Mark Francois

Raising awareness, delivering more research, including into new treatments, and improving early diagnosis of cancers, which includes blood related cancers such as leukaemia, are crucial for improving cancer survival.

NHS England has implemented non-symptom specific pathways for patients who present with non-specific symptoms, or combinations thereof, that can indicate several different cancers. This includes leukaemia, which can present non-specific symptoms, such as unexpected weight loss and night sweats. Using its national evaluation, NHS England has determined that blood cancers are one of the most common cancer types diagnosed through these pathways.

Professor Lord Darzi is currently undertaking an independent investigation into the state of the National Health Service, the findings of which will feed into the Government’s 10-year plan to build a health service that is fit for the future. The Government will set out any further priorities on cancer and health in due course.

The NHS Long-Term Plan, published in January 2019, sets out the NHS’s key ambitions on cancer. The plan sets out the ambition to increase the number of cancers diagnosed at stage one and two to 75% by 2028, and to increase the number of people surviving cancer for five years by 55,000 as a result.

The age-standardised, one-year net survival for adults, those aged 15 to 99 years old, diagnosed with leukaemia between 2016 and 2020 in England was 74.4%, and the five-year survival rate was 55.9%.

NHS England has implemented non symptom specific pathways for patients who present with non-specific symptoms or combinations thereof, that can indicate several different cancers. This includes leukaemia, which can present non-specific symptoms, such as unexpected weight loss and night sweats. The national evaluation showed that blood cancers are one of the most common cancer types diagnosed through these pathways.

Raising awareness, delivering more research, including into new treatments, and improving early diagnosis of cancers, which includes blood related cancers such as leukaemia, are crucial for improving cancer survival.

Cancer patients are being failed, waiting too long for a diagnosis and treatment. We will bring down waits for cancer appointments with the Fit For the Future fund, doubling the number of state-of-the-art magnetic resonance imaging and computed tomography in the National Health Service to ensure early diagnosis and faster treatment.

NHS England has committed to ensuring that all cancer patients have access to a Holistic Needs Assessment, ensuring care is focused on what matters most to each person.

The 2023 England National Cancer Patient Experience Survey indicates the proportion of people with Leukaemia who reported having had a discussion with a member of the team looking after them, before their treatment started, about their needs or concerns was 72.6%. For people with Leukaemia, a further 24.5% said they had the discussion to some extent, and a total of 97.1% reported having had a discussion.

Cancer waiting time data is collected by NHS England according to three performance standards: the Faster Diagnosis Standard (FDS), which aims to ensure patients have cancer diagnosed or ruled out within 28 days of referral from a general practice or screening service; the 31-day wait from a decision to treat to first or subsequent treatment of cancer combined standard; and the 62-day referral to first definitive treatment for cancer combined standard.

Data can then be broken down by cancer type. For the FDS, data regarding leukaemia and its sub-types is collected using the following two categories, suspected acute leukaemia and suspected haematological malignancies, excluding acute leukaemia. The latter category includes non-acute leukaemia when there is a suspicion. These statistics are published monthly and are available at the following link:

https://www.england.nhs.uk/statistics/statistical-work-areas/cancer-waiting-times/

53 African countries, including Mauritius, attended the Forum on China-Africa Cooperation (FOCAC). China made a range of high-level commitments as part of the Forum's Beijing Action Plan. As with previous FOCAC commitments we will monitor their implementation and implications for UK policy.

The UK will take a consistent and pragmatic approach to China's role in Africa - we will cooperate where we can, compete where we have different interests, and challenge where we must.

53 African countries, including Mauritius, attended the Forum on China-Africa Cooperation (FOCAC). China made a range of high-level commitments as part of the Forum's Beijing Action Plan. As with previous FOCAC commitments we will monitor their implementation and implications for UK policy.

The UK will take a consistent and pragmatic approach to China's role in Africa - we will cooperate where we can, compete where we have different interests, and challenge where we must.

