I am accountable to Parliament for the overall strategic priorities, resourcing and performance of HMRC. As set out in the Commissioners for Revenue and Customs Act 2005, HMRC Commissioners are responsible for decisions regarding the deployment of Officers of Revenue and Customs.

We are not aware of any automated decision-making systems within HMRC that are used in relation to employment, recruitment, performance management, discipline or allocation of work.

We maintain regular engagement with our Trade Unions on workforce, recruitment and technology related matters. We are not aware of any live automated systems being used in relation to employment, recruitment, performance management, discipline or allocation of work, but would engage with Trade Unions if this were to change in the future.

HMRC is using Managed Service Providers (MSP) as part of a balanced approach to help it manage peaks and troughs more effectively, drawing on practices already used across other Government Departments (OGDs). This will allow its permanent colleagues to focus their expertise where it’s most needed. HMRC know customers still need timely support while services continue to digitise, and the current 18‑month Proof of Value phase is providing HMRC with opportunities to learn from this approach, giving it more flexibility to improve the service it gives customers, and at good value for the taxpayer.

HMRC is working jointly with the PCS trade union on an evaluation of the MSP service. The evaluation considers service quality, customer outcomes, productivity and value for money, and will inform future decisions. No outcome is pre‑determined while the evaluation is ongoing.

HMRC’s evaluation will help them determine how they use MSPs to better serve customers. Any decision will be taken through normal business planning and Spending Review processes, taking account of evaluation findings, affordability and operational need.

This is not about replacing HMRC colleagues – no one will be made redundant as a result of this initiative and HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. The current staff provided by MSPs represent additional capacity for 2025/26 and into 2026/27. HMRC faces highly variable demand throughout the year - this is about giving HMRC more flexibility to improve the service it gives customers. This complements its permanent workforce and enables it to scale capacity up and down as needed.

Due to the design of the contract, costs can only be confirmed retrospectively. Comparisons with permanent recruitment and surge staffing currently indicate MSP costs are comparable or better, based on expected outcomes. Overall the projected cost for 12 months was approximately £23m of resourcing spend.

HMRC is using Managed Service Providers (MSP) as part of a balanced approach to help it manage peaks and troughs more effectively, drawing on practices already used across other Government Departments (OGDs). This will allow its permanent colleagues to focus their expertise where it’s most needed. HMRC know customers still need timely support while services continue to digitise, and the current 18‑month Proof of Value phase is providing HMRC with opportunities to learn from this approach, giving it more flexibility to improve the service it gives customers, and at good value for the taxpayer.

HMRC is working jointly with the PCS trade union on an evaluation of the MSP service. The evaluation considers service quality, customer outcomes, productivity and value for money, and will inform future decisions. No outcome is pre‑determined while the evaluation is ongoing.

HMRC’s evaluation will help them determine how they use MSPs to better serve customers. Any decision will be taken through normal business planning and Spending Review processes, taking account of evaluation findings, affordability and operational need.

This is not about replacing HMRC colleagues – no one will be made redundant as a result of this initiative and HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. The current staff provided by MSPs represent additional capacity for 2025/26 and into 2026/27. HMRC faces highly variable demand throughout the year - this is about giving HMRC more flexibility to improve the service it gives customers. This complements its permanent workforce and enables it to scale capacity up and down as needed.

Due to the design of the contract, costs can only be confirmed retrospectively. Comparisons with permanent recruitment and surge staffing currently indicate MSP costs are comparable or better, based on expected outcomes. Overall the projected cost for 12 months was approximately £23m of resourcing spend.

HMRC is using Managed Service Providers (MSP) as part of a balanced approach to help it manage peaks and troughs more effectively, drawing on practices already used across other Government Departments (OGDs). This will allow its permanent colleagues to focus their expertise where it’s most needed. HMRC know customers still need timely support while services continue to digitise, and the current 18‑month Proof of Value phase is providing HMRC with opportunities to learn from this approach, giving it more flexibility to improve the service it gives customers, and at good value for the taxpayer.

HMRC is working jointly with the PCS trade union on an evaluation of the MSP service. The evaluation considers service quality, customer outcomes, productivity and value for money, and will inform future decisions. No outcome is pre‑determined while the evaluation is ongoing.

HMRC’s evaluation will help them determine how they use MSPs to better serve customers. Any decision will be taken through normal business planning and Spending Review processes, taking account of evaluation findings, affordability and operational need.

