Asked by: Caroline Lucas (Green Party - Brighton, Pavilion)
Question to the Department for Environment, Food and Rural Affairs:
To ask the Secretary of State for Environment, Food and Rural Affairs, whether his Department has made an assessment of the potential merits of bringing water companies into public ownership.
Answered by Robbie Moore - Parliamentary Under-Secretary (Department for Environment, Food and Rural Affairs)
Since privatisation, the private water sector model (underpinned by strong, independent economic regulation) has unlocked around £215 billion of investment. This is equivalent to around £6 billion annually in investment, almost double the pre-privatisation level, and has delivered a range of benefits to customers and the environment.
Government is therefore committed to the system of independent economic regulation and has no plans to bring water into public ownership.
The Government is clear that to retain public support, water companies must ensure they meet high standards of transparency and corporate governance.
Asked by: Lord Taylor of Warwick (Non-affiliated - Life peer)
Question to the Department for Digital, Culture, Media & Sport:
To ask His Majesty's Government what assessment they have made of the impact of the Football Governance Bill and independent football regulator on the governance structures and processes in football clubs and leagues.
Answered by Lord Parkinson of Whitley Bay - Parliamentary Under Secretary of State (Department for Culture, Media and Sport)
The Football Governance Bill, introduced to the House of Commons on 19 March, will establish an Independent Football Regulator. In consultation with interested parties and experts, the new regulator will publish a ‘Football Club Corporate Governance Code’. Clubs will be required to report on corporate governance, setting out how they apply the Code in their individual circumstances. This approach has been designed to be proportionate, and to increase transparency, scrutiny and accountability with regard to how football clubs are run.
Asked by: Diana Johnson (Labour - Kingston upon Hull North)
Question to the Home Office:
To ask the Secretary of State for the Home Department, what functions the office of the Independent Chief Inspector of Borders is able to undertake while the post of Independent Chief Inspector is vacant.
Answered by Michael Tomlinson - Minister of State (Minister for Illegal Migration)
The office of the Independent Chief Inspector of Borders and Immigration has a clear plan of work, comprising of inspection activity, pre-inspection scoping activity, and non-inspection/corporate work that can continue whilst the post remains vacant.
A new Chief Inspector will be appointed in accordance with the Cabinet Office’s Governance Code on Public Appointments. A recruitment campaign is underway, and an appointment will be made as soon as practically possible.
Asked by: John Redwood (Conservative - Wokingham)
Question to the HM Treasury:
To ask the Chancellor of the Exchequer, what UK Government Investments Ltd.'s targets are for (a) rates of return, (b) dividends and (c) capital investment.
Answered by Bim Afolami - Economic Secretary (HM Treasury)
UK Government Investments (UKGI) provides governance and corporate finance expertise to UK Government departments in support of their policy objectives.
UKGI performs the shareholder function for a portfolio of arm’s length bodies (ALBs) on behalf of government departments.
The targets and objectives for the individual ALBs within UKGI’s portfolio are set by the relevant department.
Whilst some of these bodies return dividends, others exist to deliver public services such as National Highways.
For example, the UK Infrastructure Bank (UKIB) is an ALB within UKGI’s portfolio. HM Treasury (HMT) are the sponsor department for UKIB and own the shares in UKIB. UKGI advise HMT on corporate governance and act as HMT’s representative on the Board. HMT set relevant targets for UKIB, including a return on equity target of 2.5% - 4% by the end of the financial year 2025-26 (Link here).
Asked by: John Redwood (Conservative - Wokingham)
Question to the HM Treasury:
To ask the Chancellor of the Exchequer, what was the balance of UK Government Investment Ltd. holdings in (a) 2023 and (b) 2024 to date.
Answered by Bim Afolami - Economic Secretary (HM Treasury)
UK Government Investments (UKGI) provides governance and corporate finance expertise to government departments in support of their policy objectives.
The shareholdings of the arm’s length bodies in UKGI’s portfolio are held by the government department that own each organisation rather than held on the UKGI balance sheet.
