Mark Francois

Salaries of directors are published in annual reports in paybands. NHS England provides pay guidance for very senior managers at foundation trusts, which is available at the following link:

https://www.england.nhs.uk/publication/guidance-on-pay-for-very-senior-managers/

Mid and South Essex NHS Foundation Trust is classified as a ‘supra large acute’ provider and foundation trusts hold statutory power over remuneration. The salary band for the Chair of Mid and South Essex Integrated Care Board is £60,000 to £65,000 for a 2.5 to three day working week. The salary band for the Chief Executive of Mid and South Essex Integrated Care Board is £190,000 to £212,500. Pay in excess of these levels would require Ministerial approval.

It is imperative that all parts of the National Health Service exercise good judgement and concern for taxpayer value in determining executive pay.

Mid and South Essex NHS Foundation received £10.2 million in 2020/21 and £5.3 million in 2021/22 for Southend Hospital through the programme to upgrade accident and emergency departments. The Trust was also awarded £118 million in 2017 for a scheme to transform acute and out-of-hospital services locally, including at Southend Hospital, following public consultation. The Trust is currently developing its full business case and a request for early funding is currently under review. Full funding will be made available once the business case has been approved.

Salaries of directors are published in annual reports in paybands. NHS England provides pay guidance for very senior managers at foundation trusts, which is available at the following link:

https://www.england.nhs.uk/publication/guidance-on-pay-for-very-senior-managers/

Mid and South Essex NHS Foundation Trust is classified as a ‘supra large acute’ provider and foundation trusts hold statutory power over remuneration. The salary band for the Chair of Mid and South Essex Integrated Care Board is £60,000 to £65,000 for a 2.5 to three day working week. The salary band for the Chief Executive of Mid and South Essex Integrated Care Board is £190,000 to £212,500. Pay in excess of these levels would require Ministerial approval.

It is imperative that all parts of the National Health Service exercise good judgement and concern for taxpayer value in determining executive pay.

Salaries of directors are published in annual reports in paybands. NHS England provides pay guidance for very senior managers at foundation trusts, which is available at the following link:

https://www.england.nhs.uk/publication/guidance-on-pay-for-very-senior-managers/

Mid and South Essex NHS Foundation Trust is classified as a ‘supra large acute’ provider and foundation trusts hold statutory power over remuneration. The salary band for the Chair of Mid and South Essex Integrated Care Board is £60,000 to £65,000 for a 2.5 to three day working week. The salary band for the Chief Executive of Mid and South Essex Integrated Care Board is £190,000 to £212,500. Pay in excess of these levels would require Ministerial approval.

It is imperative that all parts of the National Health Service exercise good judgement and concern for taxpayer value in determining executive pay.

The salary pay bands of Clinical Commissioning Group Accountable Officers (CCG AO), trust chief executives and trust chairs are likely to vary according to local circumstances. Further guidance can be found online at the following links:

https://improvement.nhs.uk/resources/remuneration-structure-nhs-provider-chairs-and-non-executive-directors/

https://www.england.nhs.uk/publication/clinical-commissioning-group-guidance-on-senior-appointments-including-accountable-officers-march-2017/

The principles of this guidance should also be followed when going through the process of recruiting an Integrated Care System Leader – in some cases this may be a joint role with that of a Clinical Commissioning Groups AO or Trust Chief Executive – and Non-Executive Chair.

Professor Mike Thorne was appointed as independent chair on a two year fixed term in October 2019 following open competition and receives £60,000 per annum.

The executive lead for the Health and Care Partnership is a joint role with the Clinical Commissioning Group (CCG) Joint Accountable Officer. At the conclusion of the initial recruitment process in January no appointment was made. The Mid and South Essex Health and Care Partnership are at the initial stage of re-commencing the recruitment process for a permanent appointment. In the meantime, to ensure continued momentum, Anthony McKeever has been selected to be appointed as interim Joint Accountable Officer for the five CCGs and the executive lead for the Health and Care Partnership. The interim Joint Accountable Officer and executive lead for the Health and Care Partnership will be paid in line with standard salary bands. This is in line with other interim accountable officer roles across the country and meets national guidance set out for the recruitment to such positions.

Dr Anna Davey, chair of Mid Essex CCG, receives no remuneration for her role as convenor on behalf of the five CCGs.

Professor Mike Thorne was appointed as independent chair on a two year fixed term in October 2019 following open competition and receives £60,000 per annum.

The executive lead for the Health and Care Partnership is a joint role with the Clinical Commissioning Group (CCG) Joint Accountable Officer. At the conclusion of the initial recruitment process in January no appointment was made. The Mid and South Essex Health and Care Partnership are at the initial stage of re-commencing the recruitment process for a permanent appointment. In the meantime, to ensure continued momentum, Anthony McKeever has been selected to be appointed as interim Joint Accountable Officer for the five CCGs and the executive lead for the Health and Care Partnership. The interim Joint Accountable Officer and executive lead for the Health and Care Partnership will be paid in line with standard salary bands. This is in line with other interim accountable officer roles across the country and meets national guidance set out for the recruitment to such positions.

