Written questions by Dhesi.

With reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. Wales Office officials regularly attend meetings to discuss matters of national security and defence.

With reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. Scotland Office officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence. The Scotland Office is actively contributing to this work and is working closely with other UK Government Departments to ensure effective delivery in Scotland, as well as coordination with the Scottish Government where responsibilities for resilience are devolved.

What plans his Department has to increase the number of specialist Parkinson's nurses in Slough constituency.

The Department does not hold a central count of the number of specialist Parkinson’s nurses working in the Slough constituency. Workforce planning, including decisions about the number and type of specialist nurses needed locally, is the responsibility of individual employers and their integrated care boards, which are best placed to assess the needs of their populations.We continue to work with NHS England through programmes like Getting It Right First Time to support improvements in access to specialist care for patients with Parkinson’s disease. We have also set up the United Kingdom‑wide Neuro Forum, which brings together the Department, NHS England, the devolved administrations, and health services and Neurological Alliances of all four nations to share best practice and address system-wide challenges, including neurology workforce challenges.The Government is committed to publishing a 10 Year Workforce Plan to set out action to create a workforce ready to deliver the transformed service set out in the 10-Year Health Plan. The 10 Year Workforce Plan will ensure the National Health Service has the right people in the right places, with the right skills to care for patients, when they need it. We are working through how the plan will articulate the changes for different professional groups.

What recent estimate he has made of the number of specialist Parkinson nurses working in Slough constituency.

The Department does not hold a central count of the number of specialist Parkinson’s nurses working in the Slough constituency. Workforce planning, including decisions about the number and type of specialist nurses needed locally, is the responsibility of individual employers and their integrated care boards, which are best placed to assess the needs of their populations.We continue to work with NHS England through programmes like Getting It Right First Time to support improvements in access to specialist care for patients with Parkinson’s disease. We have also set up the United Kingdom‑wide Neuro Forum, which brings together the Department, NHS England, the devolved administrations, and health services and Neurological Alliances of all four nations to share best practice and address system-wide challenges, including neurology workforce challenges.The Government is committed to publishing a 10 Year Workforce Plan to set out action to create a workforce ready to deliver the transformed service set out in the 10-Year Health Plan. The 10 Year Workforce Plan will ensure the National Health Service has the right people in the right places, with the right skills to care for patients, when they need it. We are working through how the plan will articulate the changes for different professional groups.

With reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

HM Treasury officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence.

With reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. Department for Energy Security & Net Zero officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence.The Department for Energy Security & Net Zero is actively contributing to this work. This is part of the Energy Security & Resilience Directorate's portfolio, with the Deputy Director for Energy Resilience responsible for leading our response.

Innovation and Technology, with reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. The Department for Science, Innovation and Technology officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence.The Department for Science, Innovation and Technology is actively contributing to this work.

With reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. Home Office officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence.The Home Office is actively contributing to this work, with a range of directorates across the department engaging in matters related to defence and security, including in Homeland Security Group and Public Safety Group.

With reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. Northern Ireland Office (NIO) officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence. NIO directorates are actively contributing to this work, engaging the defence industry, businesses and academia to evaluate Northern Ireland’s defence sector contribution. We are also collaborating with partners to assess and strengthen collective preparedness against emerging threats. These efforts are jointly led by the Director of Security, International and Politics and the Director of Growth, Public Service Transformation and NI Fiscal Sustainability.

Food and Rural Affairs, with reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. Defra officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence. The Department for Environment, Food and Rural Affairs is actively contributing to this work with a team coordinating the department’s planning for home defence. This is overseen by the Director for Ministerial, Growth & Resilience, currently SRO for the Home Defence Programme.

With reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. Department officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence. The Department is actively contributing to this work. This includes ensuring the health sector has flexible, adaptable, and scalable capabilities that can respond to a range of threats. These capabilities include equipment, for instance stockpiles and countermeasures, including medicines and medical equipment, skilled people, such as clinicians and public health staff, and infrastructure, for instance technology, diagnostics, testing.

Media and Sport, with reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

DCMS Ministers have regular discussions with officials, external experts and ministerial colleagues on a range of issues, including national security, defence and resilience. The Resilience Action Plan sets out the Government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. DCMS officials regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence. The department is actively contributing to this work and regularly attends Cross-Whitehall fora on national resilience including meetings on the Home Defence Programme.