Details on the UKGI balance sheet can be found in their Annual Report and Accounts (Link here)
Asked by: Stephen Timms (Labour - East Ham)
Question to the Department for Levelling Up, Housing & Communities:
To ask the Secretary of State for Levelling Up, Housing and Communities, pursuant to the Answer of 22 January 2024 to Question 9728 on Building Safety Fund: Newham, whether his Department requires a new Principal Accountable Person to submit a fresh application to the Building Safety Fund in the event of resignation by the Company Secretary at Gallions Approach Management Ltd.
Answered by Lee Rowley - Minister of State (Minister for Housing)
If an Applicant changes managing agent, they will need to assure the department and its delivery partners that funds already paid are properly accounted for and (if applicable) transferred to the service charge account of the new managing agent. Subject to appropriate diligence checks, future payments can be made into the new managing agent’s account.
In the event of the resignation of the company secretary, Gallions Approach Management Ltd will remain the entity responsible for the project and the Building Safety Fund (BSF) application, and subject to the entity’s obligations under the Grant Funding Agreement and any other relevant contracts. There is no need to submit a new application to the BSF.
The department has entered into a Grant Funding Agreement with Gallions Approach Management Ltd. Their corporate governance is primarily a matter for the Applicant. The Applicant may wish to seek independent legal advice.
Asked by: Stephen Timms (Labour - East Ham)
Question to the Department for Levelling Up, Housing & Communities:
To ask the Secretary of State for Levelling Up, Housing and Communities, if he will permit funds allocated by the Building Safety Fund in relation to the application for Drift Court in the London Borough of Newham, reference London_1595, to be allocated to an account of a new managing agent in the event of resignation by the Company Secretary at Gallions Approach Management Ltd.
Answered by Lee Rowley - Minister of State (Minister for Housing)
If an Applicant changes managing agent, they will need to assure the department and its delivery partners that funds already paid are properly accounted for and (if applicable) transferred to the service charge account of the new managing agent. Subject to appropriate diligence checks, future payments can be made into the new managing agent’s account.
In the event of the resignation of the company secretary, Gallions Approach Management Ltd will remain the entity responsible for the project and the Building Safety Fund (BSF) application, and subject to the entity’s obligations under the Grant Funding Agreement and any other relevant contracts. There is no need to submit a new application to the BSF.
The department has entered into a Grant Funding Agreement with Gallions Approach Management Ltd. Their corporate governance is primarily a matter for the Applicant. The Applicant may wish to seek independent legal advice.
Asked by: Maria Eagle (Labour - Garston and Halewood)
Question to the Ministry of Defence:
To ask the Secretary of State for Defence, what steps he is taking to strengthen the linkage between (a) Board risks, (b) disaggregated risks and (c) risks owned and managed in individual entities of his Department.
Answered by James Cartlidge - Minister of State (Ministry of Defence)
The Ministry of Defence (MOD) follows the Code of Good Practice for corporate governance in central government departments and undertakes regular reviews of its governance structure to ensure it remains fit for purpose for managing delivery and performance.
The Lead Non-Executive Director assesses Board performance each year and the department has challenge functions for its senior committees to help bring diversity of thought to decision making. The department also undertakes regular reviews of its Operating Model. The Defence Operating Model outlines the roles, responsibilities, authorities and accountabilities across Defence and the key delivery, decision-making, management and assurance processes.
The Annual Report and Accounts 2022-23 pages 72 to 76 details how risks are managed within the department. The Defence Command Paper Refresh (DCPR) published on 18 July 2023 sets out Defence’s priority to embed a sophisticated approach to managing risk through a significant improvement programme. This will align the Department’s risks with the commitments outlined in the DCPR, Defence Strategy and wider cross-government priorities, providing a clear line of sight from Board level risks through to all disaggregated levels of departmental risks. The Defence Board and the Defence Audit, Risk and Assurance Committee (DARAC) have approved the improvement programme and have oversight of delivery. These changes will be delivered across whole Defence enterprise, including functions and front-line commands. MOD continues to mature the operation of its functions, in support of the wider development of the Government’s Functional model.
Improvement activities as set out in the Annual Report and Accounts 2022-23 on page 76 include maturing the annual assurance reporting process, refreshing the risk management framework for the Department, strengthening the three Lines of Defence model to clarify the accountabilities and governance requirements for each line, and developing a risk-based assurance map. These improvements will integrate assurance across the three Lines of Defence, ensuring assurance activities remain proportionate to the level of risk in the department and its risk appetite.
