Written questions by Shastri-Hurst.

How many trainee solicitors who undertook a training contract with the Government Legal Department left upon completion in each of the past five years.

The Government Legal Department’s (GLD) Legal Trainee Scheme is a two‑year programme. Accordingly, the year of completion reflects cohorts who began their training contracts two years earlier.The number of trainee solicitors who undertook a training contract with the GLD and left upon completion of the two‑year scheme in each of the past five years is as follows:Out of the 37 trainee solicitors that completed the scheme, 2 trainee solicitors left upon completion in 2021.Out of the 36 trainee solicitors that completed the scheme, 3 trainee solicitors left upon completion in 2022.Out of the 37 trainee solicitors that completed the scheme, 2 trainee solicitors left upon completion in 2023.Out of the 33 trainee solicitors that completed the scheme, 2 trainee solicitors left upon completion in 2024.Out of the 36 trainee solicitors that completed the scheme, 1 trainee solicitor left upon completion in 2025.

How many pupil barristers who undertook pupillage with the Government Legal Department left upon completion in each of the past five years.

The Government Legal Department’s (GLD) Legal Trainee Scheme lasts for two years in total. Those who join the GLD as pupil barristers qualify as barristers at the end of Year 1 of the Training Scheme (the pupillage period). They then remain on the Training Scheme for a further 12 months, during which they gain wider experience of GLD’s legal work.The number of pupil barristers who left upon completion of the two‑year Training Scheme in each of the past five years is as follows:Out of the 5 pupil barristers that completed the scheme, 3 pupil barristers left upon completion in 2021.Out of the 5 pupil barristers that completed the scheme, no pupil barristers left upon completion in 2022.Out of the 5 pupil barristers that completed the scheme, 1 pupil barrister left upon completion in 2023.Out of the 3 pupil barristers that completed the scheme, 2 pupil barristers left upon completion in 2024.Out of the 3 pupil barristers that completed the scheme, 1 pupil barrister left upon completion in 2025.

How many applications to the High Court the Attorney General's Office has made in each of the past five years to designate an individual as a vexatious litigant.

The Law Officers have made applications to the High Court under s.42 Senior Courts Act 1981 in each of the last five years as follows:2021 – 12022 - none2023 - none2024 – 22025 – 2 (3 further applications lodged with directions/hearing dates pending)These dates relate to when the applications were made at a court hearing.A list of individuals subject to an order under s.42 and the date the order was made is available online: Vexatious litigants - GOV.UK

Pursuant to the Answer of 13 January to Question 103029, on Crown Prosecution Service: Vacancies, how the vacancy rate for Crown Prosecutors as of the end of December 2025 compares the preceding five years, broken down by region.

The overall vacancy rate for ‘Crown Prosecutors’ across the 14 regional, geographic areas that make up the Crown Prosecution Service (CPS) is 4.5% (at the end of December 2025). The table below includes the regional breakdown for CPS vacancy rates applicable to these legal roles for December 2025 against the three preceding years only*. AreaDec-22Dec-23Dec-24Dec-25Cymru Wales10.3%6.0%2.4%7.0%East of England10.7%6.0%6.1%3.9%East Midlands14.9%8.8%4.0%8.6%London North1.5%0.4%0.9%9.0%London South6.1%4.7%0.4%-3.9%Mersey Cheshire5.4%9.5%-0.9%2.6%North East12.1%5.2%6.1%15.4%North West10.2%1.7%5.7%-3.4%South East4.5%1.8%-1.2%3.8%South West7.7%14.1%0.7%-0.1%Thames and Chiltern7.5%8.8%7.4%11.5%Wessex10.0%5.5%4.8%1.3%West Midlands17.2%7.3%1.4%6.9%Yorkshire and Humberside12.8%5.0%4.7%4.0%14 Geographic Areas9.5%5.6%3.0%4.5% *The CPS does not hold information on vacancy rates dating back five years and has therefore provided the three years preceding December 2025 only.

What the current vacancy rate is for Crown Prosecutors, broken down by region.

The overall vacancy rate for ‘Crown Prosecutors’* across the 14 regional, geographic areas that make up the Crown Prosecution Service (CPS) is 4.5% (at the end of December 2025). The table below includes the regional breakdown for CPS vacancy rates applicable to these legal roles.For context, the vacancy rates are shown alongside the number of vacancies within each geographic area, against the current area Full Time Equivalent (FTE).*These figures include all legal staff designated as ‘Crown Prosecutors’ only. Actual FTEBudget FTE (T2)Vacancies (over) / underVacancy RateCymru Wales Area151.85163.2811.437.0%East of England Area145.80151.665.863.9%East Midlands Area176.25192.8316.588.6%London North253.48278.4825.009.0%London South248.80239.43(9.37)-3.9%Mersey Cheshire Area133.79137.323.532.6%North East Area110.03130.0720.0415.4%North West Area251.40243.14(8.26)-3.4%South East Area145.64151.465.823.8%South West Area128.69128.50(0.19)-0.1%Thames and Chiltern Area127.48144.0116.5311.5%Wessex Area121.19122.751.561.3%West Midlands Area230.80247.8217.016.9%Yorkshire and Humberside Area237.70247.539.824.0%14 Geographic Areas2,462.912,578.27115.364.5%

What the average time taken by the Crown Prosecution Service to make a charging decision was in each of the last five years.