Dr Anna Davey, chair of Mid Essex CCG, receives no remuneration for her role as convenor on behalf of the five CCGs.

Professor Mike Thorne was appointed as independent chair on a two year fixed term in October 2019 following open competition and receives £60,000 per annum.

The executive lead for the Health and Care Partnership is a joint role with the Clinical Commissioning Group (CCG) Joint Accountable Officer. At the conclusion of the initial recruitment process in January no appointment was made. The Mid and South Essex Health and Care Partnership are at the initial stage of re-commencing the recruitment process for a permanent appointment. In the meantime, to ensure continued momentum, Anthony McKeever has been selected to be appointed as interim Joint Accountable Officer for the five CCGs and the executive lead for the Health and Care Partnership. The interim Joint Accountable Officer and executive lead for the Health and Care Partnership will be paid in line with standard salary bands. This is in line with other interim accountable officer roles across the country and meets national guidance set out for the recruitment to such positions.

Dr Anna Davey, chair of Mid Essex CCG, receives no remuneration for her role as convenor on behalf of the five CCGs.

Professor Mike Thorne was appointed as independent chair on a two year fixed term in October 2019 following open competition and receives £60,000 per annum.

The executive lead for the Health and Care Partnership is a joint role with the Clinical Commissioning Group (CCG) Joint Accountable Officer. At the conclusion of the initial recruitment process in January no appointment was made. The Mid and South Essex Health and Care Partnership are at the initial stage of re-commencing the recruitment process for a permanent appointment. In the meantime, to ensure continued momentum, Anthony McKeever has been selected to be appointed as interim Joint Accountable Officer for the five CCGs and the executive lead for the Health and Care Partnership. The interim Joint Accountable Officer and executive lead for the Health and Care Partnership will be paid in line with standard salary bands. This is in line with other interim accountable officer roles across the country and meets national guidance set out for the recruitment to such positions.

Dr Anna Davey, chair of Mid Essex CCG, receives no remuneration for her role as convenor on behalf of the five CCGs.

I refer the right hon. Member to the answer I gave on 29 April 2024 to the right hon. Member for Garston and Halewood (Maria Eagle) to Question 23108.

https://questions-statements.parliament.uk/written-questions/detail/2024-04-23/23108

HMS Somerset is not in refit; the ship is currently undertaking a period of planned survey and defect repair work.

The Ministry of Defence does not disclose future programmes or forward-looking availability forecasts in order to preserve the operational security of the Royal Navy's Fleet.

In response to details about the cost and location of HMS Somerset's last refit, I refer the right hon. Member to the answers I gave to you and the right hon. Member for North Durham (Kevan Jones) on 20 July 2023 to Questions 194161 and 194356.

HMS Somerset is not in refit; the ship is currently undertaking a period of planned survey and defect repair work.

The Ministry of Defence does not disclose future programmes or forward-looking availability forecasts in order to preserve the operational security of the Royal Navy's Fleet.

In response to details about the cost and location of HMS Somerset's last refit, I refer the right hon. Member to the answers I gave to you and the right hon. Member for North Durham (Kevan Jones) on 20 July 2023 to Questions 194161 and 194356.

Notes:

CH-47ER: The final costs will be subject to the conclusion of negotiations with the US Government and Boeing, and variance throughout the life of the programme in common with all FMS cases.

I refer the right hon. Member to the answer I gave the right hon. Member for Wentworth and Dearne (Mr John Healey) on 2 April 2024 to Question 19779.

His Majesty's Government and the Royal Navy are working jointly with BAE Systems on options to support Norway's future Frigate Programme.

We are actively supporting the promotion of the Type 26 Global Combat Ship design to other navies around the world with a similar requirement.

The Royal Navy's submersible ship nuclear AUKUS submarines will be operational from the late 2030s, replacing the current Astute Class.

In regard to the cost of the five Multi-Role Electronically Scanned Array (MESA) radars, I refer the right hon. Member to the answer I gave on 19 May 2023 to Question 184577.

As of 24 April 2024, the first two MESA radars have been delivered.

I refer the right hon Member to the answer I gave to the right hon Member for Wentworth and Dearne (Jon Healey) on 30 January 2024 to Question 10724.

There are currently ten Tranche 1 Typhoon aircraft stored at RAF Shawbury.

The number and percentage of RAF Typhoon aircraft broken down by Tranche is shown in the table below.

1. Rounded to the nearest whole number

The RAF's Tranche 1 Typhoon aircraft are not fitted to carry Meteor air-to-air missiles.

I refer the right hon. Member to the response I provided to Question 7840 on 11 January 2024.

https://questions-statements.parliament.uk/written-questions/detail/2024-01-05/7840

The UK value for the Foreign Military Sale of tranche 1 of the Chinook Capability Sustainment Programme, which includes support until 2029, is estimated at 8%, with approximately £151 million to be invested in UK industry.

The Ministry of Defence has an operational fleet of 26 multiple launch rocket systems (MLRS), comprising launcher and repair and recovery variants, and owns a further 50 MLRS, all of which will be upgraded.

