Every parliamentary written question tabled by Gavin Robinson this session, with the full answer and department. Back to the MP page.
Showing 21–40 of 80 · this parliament
How many hearing loss cases are pending with the Davies Group.
Ministry of Defence (MOD) Claims statistics are published annually. The next MOD common law compensation claims statistics will be published this summer. Previously published Annual reports can be found at the following link.https://www.gov.uk/government/collections/mod-compensation-claims-statistics
How the Davies Group is tracking and reporting costs associated with delays in case progression.
The Davies Group provide regular statistics and other information to support the management of Ministry of Defence (MOD) claims. Both the MOD and Davies Group have increased resources to manage the unprecedented high volume of Noise-Induced Hearing Loss claims.
To provide the costs of Hearing Loss Claims in last 5 years to the MOD, including damages, costs and costs per case.
Statistics on the number of common law compensation claims and financial settlements including Noise-Induced Hearing Loss are published annually at the following link.https://www.gov.uk/government/collections/mod-compensation-claims-statistics The next report will be published this summer, covering financial year 24-25, however it would be disproportionate to calculate the costs per case.
To detail the longest outstanding case with the MOD/Davies group relating to Hearing Loss.
The oldest open Noise-Induced Hearing Loss claim dates back to 30 June 2016. This claim was left inactive by the claimant’s legal representative, until a new firm of solicitors reissued the claim on 8 May 2025.
To outline the average turnaround time for resolution in Hearing Loss Cases in each of the four regions of the United Kingdom.
It is not possible to outline the average turnaround time for the resolution of Hearing Loss claims in each of the four nations of the United Kingdom. This information is not currently held centrally and can only be provided at disproportionate cost as it would require extensive research across the claims handlers and litigation services providers who manage claims in the various jurisdictions across the UK.
To provide the annual cost of the contract with the Davies Group for the last 5 years for managing all MOD civil claims.
The fees paid to the Davies Group for the management of claims for the last five financial years (FY) are as follows: FY2020-21: £223,614FY2021-22: £461,521FY2022-23: £577,131FY2023-24: £482,598FY2024-25: £4,119,197 The significant increase in FY2024-25 is largely driven by the unprecedented high numbers of NIHL claims being received by the Department which has impacted costs as a management fee is applied per claim.
How many requests have been (a) made by the ICRIR to An Garda Síochána since their establishment and (b) answered.
The Independent Commission for Reconciliation and Information Recovery (ICRIR) is an independent body. As such, the Government does not hold this operational information and the Right Honourable Gentleman may wish to request it from the Commission directly.
Which police constabulary referred the (a) highest and (b) lowest number of candidates across the UK to the College of Policing’s Executive Leadership Programme since 2023.
The Government is committed to ensuring there is strong and consistent leadership across policing and a pipeline of diverse and talented candidates for chief officer appointments. The College of Policing’s Executive Leaders Programme aims to open up access to a wide pool of officers, who have the skills, experience and potential to become chief officers, ready for substantive appointment to a chief officer role.Neither the Home Office nor the College of Policing issues guidance to police forces on the specific number of candidates they should recommend to the Executive Leaders Programme. Recruitment is managed locally by individual police forces, following national guidelines and the application, assessment, and selection framework set by the College of Policing.The Home Office does not collect data on the number of candidates attending and completing the Executive Leaders Programme.The College of Policing has undertaken a review of the effectiveness of the Executive Leaders Programme, which was carried out in 2023-2024 on the first two cohorts. Based on the recommendations of the review, further improvements were communicated to forces and implemented in subsequent cohorts of the programme by the College of Policing.
What steps he is taking to increase the defence footprint in Northern Ireland.
Northern Ireland plays a vital role in defending the UK, from building the new Fleet Solid Support ships that will enable carrier group operations across the globe, through to manufacturing advanced weaponry used by our Armed Forces and allies, as demonstrated by the £1.6 billion contract with Thales the for Lightweight Multirole Missile (LMM). Defence and security requirements dictate the defence footprint in Northern Ireland and we review this regularly. More broadly we are working to launch a Defence Growth Deal that will invest in targeted interventions to support the defence industry in Northern Ireland.
How many candidates from Police Service Northern Ireland successfully completed the College of Policing’s Executive Leadership Programme since 2023.
The Government is committed to ensuring there is strong and consistent leadership across policing and a pipeline of diverse and talented candidates for chief officer appointments. The College of Policing’s Executive Leaders Programme aims to open up access to a wide pool of officers, who have the skills, experience and potential to become chief officers, ready for substantive appointment to a chief officer role.Neither the Home Office nor the College of Policing issues guidance to police forces on the specific number of candidates they should recommend to the Executive Leaders Programme. Recruitment is managed locally by individual police forces, following national guidelines and the application, assessment, and selection framework set by the College of Policing.The Home Office does not collect data on the number of candidates attending and completing the Executive Leaders Programme.The College of Policing has undertaken a review of the effectiveness of the Executive Leaders Programme, which was carried out in 2023-2024 on the first two cohorts. Based on the recommendations of the review, further improvements were communicated to forces and implemented in subsequent cohorts of the programme by the College of Policing.
What assessment she has made of the effectiveness of the College of Policing’s Executive Leadership Programme.