The Ministry of Defence is already working across Government to improve data collection on veterans. At this time, we do not have data to enable us to make an estimate on the number of veterans who are eligible for pension credit and have an income of less than £12,500 but we will continue to keep this under review.

The Government has worked closely with Navantia UK (Prime Contractor) on the future of the Fleet Solid Support (FSS) programme and agreed with them the minimum changes to the contract necessary - on commercial terms - to ensure its continued delivery. This includes minimising disruption to the current schedule as much as possible, including the impact on in-service dates which is still being assessed.

We are unable to comment on the details of the contract due to commercial sensitivities. The deal, which is subject to regulatory approval, safeguards the delivery of the FSS programme and secures the future of all four Harland & Wolff (H&W) shipyards in Northern Ireland, Scotland and Devon.

The overall build strategy for the FSS ships remains unchanged. All three ships will be assembled from blocks manufactured in H&W shipyards in the UK and Navantia's shipyards in Spain. Final assembly and systems integration of the ships is planned to take place in Belfast.

The Government has worked closely with Navantia UK (Prime Contractor) on the future of the Fleet Solid Support (FSS) programme and agreed with them the minimum changes to the contract necessary - on commercial terms - to ensure its continued delivery. This includes minimising disruption to the current schedule as much as possible, including the impact on in-service dates which is still being assessed.

We are unable to comment on the details of the contract due to commercial sensitivities. The deal, which is subject to regulatory approval, safeguards the delivery of the FSS programme and secures the future of all four Harland & Wolff (H&W) shipyards in Northern Ireland, Scotland and Devon.

The overall build strategy for the FSS ships remains unchanged. All three ships will be assembled from blocks manufactured in H&W shipyards in the UK and Navantia's shipyards in Spain. Final assembly and systems integration of the ships is planned to take place in Belfast.

The Government has worked closely with Navantia UK (Prime Contractor) on the future of the Fleet Solid Support (FSS) programme and agreed with them the minimum changes to the contract necessary - on commercial terms - to ensure its continued delivery. This includes minimising disruption to the current schedule as much as possible, including the impact on in-service dates which is still being assessed.

We are unable to comment on the details of the contract due to commercial sensitivities. The deal, which is subject to regulatory approval, safeguards the delivery of the FSS programme and secures the future of all four Harland & Wolff (H&W) shipyards in Northern Ireland, Scotland and Devon.

The overall build strategy for the FSS ships remains unchanged. All three ships will be assembled from blocks manufactured in H&W shipyards in the UK and Navantia's shipyards in Spain. Final assembly and systems integration of the ships is planned to take place in Belfast.

We conducted a NATO test in the first 100 days of this Government.

As part of that work we are implementing a NATO test for major procurement decisions by mandating that NATO should be considered in all Ministry of Defence investment business cases. This is in the process of being implemented across the Department.

It is too early to provide a timetable for the construction and refurbishment of Service Family Accommodation (SFA).

The recent announcement comes as the Government kickstarts work on a new military housing strategy, to be published this year.

Key principles of the strategy will include: a generational renewal of Armed Forces accommodation; new opportunities for forces homeownership; and better use of Ministry of Defence land to support the delivery of affordable homes for families across Britain.

The first steps in the strategy will include the rapid development of an action plan to deliver on the “once in a generation” opportunities unlocked by today’s deal. This work will involve independent experts, forces families and cross-Government input.

Funding for the deal is being provided by His Majesty’s Treasury, not the Ministry of Defence budget.

As the purchase has no impact on other Defence priorities, no financial assessment has been made.

I refer the right hon. Member to the answer I gave to him on 17 December 2024, to Questions 19639, 19640, 19641, 19642 and 19643.

I refer the right hon. Member to the answer I gave to him on 17 December 2024, to Questions 19639, 19640, 19641, 19642 and 19643.

