Philip Boswell

We do not hold this information.

The Government is committed to increasing social mobility throughout the UK. We hold regular discussions with the devolved administrations on a wide variety of topics many of which affect social mobility.

It should also be noted however, that many key levers for improving social mobility such as apprenticeships, traineeships and higher education have some degree of devolution across the UK and so policy decisions on these issues should be referred to the relevant devolved administration.

The Joseph Rowntree Foundation Report “Monitoring Poverty and Social Exclusion 2015” is one of a number of reports and surveys undertaken on the UK labour Market and Government considers them in the round with regard to Government policy. This report makes use of the Office for National Statistics data and Labour Force Survey which Government uses as a source of information.

We do not hold this information.

Apprenticeships are categorised according to the Sector Subject Area of the Apprenticeship. Table 1 shows Apprenticeship starts between 1 May 2010 and 30 April 2015 by Sector Subject Area.

There is no Sector Subject Area for skilled labour.

Information on the value of apprenticeships funding allocation is not broken down by business type. Since May 2010, there have been 504,900 apprenticeship starts in the retail sector subject area.

In England, the Government provides funding for training where employers hire an apprentice and currently fully funds apprenticeship training for 16 -18 year olds and up to 50% of apprenticeship training for over 19s.

I note the Resolution Foundation’s work published in December 2015.

This Government is focussed on securing economic prosperity, providing the foundations to support opportunity for all.

Through improved education, work chances, a fairer welfare system and a stronger economy we are aiming to help increase the standard of living for everyone in the UK.

The financial crisis triggered the worst recession in living memory. However, GDP surpassed its pre-recession level in Q2 2013 and the UK’s economic recovery is now well established. Since 2010, on average, the UK has been the joint fastest growing economy in the G7 and the labour market has continued to make strong progress.

According to data from the Office for National Statistics (ONS), excluding full-time students under the age of 25, the employment rate of people aged 16-49 fell from 76.9% in the three months to May 2008 to a post-recession low of 74.0% in the three months to March 2010. Since mid-2011, the employment rate for this group has increased over time and the latest data shows that it reached a record high of 77.7% in the three months to October 2015.

While the recession had less of an impact on the employment rate of people aged 50-64, their current employment has also reached a record high for this group, of 70.0%.

The analysis in Resolution Foundation’s report you mention looked at real median weekly earnings of various cohorts over time. While not strictly cohort analysis, more recent cross-sectional data from the ONS’s Annual Survey of Hours and Earnings (ASHE) shows that the increase in nominal median gross weekly pay between April 2014 and April 2015 varied across age groups as follows[1]:

• 16-17 year olds: 8.2%[2]
• 18-21 year olds: 4.0%
• 22-29 year olds: 3.2%
• 30-39 year olds: 1.1%
• 40-49 year olds: 2.6%
• 50-59 year olds: 2.5%
• 60+ year olds: 1.9%

CPI inflation over the same period was -0.1% in the year to April 2015.

Pay, and ultimately living standards are strongly linked to productivity. That is why the Government is working hard to boost productivity, and therefore wages, with the ambitious measures outlined in our Productivity Plan. Our higher pay, lower tax, lower welfare society is the route to raising living standards for everyone in the UK.

[1] Employees on adult rates of pay whose pay for the survey period was not affected by absence

[2] Figures for 16-17 year olds include employees not on adult rates of pay

No formal discussions on unpaid internships have taken place between the UK Government and the devolved administrations following the publication of the Social Mobility and Child Poverty Commission’s report in October 2014. The UK Government recognises that a number of the levers that can be used to influence social mobility are the responsibility of the devolved administrations, and we are keen to work closely with all partners to help improve social mobility across the United Kingdom.

There have been no discussions with devolved administrations specifically in relation to this report.

However, it should be noted that many key levers for improving social mobility such as apprenticeships, traineeships and higher education have some degree of devolution across the UK and so policy decisions on these issues should be referred to the relevant devolved administration.

The EHRC is an independent body, and its report ‘Is Britain Fairer?’ covers a five-year period 2008-13 across both the Labour and coalition governments. We welcome the positive areas of progress it refers to and note the challenges it raises. The information in the report will be used by the EHRC to help develop its next strategic plan, covering the period 2016-19.

