Written questions by MacCleary.

Food and Rural Affairs, what steps she is taking to help reduce the number of sewage discharges in East Sussex.

We have begun rebuilding the water network to clean up our rivers, lakes and seas. £104 billion is being invested to upgrade crumbling pipes and sewage treatment works across the country, including in East Sussex. This includes over £10 billion to improve over 2,500 storm overflows across England. The Environment Agency (EA) has increased regulatory inspections across East Sussex to tackle sewage spills, focusing on sites which pose the biggest risk to the environment and ensuring they meet the required environmental standards. The EA have increased regulatory inspections of water company assets within the Lewes constituency from the previous year. We are also taking action to tackle agricultural pollution. This includes doubling the funding for farm inspections, enabling the EA to work with more farmers, including in East Sussex, to bring them into compliance. These combined efforts are contributing to stronger environmental standards and a clearer picture of progress in water management across the Lewes area.

Food and Rural Affairs, what information her Department holds on whether levels of PFAS in sewage biosolids from wastewater plants are being investigated in Phase 4 of the Chemical Investigations Programme.

Sewage sludge is the by-product of the wastewater treatment which can applied to agricultural land as a fertiliser. Whilst this practice supports the circular economy, the Government recognises that sludge spreading is not without risk. To better understand these risks from chemicals, Defra officials are engaging with industry and independent researchers under the water industry-funded Chemicals Investigation Programme (CIP). PFAS in sludge was investigated in phase 3 of CIP (CIP3) with reports available online: CIP3 Information. Further sludge investigations are now being run in the current phase 4, they include CIP4 Groundwater, Soil and Biosolids Investigation and CIP4 - Chemical Investigations Programme - Phase 4 - Sludge Investigation. This work will help inform possible and future measures to mitigate PFAS pollution. The Department discusses the progress of this work on a frequent basis.

What assessment she has made of the potential economic merits of UK access to the Security Action for Europe fund.

We will only sign agreements that are in the national interest and provide value for money for the UK taxpayer.

What the annual cost was of the (i) HM Forces Railcard and (ii) Veterans Railcard in 2024.

The Department for Transport does not hold this information. The HM Forces and Veterans Railcards are managed by the Rail Delivery Group.

Food and Rural Affairs, what steps her Department is taking to assess the potential impact of (a) microplastics and (b) PFAS contaminants in agriculture soil on human and wildlife health.

The Environment Agency (EA) keeps a close observation of emerging evidence of the risks microplastics and PFAS may pose. The EA is working with Defra and collaborating with the water industry on a suite of microplastic and sludge investigations. One water industry investigation through the Chemicals Investigation Programme is currently looking at the movement of microplastics and chemicals from biosolids spread on land to soils.

What the annual funding in cash terms has been for MOD Police in each year since 2020.

The Ministry of Defence Police (MDP) is critical to securing Defence assets and people. Recruitment is kept under constant review and is driven by Defence requirements and takes account of the number of leavers and joiners at any given time. At the end of December 2025, Defence saw an increase in workforce that delivers the policing, guarding, and security effect across the delivery groups under a single authority (SJC). We are accelerating recruitment of Ministry of Defence Police, MOD Guard Service through targeted campaigns and implementation of targeted retention bonus for hard to recruit locations and there are now some 250 more Military Provost Guard Service than in 2020. This steady growth is supported by plans to increase this in coming months. Defence takes security seriously, which is demonstrated by the carve outs from civil service recruitment freezes and voluntary exit schemes. The annual budget for the Ministry of Defence Police (MDP) are shown below: Financial Year Budget £ million2019-20152.8812020-21157.7262021-22167.22022-23167.6762023-24160.8482024-25182.7 The workforce numbers for the Ministry of Defence Police are below. Note that the 2025 figure reflects workforce plans set under the previous government: Year202020212022202320242025MDP ¹264327682701259324072139NUCS ²227235230221211196Total286930032931281426182335 ¹ Ministry of Defence Police officers² Non-uniformed Civil Servants YearTotal recruited Recruitment Target2020-213203202021-222442502022-232522702023-24121275*2024-251011252025-26109 to 14 Dec 25250 * Original target. Target was replaced during the course of the year by site specific recruitment targets because of ongoing reviews to reduce the number of MDP posts across the UK resulting from introduction of a new operating police model (OPM), reprioritisation of security risk and the replacement of MDP with alternative policing/security providers.