To date, approval has been granted to upgrade 69 systems at an estimated capital cost of £481 million (using current exchange rate assumptions). Funding of £158 million has been allocated for the upgrade of a further 16 systems, which includes the purchase of surplus systems sourced from other nations. This will lead to a total operational fleet size of 85 systems.

The MLRS fleet is being upgraded in four tranches with the final deliveries estimated to be complete by 2030.

I refer my right hon. Friend to the answer I gave on 15 January 2024 to Question 7786 to the right hon. Member for Wentworth and Dearne (Mr Healey). This referred back to the answer given on 17 October 2022, to Question 59082.

https://questions-statements.parliament.uk/written-questions/detail/2024-01-05/7786

As at 31 March 2023, the British Army had 213 in-service Challenger 2 platforms. We do not routinely comment on the locations of these platforms in the interests of security and operational effectiveness.

I refer the right hon. Member to the answer the former Minister for Armed Forces (James Heappey) gave on 1 February 2024 to Question 11234 to the right hon. Member for Hayes and Harlington (John McDonnell).

https://questions-statements.parliament.uk/written-questions/detail/2024-01-24/11234

Tranche 1 Typhoon aircraft are not used to maintain Quick Reaction Alert (QRA) flights at either RAF Coningsby or RAF Lossiemouth.

RFA FORT VICTORIA normally operates with 101 RFA personnel. However, this will vary according to operational requirements and tasking.

I refer the right hon. Member to the answer that was given on 5 July 2023 to Question 191509 to the hon. Member for Wentworth and Dearne (Mr John Healey).

The acquisition cost of the two Queen Elizabeth Class aircraft carriers was c. £6 billion.

The build cost of a Type 45 destroyer was calculated in 2013 to be £633 million (Official Report 2 December 2016 Question 55378).

Build costs of the Type 23 frigates varied between £92 and £120 million per ship over the period November 1992 to September 2002. (Official Report 2 July 2013, col. 610w).

For the acquisition costs of Astute Class submarines, I refer the right hon. Member to the answer I gave him on 12 September 2023 to Question 197698.

The support ships assigned to a Queen Elizabeth Class aircraft carrier battle group and the composition of the embarked air group are dependent upon the nature of the tasking of the battle group and it is not therefore possible to provide a singular acquisition cost for such supporting shipping or for the air group.

F-35B aircraft are procured in batches and the unit price per batch has varied as production has proceeded. There is therefore no single acquisition cost for a group of 24 aircraft as the overall cost will depend on the batch from which each individual aircraft was procured.

There is no fixed ratio of F-35B aircraft to Merlin helicopters in a Queen Elizabeth Class aircraft carrier embarked air group. Moreover, two different marks of Merlin helicopter may be embarked dependent on operational requirements. It is not therefore possible to provide a single acquisition cost for the Merlin helicopters that may be embarked with 24 F-35B aircraft.

As illustrated by the information provided in respect of Type 23 frigates it is not, for any class of ship or submarine, usually the case that the overall acquisition cost is shared equally across the class. First of Class vessels will incur a range of non-recurring costs that later vessels do not. Variations in price per vessel may also arise from increasing industry efficiency as construction progresses and from detailed changes in specification between vessels of the same class.

The acquisition cost of the two Queen Elizabeth Class aircraft carriers was c. £6 billion.

The build cost of a Type 45 destroyer was calculated in 2013 to be £633 million (Official Report 2 December 2016 Question 55378).

Build costs of the Type 23 frigates varied between £92 and £120 million per ship over the period November 1992 to September 2002. (Official Report 2 July 2013, col. 610w).

For the acquisition costs of Astute Class submarines, I refer the right hon. Member to the answer I gave him on 12 September 2023 to Question 197698.

The support ships assigned to a Queen Elizabeth Class aircraft carrier battle group and the composition of the embarked air group are dependent upon the nature of the tasking of the battle group and it is not therefore possible to provide a singular acquisition cost for such supporting shipping or for the air group.

F-35B aircraft are procured in batches and the unit price per batch has varied as production has proceeded. There is therefore no single acquisition cost for a group of 24 aircraft as the overall cost will depend on the batch from which each individual aircraft was procured.

There is no fixed ratio of F-35B aircraft to Merlin helicopters in a Queen Elizabeth Class aircraft carrier embarked air group. Moreover, two different marks of Merlin helicopter may be embarked dependent on operational requirements. It is not therefore possible to provide a single acquisition cost for the Merlin helicopters that may be embarked with 24 F-35B aircraft.

As illustrated by the information provided in respect of Type 23 frigates it is not, for any class of ship or submarine, usually the case that the overall acquisition cost is shared equally across the class. First of Class vessels will incur a range of non-recurring costs that later vessels do not. Variations in price per vessel may also arise from increasing industry efficiency as construction progresses and from detailed changes in specification between vessels of the same class.

RFA Fort Victoria is currently ready to commence a planned maintenance period.

I am taking the right hon. Member’s question to be asking about Fujitsu. The Department has a total of 12 direct contracts with Fujitsu. These are held by both Defence Equipment and Support and Defence Digital. The value of each contract is commercially sensitive.

On current plans, HMS Albion and HMS Bulwark will retire from service by the end of 2034.