Asked by: Maria Eagle (Labour - Garston and Halewood)
Question to the Ministry of Defence:
To ask the Secretary of State for Defence, with reference to page 75 of his Department's Annual Report and Accounts 2022-23, what steps he is taking to increase the maturity of second line of defence activities in front line commands.
Answered by James Cartlidge - Minister of State (Ministry of Defence)
The Ministry of Defence (MOD) follows the Code of Good Practice for corporate governance in central government departments and undertakes regular reviews of its governance structure to ensure it remains fit for purpose for managing delivery and performance.
The Lead Non-Executive Director assesses Board performance each year and the department has challenge functions for its senior committees to help bring diversity of thought to decision making. The department also undertakes regular reviews of its Operating Model. The Defence Operating Model outlines the roles, responsibilities, authorities and accountabilities across Defence and the key delivery, decision-making, management and assurance processes.
The Annual Report and Accounts 2022-23 pages 72 to 76 details how risks are managed within the department. The Defence Command Paper Refresh (DCPR) published on 18 July 2023 sets out Defence’s priority to embed a sophisticated approach to managing risk through a significant improvement programme. This will align the Department’s risks with the commitments outlined in the DCPR, Defence Strategy and wider cross-government priorities, providing a clear line of sight from Board level risks through to all disaggregated levels of departmental risks. The Defence Board and the Defence Audit, Risk and Assurance Committee (DARAC) have approved the improvement programme and have oversight of delivery. These changes will be delivered across whole Defence enterprise, including functions and front-line commands. MOD continues to mature the operation of its functions, in support of the wider development of the Government’s Functional model.
Improvement activities as set out in the Annual Report and Accounts 2022-23 on page 76 include maturing the annual assurance reporting process, refreshing the risk management framework for the Department, strengthening the three Lines of Defence model to clarify the accountabilities and governance requirements for each line, and developing a risk-based assurance map. These improvements will integrate assurance across the three Lines of Defence, ensuring assurance activities remain proportionate to the level of risk in the department and its risk appetite.
Asked by: Maria Eagle (Labour - Garston and Halewood)
Question to the Ministry of Defence:
To ask the Secretary of State for Defence, with reference to page 76 of the Ministry of Defence Annual Report and Accounts 2022 to 2023, published on 20 July 2023, what steps he is taking to improve functional oversight of assurance.
Answered by James Cartlidge - Minister of State (Ministry of Defence)
The Ministry of Defence (MOD) follows the Code of Good Practice for corporate governance in central government departments and undertakes regular reviews of its governance structure to ensure it remains fit for purpose for managing delivery and performance.
The Lead Non-Executive Director assesses Board performance each year and the department has challenge functions for its senior committees to help bring diversity of thought to decision making. The department also undertakes regular reviews of its Operating Model. The Defence Operating Model outlines the roles, responsibilities, authorities and accountabilities across Defence and the key delivery, decision-making, management and assurance processes.
The Annual Report and Accounts 2022-23 pages 72 to 76 details how risks are managed within the department. The Defence Command Paper Refresh (DCPR) published on 18 July 2023 sets out Defence’s priority to embed a sophisticated approach to managing risk through a significant improvement programme. This will align the Department’s risks with the commitments outlined in the DCPR, Defence Strategy and wider cross-government priorities, providing a clear line of sight from Board level risks through to all disaggregated levels of departmental risks. The Defence Board and the Defence Audit, Risk and Assurance Committee (DARAC) have approved the improvement programme and have oversight of delivery. These changes will be delivered across whole Defence enterprise, including functions and front-line commands. MOD continues to mature the operation of its functions, in support of the wider development of the Government’s Functional model.
Improvement activities as set out in the Annual Report and Accounts 2022-23 on page 76 include maturing the annual assurance reporting process, refreshing the risk management framework for the Department, strengthening the three Lines of Defence model to clarify the accountabilities and governance requirements for each line, and developing a risk-based assurance map. These improvements will integrate assurance across the three Lines of Defence, ensuring assurance activities remain proportionate to the level of risk in the department and its risk appetite.