What the workforce numbers were for the Ministry of Defence Police in each year since 2020.

The Ministry of Defence Police (MDP) is critical to securing Defence assets and people. Recruitment is kept under constant review and is driven by Defence requirements and takes account of the number of leavers and joiners at any given time. At the end of December 2025, Defence saw an increase in workforce that delivers the policing, guarding, and security effect across the delivery groups under a single authority (SJC). We are accelerating recruitment of Ministry of Defence Police, MOD Guard Service through targeted campaigns and implementation of targeted retention bonus for hard to recruit locations and there are now some 250 more Military Provost Guard Service than in 2020. This steady growth is supported by plans to increase this in coming months. Defence takes security seriously, which is demonstrated by the carve outs from civil service recruitment freezes and voluntary exit schemes. The annual budget for the Ministry of Defence Police (MDP) are shown below: Financial Year Budget £ million2019-20152.8812020-21157.7262021-22167.22022-23167.6762023-24160.8482024-25182.7 The workforce numbers for the Ministry of Defence Police are below. Note that the 2025 figure reflects workforce plans set under the previous government: Year202020212022202320242025MDP ¹264327682701259324072139NUCS ²227235230221211196Total286930032931281426182335 ¹ Ministry of Defence Police officers² Non-uniformed Civil Servants YearTotal recruited Recruitment Target2020-213203202021-222442502022-232522702023-24121275*2024-251011252025-26109 to 14 Dec 25250 * Original target. Target was replaced during the course of the year by site specific recruitment targets because of ongoing reviews to reduce the number of MDP posts across the UK resulting from introduction of a new operating police model (OPM), reprioritisation of security risk and the replacement of MDP with alternative policing/security providers.

How many MOD police officers have been recruited in each year since 2020; and what his Department's recruitment target was in each of those years.

The Ministry of Defence Police (MDP) is critical to securing Defence assets and people. Recruitment is kept under constant review and is driven by Defence requirements and takes account of the number of leavers and joiners at any given time. At the end of December 2025, Defence saw an increase in workforce that delivers the policing, guarding, and security effect across the delivery groups under a single authority (SJC). We are accelerating recruitment of Ministry of Defence Police, MOD Guard Service through targeted campaigns and implementation of targeted retention bonus for hard to recruit locations and there are now some 250 more Military Provost Guard Service than in 2020. This steady growth is supported by plans to increase this in coming months. Defence takes security seriously, which is demonstrated by the carve outs from civil service recruitment freezes and voluntary exit schemes. The annual budget for the Ministry of Defence Police (MDP) are shown below: Financial Year Budget £ million2019-20152.8812020-21157.7262021-22167.22022-23167.6762023-24160.8482024-25182.7 The workforce numbers for the Ministry of Defence Police are below. Note that the 2025 figure reflects workforce plans set under the previous government: Year202020212022202320242025MDP ¹264327682701259324072139NUCS ²227235230221211196Total286930032931281426182335 ¹ Ministry of Defence Police officers² Non-uniformed Civil Servants YearTotal recruited Recruitment Target2020-213203202021-222442502022-232522702023-24121275*2024-251011252025-26109 to 14 Dec 25250 * Original target. Target was replaced during the course of the year by site specific recruitment targets because of ongoing reviews to reduce the number of MDP posts across the UK resulting from introduction of a new operating police model (OPM), reprioritisation of security risk and the replacement of MDP with alternative policing/security providers.

Whether the Department has commissioned any further independent reviews of the Ajax programme since 2023.

We have three ongoing reviews into Ajax currently underway: Defence Accident Investigation Branch (DAIB)Army Safety Investigation Team (ASIT)Ministerial-led Review

How many (a) Type 26 frigates and (b) P-8 Poseidon aircraft will be assigned to Atlantic Bastion and when will they begin operations as part of AB.

Atlantic Bastion (AB) is Defence’s plan to secure the North Atlantic for the UK and NATO against the persistent and growing underwater threat. AB is not an operation; it is a plan to transition to a hybrid Navy, combining both crewed and uncrewed underwater systems. The details of this ambition are subject to the Defence Investment Plan.

Whether any major equipment programmes have been subject to formal ministerial directions in the last ten years.

