Written questions by Bedford.

How many civil servants in their Department were found to have broken the Civil Service Code in (a) 2024 and (b) 2025.

There were no civil servants in the Northern Ireland Office who were found to have broken the Civil Service Code in 2024 or 2025. Civil Servants are appointed on merit on the basis of fair and open competition and are expected to carry out their role with dedication and a commitment to the Civil Service and its core values: integrity, honesty, objectivity and impartiality.

Innovation and Technology, how many civil servants in their Department were found to have broken the Civil Service Code in (a) 2024 and (b) 2025.

Five or fewer* civil servants were found to have broken the Civil Service Code in 2024Six civil servants were found to have broken the Civil Service Code in 2025.*Volumes which are five or fewer have been redacted to avoid potential identification of individuals.The figures above represent concluded conduct and discipline cases in which DSIT line managers formally engaged HR Casework Services (provided by MoJ). The figures do not include any cases that were concluded informally by DSIT line managers, without engaging the HR Casework Service.Civil Servants are appointed on merit on the basis of fair and open competition and are expected to carry out their role with dedication and a commitment to the Civil Service and its core values: integrity, honesty, objectivity and impartiality.

How many civil servants in their Department were found to have broken the Civil Service Code in (a) 2024 and (b) 2025.

In 2024 there were 8 disciplinary cases in the central Government Department that closed in that year and where the reason for the case was categorised specifically as ‘Breaches of the Civil Service Code’.  Of these 8 cases, less than 5 resulted in Final Written warnings or First Written Warnings.In 2025 there were 6 disciplinary cases in the central Government Department that closed in that year and where the reason for the case was categorised specifically as ‘Breaches of the Civil Service Code’.  Of these 6 cases, less than 5 resulted in Dismissal or First Written Warnings.Due to the small number of cases which have been identified in some outcomes, a further breakdown is withheld as it could lead to identification of individuals.

How many civil servants in their Department were found to have broken the Civil Service Code in (a) 2024 and (b) 2025.

The following table shows recorded disciplinary cases which were upheld and included breaches of the Civil Service Code, for 2024 and 2025: Year of outcomeNumber of these cases where the allegation included “Breaches of the Civil Service Code”2024<520256

How many civil servants in their Department were found to have broken the Civil Service Code in (a) 2024 and (b) 2025.

Civil Servants are appointed on merit on the basis of fair and open competition and are expected to carry out their role with dedication and a commitment to the Civil Service and its core values: integrity, honesty, objectivity and impartiality.We can confirm that the Department for Business and Trade (DBT) and UK Export Finance (UKEF) hold the following information:DBTYearNo. Employees broke CS Code202472025<5*UKEFYearNo. Employees broke CS Code202402025<5**5 or less instances have been suppressed to ensure anonymity.

Food and Rural Affairs, how many departmental employees were on performance management plans in (a) 2023, (b) 2024, and (c) 2025.

The requested data is not held centrally in a reportable format. However, Defra is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner. Those who cannot improve their performance, despite this additional support, may be dismissed.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The department is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner, using performance improvement plans (PIPs) where appropriate. While data on PIPs is not held centrally, the figures below show the number of employees identified as receiving additional performance support in each financial year. Those who cannot improve their performance, despite this additional support, may be dismissed. Financial yearNumber of employees identified for informal or formal performance action2022/233152023/242852024/25310

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The Wales Office has fifty staff and is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner. To this end, there have been: No employees placed on a Performance Improvement Plan in 2023/24, one in 2024/25, and none in 2025/26. Those who cannot improve their performance, despite this additional support, may be dismissed.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The Scotland Office is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner. No employees have been placed on a Performance Improvement Plan in 2023/24, 2024/25, or 2025/26. Those who cannot improve their performance, despite this additional support, may be dismissed.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The AGO is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner. Data has been withheld where disclosure could risk identifying individuals, and rigorous suppression rules have been applied to each year’s figures, including suppressing any proportions based on fewer than five employees. As a result, no disclosable proportions can be published for these years. The AGO places strong emphasis on early intervention, regular feedback and development, with formal performance management processes used only where necessary and, on a case ‑by ‑case basis. Where performance does not improve despite this additional support, dismissal may ultimately be considered.