Communities and Local Government, with reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

Senior officials from the Resilience and Recovery Directorate in MHCLG regularly attend meetings to discuss matters of national security, defence and resilience as well as the associated public communications required to deliver these lines of efforts. The conversation on National Defence was a recommendation in the 2025 Strategic Defence Review (SDR), which the Government accepted. The Ministry of Defence is the lead department for delivering the SDR, with support from the Cabinet Office, and particularly from the National Security Secretariat. As set out in the Strategic Defence Review, the national conversation will be a multi-year, cross-departmental effort designed to deliver on the whole-of-society approach to national security and defence allowing Government, the private sector and public to play their part in strengthening the UK’s resilience to any potential future shocks. This work addresses the risks and threats the UK faces, including those below and above the threshold of an armed attack. MHCLG is actively supporting this work, including liaising with Local Resilience Forums.

With reference to paragraph 88 of the policy paper entitled UK Government Resilience Action Plan, published on 14 July 2025, how many meetings have been attended by civil servants within their Department in relation to the Home Defence Programme; which directorate in the Department owns the Departmental contribution to the Home Defence Programme; and what the job title is of the civil servant leading and cohering the Departmental contribution to the Home Defence Programme.

The Resilience Action Plan sets out the government’s strategic approach to how we will strengthen our domestic resilience and invest to protect the nation. Officials from the department regularly attend meetings to discuss the implementation of the Resilience Action Plan as well as matters of national security and defence.The department is actively supporting this work. Officials in the department are in regular discussions with the Ministry of Defence and other government departments about the critical role children and young people play.

What assessment he has made of the potential merits of bringing forward secondary legislation to amend the Insolvency Act 1986 so as to enable employees to claim directly against company directors where an insolvent company has knowingly failed to comply with minimum wage legislation.

Employees of companies subject to insolvency proceedings are already able to claim arrears of wages, up to a statutory limit, from the National Insurance Fund through the Insolvency Service. In situations where minimum wage provisions have not been met, this can include an uplift payment.Knowingly breaching minimum wage provisions is evidence of misconduct, and the Secretary of State may, where public interest criteria are met, seek to disqualify a culpable director. Where a director is disqualified, they may also be required to pay compensation for the benefit of creditors who have been directly harmed by their actions.

What the turnover rate was in the Royal Navy in 2025 and how this compares to the 10 year average.

The member may wish to visit gov.uk for the full personnel statistics for the Armed Forces: Quarterly Service personnel statistics: 1 October 2025 - GOV.UK

What is the median age of the Army’s Land Rovers.

The median age of the Army’s Land Rover WOLF fleet is approximately 28 years. Data is drawn from the Army’s Joint Asset Management and Engineering Solutions (JAMES), which is a live system providing real-time data. Therefore, the data provided represents a snapshot in time and may change as records are updated.

What proportion of British Army recruits have failed Phase 1 training in each of the last 10 years.

The proportion of British Army Other Ranks who left Phase 1 Training is below. Reasons for leaving training during Phase 1 are numerous, but include issues such as medical conditions, discipline, false information given on joining (e.g. criminal conviction or under 18 without parent consent) and general unsuitability for Army service. Recruiting Year (Year of Intake)Proportion of Recruiting Year that left Phase 1 Training2017/201819% 2018/201919% 2019/202019% 2020/202126% 2021/202229% 2022/202325% 2023/202422% 2024/202519%pSource: Analysis (Army) 1. The figures are for the Trade Trained Regular Army only and therefore exclude Gurkhas, Full Time Reserve Service, Mobilised Reserves, Army Reserve and all other Reserves, but includes those personnel that have transferred from GURTAM to UKTAP.2. Prior to September 2016, Analysis (Army) are unable to distinguish between Phase 1 and Phase 2 training.3.. Figures include those that leave the Army before becoming Phase 1 trained for any reason.4. The proportion is calculated by dividing all those that have left Phase 1 Training in the 24 months since joining by total numbers recruited into Phase 1. Outflow used in the calculation of proportions is up to 1st July 2025.5. There may still be a few personnel who entered during Financial Years 24/25 that can outflow as Phase 1 trained. These figures are provisional ‘p’ as these figures are subject to change.6. Infantry recruits undergo a longer 28-week Combat Infantry Course (CIC) at the Infantry Training Centre (ITC) in Catterick, which combines basic training with infantry-specific skills.7. Figures include Junior Entrants who have a longer Phase 1 training time.

Commonwealth and Development Affairs, what estimate he has made of a) the number of British citizens and their dependents who are seeking to return to the UK from the Middle East as of Monday 09 March and b) the number who have already returned since the Israeli-US military action in Iran.

I refer the Hon Member to the answer provided on 16 March in response to Question 118590.

Whether any money has been paid to the NHS as a result of NHS employees publishing content on personal social media platforms that was filmed during working hours, using NHS equipment or uniforms, and related to their work.

This information is not held centrally by the Department. However, NHS England has not received any payments from anyone in relation to National Health Service employees publishing content on their personal social media platforms.