The Crown Prosecution Service (CPS) holds management information which shows the mean average in calendar days from referral for a charging decision or early advice to the decision to authorise a charge against suspects.This was 46 days in 2024-25, 44 days in 2023-24, 45 days in 2022-23 and 42 days in 2021-22.The timeliness data includes cases where the police have submitted a file for early advice as well as those for charging decision. The data includes cases where the police were required to submit further evidence prior to a decision to charge. This generally includes more than one submission and more investigation.The timeliness of a charging decision is determined by three key factors: whether the case has been sent to the CPS for early advice during the investigative process, how quickly the police can complete the necessary enquiries; and how quickly the CPS can then review the evidence provided by the police and finalise the charging decision.

How many prosecutions the Crown Prosecution Service has discontinued in the last three years; and for what reasons.

Management information held by the Crown Prosecution Service (CPS) shows the number of defendants whose prosecution was dropped by the CPS and the primary reason allocated to the outcome at finalisation.The table below shows the number and proportion of prosecutions dropped and the reason applied for the latest available three years ending March 2025. 2022-20232023-20242024-2025Total Prosecutions402,052419,401449,573Prosecutions Dropped45,67446,79449,553Prosecutions Dropped % of Total Prosecutions11.4%11.2%11.0%Victim or witness reasons13,33413,02314,160Victim or witness reasons % of Total Prosecutions3.3%3.1%3.1%Victim reasons10,42610,47911,351Victim reasons % of Total Prosecutions2.6%2.5%2.5% Witness reasons2,9082,5442,809 Witness reasons % of Total Prosecutions0.7%0.6%0.6%Disclosure - undermining unused material1,6372,1852,067Disclosure - undermining unused material % of Total Prosecutions0.4%0.5%0.5%Evidential18,57219,25119,622Evidential % of Total Prosecutions4.6%4.6%4.4%Public interest11,51011,72012,886Public interest % of Total Prosecutions2.9%2.8%2.9%Other621615818Other % of Total Prosecutions0.2%0.1%0.2%Data Source: CPS Case Management Information System

What recent assessment she has made of the adequacy of resources available to the Crown Prosecution Service to meet current case volumes.

In June, the Chancellor announced a landmark increase of £96m (RDELex) in additional funding for the Crown Prosecution Service (CPS) over the spending review period.Through the spending review process, the AGO worked with the CPS and HM Treasury to review and agree CPS resources through assessing current and anticipated future case volumes, including consideration of the number of sitting days and the growing complexity of cases. This included a zero-based review of the CPS’ budget for this financial year, which tested the value for money of their spending and ensured that they are driving efficiencies and delivering for the public.The additional funding over the next three years will mean the CPS can recruit more Crown Advocates and frontline staff to prosecute cases and better support victims. Investment in digital technology, new digital casework tools, and exploration of artificial intelligence tools will enable a more productive CPS to respond to the growing volume of cases.

How many additional prosecutors the Crown Prosecution Service has recruited in each of the last three years.

The Crown Prosecution Service (CPS) has recruited the following additional prosecutors in each of the last three years: CPS Prosecutor Full Time Equivalent (FTE) at year endFTE Change on previous year / additional prosecutors recruitedFY 22/233022.5+ 82.4FY 23/243075.1+ 52.6FY 24/253052.7- 22.4 Total FTE Growth / additional Prosecutors+112.6 The CPS forecasts significant growth in the number of additional prosecutors for the financial year 2025/26 following its positive Spending Review Phase 2 settlement – in which CPS received an uplift of £96 million.

What the average time taken is from referral to charging decision by the Crown Prosecution Service.

Crown Prosecution Service (CPS) management information shows that in the most recent 12 months ending March 2025 it took a mean average of 46 calendar days from the first time the CPS received a case, either a request for early advice or a referral for a charging decision, to the decision to charge and prosecute.For the above metric the median average is two calendar days.The above timeliness data includes cases where the police have submitted a file for early advice as well as those for charging decision. This data includes cases where the police were required to submit further evidence prior to a decision to charge. This generally includes more than one submission and further investigation.The timeliness of a charging decision is determined by three key factors: whether the case has been sent to the CPS for early advice during the investigative process; how quickly the police can complete the necessary enquiries; and how quickly the CPS can then review the evidence provided by the police and finalise the charging decision.

