Written questions by O'Brien.

What estimate she has made of the cost of VAT relief for Motability in (a) 2025 and (b) each year of the Budget forecast.

HMRC publishes estimates of the costs of tax reliefs in its annual publication: Non-structural tax reliefs - GOV.UK. The VAT relief “Vehicles and other supplies to disabled people (vehicles only)” includes the cost of VAT reliefs for supplies of vehicles to disabled people, including but not limited to Motability. The next release of this publication will be on 22 January 2026 and will include an estimate for 2024-25 and a forecast for 2025-26. At Budget 2025 the government announced tax changes to the Motability scheme which will save over £1 billion over the next five years. The VAT relief for top-up payments made to lease more expensive vehicles will be removed for new leases from 1 July 2026, and Insurance Premium Tax will apply at the standard rate to insurance contracts on the Scheme from 1 July 2026. The tax changes will not apply to vehicles designed, or substantially and permanently adapted, for wheelchair or stretcher users. These tax changes ensure Motability can continue to deliver for its customers, for example through the continued provision of a broad range of vehicle models available without any top-up payments.

In the past twelve months, how many disciplinary cases were concluded against civil servants in (a) the Department and (b) its agencies broken down by (i) outcome and (ii) whether the primary allegation related to (A) performance and (B) conduct.

In the Department of Health and Social Care (DHSC), poor performance is handled under DHSC's Supporting Performance Improvement Policy, so all disciplinary cases relate only to alleged misconduct.In DHSC there were 23 formal disciplinary cases concluded between 1 December 2024 and 30 November 2025.Where the number of case outcomes is under five, the number of cases in the category has been suppressed to avoid individuals becoming identifiable.The outcomes for these formal cases are categorised as follows:No Action;Withdrawn;Alternative Role;Informal Action;First Written Warnings;six Final Written Warnings;Dismissals; andNo Outcome Provided.The Medicines and Healthcare products Regulatory Agency (MHRA) manages poor performance and discipline under separate policies, so all disciplinary cases relate to alleged misconduct.In MHRA during the same requested period there were six formal disciplinary cases concluded in total. The outcomes of these six cases are categorised as follows:No formal sanction;First formal warning; andDismissal.As the total number of individual case outcomes under each category is under five, the number of case outcomes in each category has been suppressed to avoid individuals becoming identifiable.In line with DHSC and MHRA, the UK Health Security Agency (UKHSA) manages poor performance and discipline under separate policies, so all case outcomes relate to alleged misconduct. In UKHSA during the same requested period there were 58 formal disciplinary cases concluded. UKHSA is a larger organisation than DHSC and MHRA combined, with a higher volume of HR cases. The number of outcomes in each category is listed below, given there are at least five outcomes in each category:seven No case to answer;18 Cases where a case to answer was found but no penalty awarded;nine First Written Warnings;five Final Written Warnings;eight Dismissals; and11 Cases that were unable to be concluded.

How many and what proportion of departmental staff were promoted (a) in-grade and (b) to a higher grade in the last year broken down by (i) performance marking in the previous year and (ii) grade.

This information is not held centrally.

How many and what proportion of departmental staff were promoted (a) in-grade and (b) to a higher grade in the last year broken down by (i) performance marking in the previous year and (ii) grade.

As of 28 November 2025, the Department had 112 employees, or 3%, on a temporary promotion to a higher grade from their substantive grade. The following table shows the percentage of employees on temporary promotion, broken down by grade: GradePercentage on temporary promotionHigher Executive Officer4%Senior Executive Officer3%Grade 72%Grade 66%Senior Civil Service 15%Overall3%We have only recently started to capture performance markings on the system and so cannot provide a breakdown for last year. Due to the way our data is held, we are not able to provide a breakdown of the number or proportion of staff who were promoted to a higher grade whilst on temporary promotion.

What the average number of working days lost to sickness absence per full-time equivalent member of staff was in (a) the Department and (b) its executive agencies in the last year; and how many formal performance warnings were issued to staff whose absence exceeded departmental triggers.