The Government is committed to ensuring there is strong and consistent leadership across policing and a pipeline of diverse and talented candidates for chief officer appointments. The College of Policing’s Executive Leaders Programme aims to open up access to a wide pool of officers, who have the skills, experience and potential to become chief officers, ready for substantive appointment to a chief officer role.Neither the Home Office nor the College of Policing issues guidance to police forces on the specific number of candidates they should recommend to the Executive Leaders Programme. Recruitment is managed locally by individual police forces, following national guidelines and the application, assessment, and selection framework set by the College of Policing.The Home Office does not collect data on the number of candidates attending and completing the Executive Leaders Programme.The College of Policing has undertaken a review of the effectiveness of the Executive Leaders Programme, which was carried out in 2023-2024 on the first two cohorts. Based on the recommendations of the review, further improvements were communicated to forces and implemented in subsequent cohorts of the programme by the College of Policing.
Whether any guidance exists for each Constabulary on the number of candidates they recommend to the College of Policing’s Executive Leadership Programme in any given year to assist with professional development and succession in leadership.
The Government is committed to ensuring there is strong and consistent leadership across policing and a pipeline of diverse and talented candidates for chief officer appointments. The College of Policing’s Executive Leaders Programme aims to open up access to a wide pool of officers, who have the skills, experience and potential to become chief officers, ready for substantive appointment to a chief officer role.Neither the Home Office nor the College of Policing issues guidance to police forces on the specific number of candidates they should recommend to the Executive Leaders Programme. Recruitment is managed locally by individual police forces, following national guidelines and the application, assessment, and selection framework set by the College of Policing.The Home Office does not collect data on the number of candidates attending and completing the Executive Leaders Programme.The College of Policing has undertaken a review of the effectiveness of the Executive Leaders Programme, which was carried out in 2023-2024 on the first two cohorts. Based on the recommendations of the review, further improvements were communicated to forces and implemented in subsequent cohorts of the programme by the College of Policing.
How many candidates from Police Service Northern Ireland have attended the College of Policing’s Executive Leadership Programme since 2023.
The Government is committed to ensuring there is strong and consistent leadership across policing and a pipeline of diverse and talented candidates for chief officer appointments. The College of Policing’s Executive Leaders Programme aims to open up access to a wide pool of officers, who have the skills, experience and potential to become chief officers, ready for substantive appointment to a chief officer role.Neither the Home Office nor the College of Policing issues guidance to police forces on the specific number of candidates they should recommend to the Executive Leaders Programme. Recruitment is managed locally by individual police forces, following national guidelines and the application, assessment, and selection framework set by the College of Policing.The Home Office does not collect data on the number of candidates attending and completing the Executive Leaders Programme.The College of Policing has undertaken a review of the effectiveness of the Executive Leaders Programme, which was carried out in 2023-2024 on the first two cohorts. Based on the recommendations of the review, further improvements were communicated to forces and implemented in subsequent cohorts of the programme by the College of Policing.
What maritime and aerial support has been provided to the Republic of Ireland in the last 5 years; and at what cost.
Over the past five years, the only UK support to Ireland has been Search and Rescue assistance provided on five occasions. There was no additional cost identified for this activity. We have not provided maritime support to Ireland.
Which sites earmarked for disposal in Better Defence Estate 2016 remain unsold.
Following the 2020 Integrated Review, Spending Reviews, and Future Soldier announcements, 32 of the sites earmarked for disposal under Better Defence Estate 2016 are awaiting disposal following completion of reprovision works.
How many sites earmarked for disposal in Better Defence Estate 2016 have been sold; and when those sites were sold.
Of the sites earmarked for disposal under Better Defence Estate 2016, 31 sites were released for alternative use between 2016 and 2025.
Whether he plans to conduct a further assessment of potential site disposal across his Department.
On 27 March 2025, the Government announced a new taskforce to deliver thousands of homes on surplus public land, with Defence land becoming a ‘trailblazer’ for the new partnership approach to development. This is an opportunity for all parts of the country, helping meet the Government’s ambition for 1.5 million homes. As part of this, the Defence Secretary has identified the long-term capacity on surplus Ministry of Defence (MOD) land for at least 100,000 homes. Trailblazer sites include a site in Ripon, which was transferred from MOD to Homes England to allow construction at Deverell Barracks to start within 12 months to expedite the delivery of 1,300 homes.
Food and Rural Affairs, what assessment his Department has made of the potential impact of the Extended Producer Responsibility scheme on the level of (a) food and (b) retail consumer inflation in each of the next five years.
In autumn last year my department published an updated assessment of the impact of introducing the Extended Producer Responsibility for Packaging (pEPR) scheme on packaging producers as a whole including impact on CPI inflation and impact on consumers weekly expenditure, when the regulations were laid in parliament.
Food and Rural Affairs, whether she has made a comparative assessment of the attractiveness of foreign investment in glass manufacturing in (a) the UK, (b) France and (c) Germany following the introduction of the Extended Producer Responsibility.
My department has not undertaken an assessment of this specific topic, but has engaged extensively with other countries that operate extended producer responsibility schemes across the EU and across the world. Extended producer responsibility is an internationally recognised model to reduce packaging waste and improve recycling levels. The UK’s largest waste management companies have pledged a £10 billion investment in the UK’s reprocessing capacity, creating around 25,000 jobs on the back of the packaging reforms.
Food and Rural Affairs, what assessment his Department has made of the potential impact of the Extended Producer Responsibility scheme on trends in the level of (a) economic output and (b) employment in the glass manufacturing sector in the next five years.
In autumn last year my department published an updated assessment of the impact of introducing the Extended Producer Responsibility for Packaging (pEPR) scheme on packaging producers as a whole including impact on CPI inflation and impact on consumers weekly expenditure, when the regulations were laid in parliament. This does not include an assessment of the impact on specific materials or sectors. However, my department has engaged extensively with the glass manufacturing sector to understand the impacts on them. This engagement will continue.