If she will make an estimate of the potential impact of (a) hybrid and (b) remote working in the Law Officers' Departments on costs to those Departments.

Confidentiality, secure communications and data protectionThe Law Officers’ Departments (LODs) – the Crown Prosecution Service (CPS), HM Crown Prosecution Service Inspectorate (HMCPSI), Government Legal Department (GLD), and Serious Fraud Office (SFO) – approach their responsibilities for data, confidentiality and security with the utmost seriousness. This is reflected in their hybrid working policies, annual mandatory data protection and security training, as well as the employment of appropriate technology, equipment and organisational systems which support remote working.Productivity and efficiencyThe LODs are also committed to delivering the most productive and value for money services.They all operate hybrid working policies which are in line with central guidance set by Cabinet Office.Productivity is predominantly assessed through line management chains and the departmental performance management system to assess individual performance and ensure expectations are being met. In addition, GLD staff are required to record time they spend on activities, and GLD seeks direct feedback from the government departments to which they provide legal services.Ultimately one of the most effective ways to drive continuous productivity across the LODs is to ensure they can recruit and retain the workforce needed to deliver vital services required by the Government. A balanced approach to hybrid working is a key part of achieving this.CostsThe LODs provide their employees with appropriate equipment to support effective, efficient and secure remote working.As to specific costs for the CPS, GLD, and SFO, I refer the Hon Member to my responses to UINs 65703, 65704, and 65705 tabled on 8 July 2025.HMCPSI’s spend to support remote working for the financial year 2024/25 was £370.43, equating to £18.52 per head.

What methods her Department uses to assess the productivity of staff in the Law Officers' Departments when working from home; and what assessment she has made of the potential impact of remote working on levels of departmental efficiency.

Confidentiality, secure communications and data protectionThe Law Officers’ Departments (LODs) – the Crown Prosecution Service (CPS), HM Crown Prosecution Service Inspectorate (HMCPSI), Government Legal Department (GLD), and Serious Fraud Office (SFO) – approach their responsibilities for data, confidentiality and security with the utmost seriousness. This is reflected in their hybrid working policies, annual mandatory data protection and security training, as well as the employment of appropriate technology, equipment and organisational systems which support remote working.Productivity and efficiencyThe LODs are also committed to delivering the most productive and value for money services.They all operate hybrid working policies which are in line with central guidance set by Cabinet Office.Productivity is predominantly assessed through line management chains and the departmental performance management system to assess individual performance and ensure expectations are being met. In addition, GLD staff are required to record time they spend on activities, and GLD seeks direct feedback from the government departments to which they provide legal services.Ultimately one of the most effective ways to drive continuous productivity across the LODs is to ensure they can recruit and retain the workforce needed to deliver vital services required by the Government. A balanced approach to hybrid working is a key part of achieving this.CostsThe LODs provide their employees with appropriate equipment to support effective, efficient and secure remote working.As to specific costs for the CPS, GLD, and SFO, I refer the Hon Member to my responses to UINs 65703, 65704, and 65705 tabled on 8 July 2025.HMCPSI’s spend to support remote working for the financial year 2024/25 was £370.43, equating to £18.52 per head.

What assessment she has made of the potential impact of remote working in the Law Officers’ Department on (a) confidentiality, (b) secure communications and (c) data protection.

Confidentiality, secure communications and data protectionThe Law Officers’ Departments (LODs) – the Crown Prosecution Service (CPS), HM Crown Prosecution Service Inspectorate (HMCPSI), Government Legal Department (GLD), and Serious Fraud Office (SFO) – approach their responsibilities for data, confidentiality and security with the utmost seriousness. This is reflected in their hybrid working policies, annual mandatory data protection and security training, as well as the employment of appropriate technology, equipment and organisational systems which support remote working.Productivity and efficiencyThe LODs are also committed to delivering the most productive and value for money services.They all operate hybrid working policies which are in line with central guidance set by Cabinet Office.Productivity is predominantly assessed through line management chains and the departmental performance management system to assess individual performance and ensure expectations are being met. In addition, GLD staff are required to record time they spend on activities, and GLD seeks direct feedback from the government departments to which they provide legal services.Ultimately one of the most effective ways to drive continuous productivity across the LODs is to ensure they can recruit and retain the workforce needed to deliver vital services required by the Government. A balanced approach to hybrid working is a key part of achieving this.CostsThe LODs provide their employees with appropriate equipment to support effective, efficient and secure remote working.As to specific costs for the CPS, GLD, and SFO, I refer the Hon Member to my responses to UINs 65703, 65704, and 65705 tabled on 8 July 2025.HMCPSI’s spend to support remote working for the financial year 2024/25 was £370.43, equating to £18.52 per head.