual local planning authorities.

Statutory consultees do not have a veto on planning applications and therefore cannot pass or refuse an application. It is for the local planning authorities to determine planning applications.

As set out in the Written Minister Statement made on 10 March 2025, the government intend to consult this Spring on the impacts of removing a limited number of statutory consultees, including Sport England and the Gardens Trust. Even if ultimately removed as statutory consultees, both organisations will still be able to submit views on individual planning applications.

This Government is delivering significant fee uplifts to legal aid, with the first civil fee increases in almost 30 years and up to £92 million extra each year for criminal legal aid. This will support a more stable and sustainable legal aid sector, helping to ensure effective access to justice for some of the most vulnerable in our society.

In December 2024, we announced that criminal legal aid solicitors will receive up to £92 million more a year, to help support the sustainability of the criminal legal aid sector including prison law. Prior to that, in November 2024, we announced our response to the Crime Lower consultation, confirming an uplift to the lowest police station fees, introducing a new Youth Court fee scheme, and paying for travel in certain circumstances. Together, these changes amounted to a £24 million investment for criminal legal aid providers.

In civil legal aid, we recently published ‘Civil Legal Aid: Towards a sustainable future’ confirming that we will increasing fees for all housing & debt, and immigration & asylum legal aid work. This is a significant investment of £20 million a year. Providers will see significant increases in all fees, with the overall spending in these categories increasing by 24% for housing work and 30% for immigration work.

We are working hard to deter, detect and disrupt the illegal use of drones to deliver contraband into prisons. We conduct vulnerability assessments across the estate to identify risks, and to develop and implement plans to manage and mitigate them. HM Prison & Probation Service uses targeted countermeasures such as improvements to windows, netting and grills to stop drones delivering contraband such as drugs, mobile phones and weapons.

We work across government, including with the Ministry of Defence, to examine options to mitigate the threat of drones to prisons. We are also engaging with international counterparts to develop our learning, support our strategy and share best practice. Due to operational sensitivities, we are not able to discuss in detail the tactics used by HMPPS to disrupt drones, including technologies used, however our response must be specific to a prison setting and tailored to individual prisons.