The average number of working days lost per full-time equivalent member of staff in the Department in the period between October 2024 and September 2025, the most recent period for which records are available, was 5.12.The average number of working days lost per full-time equivalent member of staff in the executive agencies over the same period was 8.22 in the UK Health Security Agency (UKHSA) and 5.71 in the Medicines and Healthcare products Regulatory Agency (MHRA).There were no formal performance warnings issued against civil servants in the Department or the UKHSA between 1 December 2024 and 30 November 2025 where the civil servant was also issued a formal attendance warning for exceeding sickness trigger points.There were four formal performance warnings issues to staff in the MHRA whose absence exceeded departmental triggers.

What the total cost was of (a) settlement agreements and (b) special severance payments made to departing departmental staff in the last year.

During the period 1 December 2024 to 30 November 2025, the total cost of settlement agreements to the Department was £15,000. Under HM Treasury’s rules, payments made under settlement agreements are classed as Special Severance Payments.

How many and what proportion of departmental staff in each grade were rated in the top performance category in the last year.

Senior civil servants (SCS) and delegated grades follow different performance management frameworks. SCS’ operate within the framework for SCS performance management prescribed by Cabinet Office. For delegated performance there is a flexible framework that requires departments to reflect a number of core elements in their approach, including differentiating performance, addressing under and poor performance, and addressing diversity and inclusion. The following table shows the top ratings within the different performance management frameworks by grade and proportion, as of April 2025:GradeNumber rated in the top performance categoryProportionExecutive Officer3014%Higher Executive Officer5511%Senior Executive Officer8012%Grade 717017%Grade 69023%SCS3014%Notes:the numbers rated in the top performance category are rounded to the nearest five; andthe proportion is calculated based on employees who received a performance rating.

In the past twelve months, how many disciplinary cases were concluded against civil servants in (a) the Department and (b) its agencies broken down by (i) outcome and (ii) whether the primary allegation related to (A) performance and (B) conduct.

As of 30 November 2025, the current figure for disciplinary cases stands at 1,342, covering the period from 1 December 2024 to 30 November 2025. This total includes both concluded and ongoing cases. Unfortunately, we are unable to provide a more detailed breakdown beyond this level. Regarding information about the Department’s agencies, Skills England is being transferred to DWP, however, some functions, including HR, are still being covered by the Department for Education, therefore DWP does not hold this data.

What the average number of working days lost to sickness absence per full-time equivalent member of staff was in (a) the Department and (b) its executive agencies in the last year; and how many formal performance warnings were issued to staff whose absence exceeded departmental triggers.

DWP’s absence data is publicly available in the https://www.gov.uk/government/collections/sickness-absence., which includes the average working days lost. The Cabinet Office collates sickness absence data from DWP on a quarterly basis, and this management information is published annually.Data for the year ending 31st March 2025 was published on 16th December 2025.In the past year, 1,649 formal performance warnings were issued to staff whose absences exceeded departmental triggers. However, because of the way data are recorded, the Department cannot confirm whether in each case the warning was specifically due to absences exceeding those triggers. As of November 2025, the total DWP headcount stands at 95,164.DWP has one executive agency, Skills England however their HR functions is provided by Department for Education, therefore sick absence data for Skills England will not be included DWP figures.

What the total cost was of (a) settlement agreements and (b) special severance payments made to departing departmental staff in the last year.

This information is available in DWP’s Annual Report and Accounts 2024/25: DWP Annual Report and Accounts 2024 to 25

How many and what proportion of departmental staff in each grade were rated in the top performance category in the last year.

DWP’s performance management policy utilises a team-based approach. The policy requires the performance of every employee to be robustly assessed on an ongoing basis. However, the approach does not involve employees below the Senior Civil Service being assigned a performance rating. Consequently, we are unable to provide data on employees rated in a top performance category. For Senior Civil Servants (SCS) there are four performance ratings available within the Performance management framework for the Senior Civil Service: Exceeding, High Performing, Achieving and Partially Met. In 2024-25, the DWP Pay Committee agreed to use three of the four performance ratings available for SCS1 and SCS2s, and the ‘top’ performers were recorded as high performing. Exceeding was used for SCS3s / Director Generals (DGs), following instruction from the Senior Leadership Committee for Director General performance management which set specific criteria for the assessment of DGs to improve consistency between departments. The number and proportion of SCS in each grade rated in the top performance categories for 2024-25 was as follows: RatingSCS1SCS2SCS3 Number%Number%Number%Exceeding00%00%<30--%High Performing6728%<30--%<30--%