Commonwealth and Development Affairs, how many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

I refer the Hon Member to the answer provided on 18 November 2025 in response to Question 89585.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The Home Office is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner.This can be either through an informal performance management process called Focused Support or through the formal Managing Poor Performance Policy. For most colleagues, Focused Support will help to improve performance. If an employee does not improve sufficiently, Managing Poor Performance policy will be used. Those who cannot improve their performance, despite this additional support, may be dismissed.The table below provides the number of staff members who had plans in place to support them to improve their performance, either informally or through our formal managing poor performance process, or both. 2023Informal Focused Support1366Managing Poor Performance Casework234Total34002024Informal Focused Support1457Managing Poor Performance Casework274Total35312025Informal Focused Support1703Managing Poor Performance Casework2117Total3820 1 Distinct Count of "First Conversation" Focused Support Documents uploaded to Metis with the status of "Completed " or "In Progress".Focused Support is an informal process and is applied for a dip in performance which can include, but not limited to, the following reasons:1) lack of training2) lack of will or motivation3) skills or knowledge gaps4) misunderstandings about expectations5) management style or relationship with the job holder6) workplace relationships7) environmental factors8) health, personal life or other issues outside of work2 Data is based on the count of Managing Poor Performance cases of Paid and Unpaid Civil Servants formally opened with SSCL in the Reporting Period.3 Individuals may appear in both the Informal Focused Support and Managing Poor Performance counts, as these represent the informal and formal stages of the Performance Management process, respectively.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

Although the Department holds data on performance markings, it does not centrally record the number of employees on performance management plans and therefore cannot provide figures for 2023, 2024, or 2025. Senior Civil Servants (SCS) and delegated grades, non-SCS, operate under different performance management frameworks. SCS follow the Cabinet Office-prescribed SCS framework and should have at least quarterly performance conversations, at which ratings are provided. If an SCS receives the lowest performance rating for two consecutive quarters, a performance development plan is put in place with appropriate support. If the lowest rating continues, there is an expectation that the individual is placed on formal poor performance measures in line with the SCS framework.Delegated grades follow the Department’s Performance Health Check policy and receive mid and end of year performance ratings, supported by monthly performance conversations. Where a delegated grade performance falls below the expected standard, managers must take early, supportive action through regular performance conversations, before deciding on whether any informal or formal action is required under the Supporting Performance Improvement policy and procedure.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The Department for Work and Pensions is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner. To this end, there have been: 406 employees have been placed on Performance Action Logs in 2024/25, and 410 in 2025/26. We do not hold data for the financial year 2023-2024 Those who cannot improve their performance, despite this additional support, may be dismissed.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

Performance improvement plans are usually put in place when performance concerns are first identified. As such, these documents are held locally by employees and their line managers meaning there is no central record held of all employees on them. Where performance issues persist employees are moved onto a formal process, which could end with dismissal should performance not meet the required standard.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The Ministry of Defence (MOD) is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner.Those who cannot improve their performance, despite this additional support, may be dismissed.MOD Main, Defence Equipment & Support (DE&S), Defence Science and Technology Laboratory (DSTL) and the Submarine Delivery Agency (SDA) do not centrally collate all performance management plans.For MOD Main, informal improvement plans are not centrally recorded and are used as a way of monitoring performance in the initial, informal stage of the process. Where performance does not improve, employees enter the formal stage of the process with the requirement for actions and measures around improving their performance to be recorded.Performance management activity in the SDA is managed locally by line managers with HR support as needed and recorded at an individual level.Figures for the UK Hydrographic Office have been withheld due to the risk of identification.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The Ministry of Justice is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner.The information requested could only be obtained at disproportionate cost.Those who cannot improve their performance, despite this additional support, may be dismissed.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

The Northern Ireland Office is committed to thorough performance management and has in place robust processes to ensure that those who fall below the expected standards are supported to improve in a timely manner. To this end, there have been no employees on a formal performance development plan in 2023, 2024, and 2025.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

Performance Action Plans are an informal tool managed within the line management chain. Department for Transport therefore does not hold any central data on how many civil servants have a performance management plan in place.

How many departmental employees were on performance management plans in (a) 2023, (b) 2024 and (c) 2025.

Numbers on Performance Management Plans: • 2024: Managing Poor Performance = 28, Performance Management = 2• 2025: Managing Poor Performance = 20, Performance Management = 0 DESNZ was not created until February 2023, so figures are not available before this time.