Since 2011 ordinarily all Ministerial directions are published, unless the matter must be kept confidential.

What the average delay has been for major battlefield capability programmes commissioned since 2014.

We inherited considerable delays and cost overruns on a large number of defence procurement projects. We are working to address those through measures set ot in the Defence Industrial Strategy. Further announcements will come as part of the Defence Investment Plan.

What proportion of major defence programmes have exceeded their original cost estimates in the last ten years.

We inherited considerable delays and cost overruns on a large number of defence procurement projects. We are working to address those through measures set ot in the Defence Industrial Strategy. Further announcements will come as part of the Defence Investment Plan.

How many and what proportion of Ministry of Defence projects within the Government Major Projects Portfolio have been delivered on time and within their initial approved budgets in the last ten years; how many current projects in that portfolio are not forecast to be delivered on time or within their initial approved budget; and what proportion of the total number of active projects this represents.

We inherited considerable delays and cost overruns on a large number of defence procurement projects. We are working to address those through measures set ot in the Defence Industrial Strategy. Further announcements will come as part of the Defence Investment Plan.

How many consultancy contracts with his Department have overrun or required extensions within the last five years.

I will write to the hon. Member and a copy of this letter will be placed in the Library of The House.

Which major defence programmes currently lack a full-time Senior Responsible Owner.

The time commitment required from a Senior Responsible Owner (SRO) depends on the scope, scale and complexity of the project. We follow National Infrastructure and Service Transformation Authority (NISTA) guidance and have full-time SROs on the most challenging projects. In agreement with NISTA, we have identified the 15 most challenging of our Government Major Projects Portfolio (GMPP) projects that require a full time SRO. The remaining 33 projects currently in the GMPP, are led by SROs who may lead more than one project or have additional responsibilities. The role of the SRO - whether civilian or military – is to provide leadership, while day to day management of programmes is the responsibility of the Programme Director.

What the average tenure has been for Senior Responsible Owners of major procurement programmes since 2015.

The average time served in post as a Senior Responsible Owner for defence major programmes listed on the Government Major Projects Portfolio (GMPP) for each Financial Year from 1 April 2015 is: Financial YearAverage Time in Post (Years)2015/20160.52016/20171.32017/20181.72018/20191.82019/20201.32020/20211.92021/20221.42022/20231.72023/20241.62024/20252.1 The average tenure is impacted by churn in the GMPP as new programmes join and those in the final stages of delivery leave. The department recognises the importance of continuity in programme leadership and is working to improve this.

Whether his Department has established an oversight mechanism to monitor delivery of the Atherton Report recommendations.

Of the House of Commons Defence Committee's report ‘Protecting those who protect us: Women in the Armed Forces from Recruitment to Civilian Life’, Defence has accepted 33 recommendations, partially accepted a further four recommendations and noted 13 points which were conclusions rather than recommendations. Three of the Committee’s recommendations were not implemented; these related to timelines for Service Complaints appeals and civilian jurisdiction.All the actions Defence committed to have been delivered and are being evaluated. Most recently in November, Defence published the results of the first tri-Service survey to fully understand the experiences of personnel and perceptions of sexualised behaviours, including harassment, in the Armed Forces. Work continues to improve Service life for women in the Armed Forces beyond the Atherton Report. New initiatives are being developed to better prepare female Service personnel for arduous training roles as well as bringing a gender perspective to the future development of existing equipment and uniform. We also continue to drive for continuous improvement in addressing unacceptable behaviours, including an ongoing review of our Zero Tolerance policies and establishing a new Tri-Service Unit for handling of serious complaints independent of the military chain of command.

How many recommendations from the 2023 Defence Committee report on the Ajax programme have been implemented to date.

It is unclear which report the hon. Member is referring to. The Defence Committee reported findings following an inquiry into the work of Defence Equipment and Support in 2023; however, no recommendations were made regarding the Ajax programme.

What assessment he has made of the potential impact of inflation on capital procurement programmes over the last five years.

The Ministry of Defence prepares its cost forecasts with inflation estimates included. However, the higher levels of inflation experienced following Covid-19 and the start of Russia's war against Ukraine has increased costs to Defence, as inflation increased above the levels anticipated by previous forecasts.In 2022, under the last Government, the Department published an evidence paper on the 'Drivers of Defence Cost Inflation', which is available online.