Due diligence reviews have been conducted to determine the winning bidder of the Armed Forces Recruiting Programme (AFRP) contract. With the contract’s approval process ongoing, it would not be appropriate to publish the outcome of the evaluation. Independent programme evaluations, to assess delivery success against agreed benefits, will continue throughout the life of the Armed Forces Recruiting Service.

The approvals process is due to be completed in early 2025. Following this, the contract will be awarded and the successful bidder announced. This is expected in February 2025.

The implementation of the AFRP has been phased to reduce the risks to service delivery.

Due diligence reviews have been conducted to determine the winning bidder of the Armed Forces Recruiting Programme (AFRP) contract. With the contract’s approval process ongoing, it would not be appropriate to publish the outcome of the evaluation. Independent programme evaluations, to assess delivery success against agreed benefits, will continue throughout the life of the Armed Forces Recruiting Service.

The approvals process is due to be completed in early 2025. Following this, the contract will be awarded and the successful bidder announced. This is expected in February 2025.

The implementation of the AFRP has been phased to reduce the risks to service delivery.

The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25.

Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.

The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25.

Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.

The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25.

Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.

The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25.

Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.

The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25.

Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.

Good progress has been made on design and implementation of the key features of a reformed model, which are part of the wider defence reforms announced by the Defence Secretary in October.

To set programmes up for success from the outset, the Department is taking steps to provide expert advice on cost estimating much earlier in the project lifecycle.

This will help inform strategic balance of investment decisions, reduce optimism bias to improve future financial stability, and ultimately improve delivery and drive pace.

Good progress has been made on design and implementation of the key features of a reformed model, which are part of the wider defence reforms announced by the Defence Secretary in October.

The Ministry of Defence has a long-standing commitment to improve its engagement with Small and Medium Enterprises (SMEs) in order to broaden and strengthen its supply base. The recently published Defence Industrial Strategy Statement of Intent recognises our intention to foster a more diverse community of suppliers, and will prompt a refresh of our SME Action Plan.

Good progress has been made on design and implementation of the key features of a reformed model, which are part of the wider defence reforms announced by the Defence Secretary in October.

We will improve delivery timelines for our major programmes through an integrated approach to ensure strategic alignment around outcomes, earlier expert advice including closer working with industry, and greater use of Spiral acquisition approaches to exploit technology and innovate.

Improving delivery timelines will be an important part of the new National Armaments Director role being established. Its aim is to ensure the Armed Forces are properly equipped to defend Britain, to build up the British defence industry, and to cut waste.

Good progress has been made on design and implementation of the key features of a reformed model, which are part of the wider defence reforms announced by the Defence Secretary in October. Implementation will continue into 2025.

Through these changes we will deliver defence capabilities at greater pace, taking a One Defence approach to our requirements to secure the best possible value for money.

Good progress has been made on design and implementation of the key features of a reformed model, which form part of the wider defence reforms announced by the Defence Secretary in October.

We will take a more joined up, One Defence approach to our requirements to secure the best possible value for money from the defence budget.

Improving value for money will be a key aim of the reforms and of the new National Armaments Director role being established. Its aim is to ensure the Armed Forces are properly equipped to defend Britain, to build up the British defence industry, and to cut waste.

As confirmed in a Written Ministerial Statement released on 2 November 2022 (HCWS352), the Ministry of Defence is forecasting a 12-month delay to the Type 26 Initial Operating Capability from October 2027 to October 2028. The associated cost growth is forecast to be £233 million; an increase of approximately 4.2%.

Investment in new facilities at Govan to increase productivity include a new Shipbuilding Outfit Hall, Shipbuilding Academy and steelwork panel lines. The new Shipbuilding Hall will enable the construction of two ships undercover simultaneously. This will improve schedule performance and the pace of delivery, allowing the time between ship deliveries to be reduced.

This will not result in a capability gap; Type 26 will be a world beating frigate and the class will be delivered in time to take on the anti-submarine warfare duties of the retiring Type 23 ships.

Through the Armour Main Battle Tank programme, expenditure for Challenger 3 Main Battle Tank delivery as of 13 December 2024 is c£421.167 million.