This is not about replacing HMRC colleagues – no one will be made redundant as a result of this initiative and HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. The current staff provided by MSPs represent additional capacity for 2025/26 and into 2026/27. HMRC faces highly variable demand throughout the year - this is about giving HMRC more flexibility to improve the service it gives customers. This complements its permanent workforce and enables it to scale capacity up and down as needed.

Due to the design of the contract, costs can only be confirmed retrospectively. Comparisons with permanent recruitment and surge staffing currently indicate MSP costs are comparable or better, based on expected outcomes. Overall the projected cost for 12 months was approximately £23m of resourcing spend.

HMRC is using Managed Service Providers (MSP) as part of a balanced approach to help it manage peaks and troughs more effectively, drawing on practices already used across other Government Departments (OGDs). This will allow its permanent colleagues to focus their expertise where it’s most needed. HMRC know customers still need timely support while services continue to digitise, and the current 18‑month Proof of Value phase is providing HMRC with opportunities to learn from this approach, giving it more flexibility to improve the service it gives customers, and at good value for the taxpayer.

HMRC is working jointly with the PCS trade union on an evaluation of the MSP service. The evaluation considers service quality, customer outcomes, productivity and value for money, and will inform future decisions. No outcome is pre‑determined while the evaluation is ongoing.

HMRC’s evaluation will help them determine how they use MSPs to better serve customers. Any decision will be taken through normal business planning and Spending Review processes, taking account of evaluation findings, affordability and operational need.

This is not about replacing HMRC colleagues – no one will be made redundant as a result of this initiative and HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. The current staff provided by MSPs represent additional capacity for 2025/26 and into 2026/27. HMRC faces highly variable demand throughout the year - this is about giving HMRC more flexibility to improve the service it gives customers. This complements its permanent workforce and enables it to scale capacity up and down as needed.

Due to the design of the contract, costs can only be confirmed retrospectively. Comparisons with permanent recruitment and surge staffing currently indicate MSP costs are comparable or better, based on expected outcomes. Overall the projected cost for 12 months was approximately £23m of resourcing spend.

HMRC is using Managed Service Providers (MSP) as part of a balanced approach to help it manage peaks and troughs more effectively, drawing on practices already used across other Government Departments (OGDs). This will allow its permanent colleagues to focus their expertise where it’s most needed. HMRC know customers still need timely support while services continue to digitise, and the current 18‑month Proof of Value phase is providing HMRC with opportunities to learn from this approach, giving it more flexibility to improve the service it gives customers, and at good value for the taxpayer.

HMRC is working jointly with the PCS trade union on an evaluation of the MSP service. The evaluation considers service quality, customer outcomes, productivity and value for money, and will inform future decisions. No outcome is pre‑determined while the evaluation is ongoing.

HMRC’s evaluation will help them determine how they use MSPs to better serve customers. Any decision will be taken through normal business planning and Spending Review processes, taking account of evaluation findings, affordability and operational need.

This is not about replacing HMRC colleagues – no one will be made redundant as a result of this initiative and HMRC headcount is forecast to increase by the end of the Spending Review 2025 period. The current staff provided by MSPs represent additional capacity for 2025/26 and into 2026/27. HMRC faces highly variable demand throughout the year - this is about giving HMRC more flexibility to improve the service it gives customers. This complements its permanent workforce and enables it to scale capacity up and down as needed.

Due to the design of the contract, costs can only be confirmed retrospectively. Comparisons with permanent recruitment and surge staffing currently indicate MSP costs are comparable or better, based on expected outcomes. Overall the projected cost for 12 months was approximately £23m of resourcing spend.

The FCDO2030 reform programme is designed to ensure the department is able to rise to the challenges of a rapidly changing world, and a constrained fiscal environment. This is an unprecedented transformation, driven by the objective to become a more agile, technologically enabled organisation, focused on the UK's strategic priorities, including peace, stability and security in the Middle East. The FCDO remains in regular consultations with the Trade Union side on its reform proposals.

We do not hold data on the full employment costs of all Support Workers, including National Insurance, pension contributions and holiday pay. This is not information we routinely collect.

When setting our indicative payment rates, we aim to ensure value for money for taxpayers while continuing to provide effective support for disabled people in work.

Current Access to Work rate cards can be found on GOV.UK, where the latest versions are published. For the most up to date information –

https://www.gov.uk/government/publications/access-to-work-guide-for-employers

The Defence Industrial Strategy sets out how our national security is defended by our Armed Forces, that they are only as strong as the defence sector which equips them, including the Royal Fleet Auxiliary.

The Royal Fleet Auxiliary is a unique asset to Government, which we continue to invest in, working closely across Government to ensure the seafarers who work for the Royal Fleet Auxiliary have the employment conditions that reflect their essential work.