What the median annual earnings were for apprentices whose prior attainment was equivalent to (a) 4 As or above, (b) 360 points, (c) 300-359 points, (d) 240-299 points, (e) 180-239 points, (f) below 180 points, (g) 1 or 2 A level passes, (h) BTEC and (i) other (i) 1, (ii) 3 and (iii) 5 years after the completion of their apprenticeship in the most recent year for which data is available.

The department publishes annual data on the learning and employment outcomes of apprentices, including earnings up to 5 years after completion in the Further Education Outcomes publication available here: https://explore-education-statistics.service.gov.uk/find-statistics/further-education-outcomes#explore-data-and-files.The latest published data on earnings outcomes by level for apprenticeships was published on 10 December 2025 and can be found here: https://explore-education-statistics.service.gov.uk/data-tables/permalink/c75d0f51-44de-418d-ccdc-08de37c05e81.Earnings outcomes data for apprenticeships broken down by prior attainment is not readily available and could only be obtained at disproportionate cost.

How many disciplinary cases were concluded against civil servants in (a) the Department and (b) its agencies in the past twelve months, broken down by (i) outcome and (ii) whether the primary allegation related to (A) performance and (B) conduct.

There were 24 concluded disciplinary cases recorded in the past twelve months in the Department for Energy Security and Net Zero. Data is not held centrally for Departmental Agencies and ALBs. Broken down by outcome (i):*Final written warning – ^First written warning – 6Informal action – ^No action – 9Resignation – ^Withdrawn – ^No outcome provided – ^ Primary allegation (ii)Performance: 0Conduct: 24 *Volumes which are five or fewer have been redacted to avoid potential identification of individuals.

How many and what proportion of staff were promoted (a) in-grade and (b) to a higher grade in the last year broken down by (i) performance marking in the previous year and (ii) grade.

The Department or Energy Security and Net Zero does not promote in-grade. Performance markings are not held centrally. Table 1 Grade (No. and %) between April 2024 and March 2025 GradeNo. Promoted% of those still in dept who were promotedAO 0.0%EO3117%HEO13424%FASTSTREAM<=30<=30SEO1059%G7533 %G6<=30<=30SCS 1<=30<=30Total3478% Numbers of 30 or fewer employees have been redacted.

How many and what proportion of staff in each grade were rated in the top performance category in the last year.

The table below summarises numbers and proportion of DESNZ staff in the top performance category for the most recent performance year as reported at end March 2025: GradeNumberPercentageAO514%EO2510%HEO9913%SEO19213%G728516%G611921%SCS12515%SCS2614%Any sample sizes below five are not reported.

What the average number of working days lost to sickness absence per full-time equivalent member of staff was in (a) the Department and (b) its executive agencies in the last year; and how many formal performance warnings were issued to staff whose absence exceeded departmental triggers.

The current AWDL for the Department for Energy Security and Net Zero is 3.8. The department does not have any Arms length’s bodies that are requested to submit AWDL figures. The requested data is not held centrally in a reportable format.

What the total cost was of (a) settlement agreements and (b) special severance payments made to departing staff in the last year.

For the last financial year, the total cost to the Department for Energy Security and Net Zero (DESNZ) of payments associated with settlement agreements and special severance payments was £60,000.

What the total cost was of (a) settlement agreements and (b) special severance payments made to departing staff in his Department in the last 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.

In the past twelve months, how many disciplinary cases were concluded against civil servants in (a) his Department and (b) its agencies broken down by (i) outcome and (ii) whether the primary allegation related to (A) performance and (B) conduct.

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) Not a penaltyAny other penaltyDismissalMOJ HQ010~HMPPS250939405HMCTS~5529Office of the Public Guardian~10~Legal Aid Agency0~0CICA0~0MoJ Overall2661017442 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. Caveats1. 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 values8. 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

How many and what proportion of staff in each grade in his Department were rated in the top performance category in the last year.

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.