Most purchases of equipment, including Personal Protective Equipment (PPE), are not paid for by individual employees. The Forestry Commission has existing PPE supply contracts that allow staff to order what they need, with costs invoiced directly to the organisation. New suppliers have been added to our systems where they have been identified. When bespoke or urgent PPE is required, nominated staff can still use a Government Procurement Card (GPC).

If an employee without a GPC pays for essential time-critical PPE themselves, reimbursement times vary across the Commission depending on local systems. However, any expense claim that meets policy requirements, has the correct approvals, and includes receipts is processed either twice weekly or three times per month, depending on the business area payment system. A cash advance option is also available for staff who need or prefer upfront support for work-related expenses. Additional contracts to cover other small-scale purchases are currently being developed.

Train Operating Companies (TOCs) must comply with the law, which includes the Health and Safety at Work Act 1974. The Office of Rail and Road, as the independent railway safety regulator for the UK, oversees these legal requirements. Its enforcement powers derive from the aforementioned 1974 Act, and range from giving advice and information, through to prosecution in the courts. This covers issues such as lone working, violence at work etc. The Secretary of State also requests through National Rail Contracts that TOCs measure perceptions of staff safety and develop action plans accordingly. We encourage rail operators to consider the personal safety of its rail staff, including encouraging greater use of Body Worn Video (BWV), which was proven in a 2019 trial to reduce violence against BWV wearing staff at railway stations by 47%.

Train operating companies must comply with the law, which includes the Health and Safety at Work Act 1974.

The Office of Rail and Road, as the independent railway safety regulator for the UK, oversees these legal requirements. Its enforcement powers derive from the 1974 Act, and range from giving advice and information, through to prosecution in the courts. This covers issues such as lone working, violence at work etc.

The Secretary of State also requests, through National Rail Contracts, that train operating companies measure perceptions of staff safety and develop action plans accordingly.

Train operating companies must comply with the law, which includes the Health and Safety at Work Act 1974.

The Office of Rail and Road, as the independent railway safety regulator for the UK, oversees these legal requirements. Its enforcement powers derive from the 1974 Act, and range from giving advice and information, through to prosecution in the courts. This covers issues such as lone working, violence at work etc.

The Secretary of State also requests, through National Rail Contracts, that train operating companies measure perceptions of staff safety and develop action plans accordingly.

Train operating companies must comply with the law, which includes the Health and Safety at Work Act 1974.

The Office of Rail and Road, as the independent railway safety regulator for the UK, oversees these legal requirements. Its enforcement powers derive from the 1974 Act, and range from giving advice and information, through to prosecution in the courts. This covers issues such as lone working, violence at work etc.

The Secretary of State also requests, through National Rail Contracts, that train operating companies measure perceptions of staff safety and develop action plans accordingly.

Train operating companies must comply with the law, which includes the Health and Safety at Work Act 1974.

The Office of Rail and Road, as the independent railway safety regulator for the UK, oversees these legal requirements. Its enforcement powers derive from the 1974 Act, and range from giving advice and information, through to prosecution in the courts. This covers issues such as lone working, violence at work etc.

The Secretary of State also requests, through National Rail Contracts, that train operating companies measure perceptions of staff safety and develop action plans accordingly.

Train operating companies must comply with the law, which includes the Health and Safety at Work Act 1974.

The Office of Rail and Road, as the independent railway safety regulator for the UK, oversees these legal requirements. Its enforcement powers derive from the 1974 Act, and range from giving advice and information, through to prosecution in the courts. This covers issues such as lone working, violence at work etc.

The Secretary of State also requests, through National Rail Contracts, that train operating companies measure perceptions of staff safety and develop action plans accordingly.

Train operating companies must comply with the law, which includes the Health and Safety at Work Act 1974.

The Office of Rail and Road, as the independent railway safety regulator for the UK, oversees these legal requirements. Its enforcement powers derive from the 1974 Act, and range from giving advice and information, through to prosecution in the courts. This covers issues such as lone working, violence at work etc.

The Secretary of State also requests, through National Rail Contracts, that train operating companies measure perceptions of staff safety and develop action plans accordingly.

Train operating companies must comply with the law, which includes the Health and Safety at Work Act 1974.

The Office of Rail and Road, as the independent railway safety regulator for the UK, oversees these legal requirements. Its enforcement powers derive from the 1974 Act, and range from giving advice and information, through to prosecution in the courts. This covers issues such as lone working, violence at work etc.

The Secretary of State also requests, through National Rail Contracts, that train operating companies measure perceptions of staff safety and develop action plans accordingly.