The EHRC is an independent body, and its report ‘Is Britain Fairer?’ covers a five-year period 2008-13 across both the Labour and coalition governments. We welcome the positive areas of progress it refers to and note the challenges it raises. The information in the report will be used by the EHRC to help develop its next strategic plan, covering the period 2016-19.

Since 2013 employment has risen by over a million people and the UK’s employment rate is at a record high. The Government is creating employment opportunities for all age groups. Since the first quarter of 2010, youth unemployment has fallen and 229,000 more young people are in employment.

Skills remain important for delivering better employment outcomes for younger workers. The lifetime benefits to apprentices are between £48,000 and £74,000 for Level 2 and between £77,000 and £117,000 for Level 3 Apprenticeships. The average graduate of higher education will earn over £100,000 more over their lifetime than a similar individual who completed their education with 2 or more A levels. The Government is therefore ensuring further and higher education providers are more responsive to the needs of employers, and that young people get the rights skills for the job market.

The findings of the British Journal of Sociology are principally drawn from data in the 1958 and 1970 British birth cohort studies and should be read in the context of other research into the benefits of higher education to individuals. Over their working life, the average graduate will earn comfortably over £100,000 more in today's valuation, net of tax, than a similar individual who completed their education with 2 or more A levels. By lifting the cap on student numbers, the Government is enabling more people than ever before to benefit from higher education.

The Government notes the report by the Sutton Trust and its conclusions in respect of graduates. Widening access to higher education is a high priority and the latest UCAS data shows that a record proportion of students from the most disadvantaged backgrounds will enter higher education this year. As well as increasing access to higher education, we will consult in the autumn on proposals for a Teaching Excellence Framework which will strengthen incentives for universities and colleges to focus on student retention and progression into work or further study. Through the Social Mobility Business Compact, Government is also working with around 190 employers to open up opportunities to candidates from all backgrounds.These employers have committed to adapt their outreach activities, their work experience programmes, and their recruitment processes to ensure that candidates from less privileged backgrounds are not excluded.

I refer the hon. Member to the answer I gave on 19 October 2015 to Question UIN 11065.

The Government believes in fair wages for fair work and opportunity for all. When an intern meets the legal definition of a worker they must be paid at least the National Minimum Wage. We actively promote fair and open access to paid internships through the BIS-funded Graduate Talent Pool, and our Social Mobility Business Compact and Common Best Practice Code for High Quality Internships ask employers to ensure that any internships they offer are advertised openly and transparently and are paid fairly. We have also made it simpler to name and shame employers that do not comply with national minimum wage regulations and, in addition, complaints from interns are now fast-tracked by HMRC.

The Government believes in fair wages for fair work and opportunity for all. When an intern meets the legal definition of a worker they must be paid at least the National Minimum Wage. We actively promote fair and open access to paid internships through the BIS-funded Graduate Talent Pool, and our Social Mobility Business Compact and Common Best Practice Code for High Quality Internships ask employers to ensure that any internships they offer are advertised openly and transparently and are paid fairly. We have also made it simpler to name and shame employers that do not comply with national minimum wage regulations and, in addition, complaints from interns are now fast-tracked by HMRC.

This report by the Social Mobility and Child Poverty Commission raised some important issues around social mobility in the UK. As you will be aware the Government is concerned with this issue and plan to tackle this problem, as highlighted by the Prime Ministers’ Conference speech earlier this month.

I would like to highlight however, that this report was largely focused on a cohort of British children born in 1970. So while it is important in illustrating that social mobility in the UK has been poor for a long period of time it bears no reflection on the Government’s current policies.

Concerning current policies and their implications on social mobility it is clear that the achievement of over 2 million apprenticeships in the last parliament and the target of 3 million in this is helping to increase social mobility by providing young people with the skills they need in order to acquire professional careers. This policy alongside an increase in participation in higher education, helped by policies such as the removal of the student cap, has helped start to bridge the skills and educational gaps which were previously detrimental to social mobility.

The Government believes in fair wages for fair work and opportunity for all. When an intern meets the legal definition of a worker they must be paid at least the National Minimum Wage. We actively promote fair and open access to paid internships through the BIS-funded Graduate Talent Pool, and our Social Mobility Business Compact and Common Best Practice Code for High Quality Internships ask employers to ensure that any internships they offer are advertised openly and transparently and are paid fairly. We have also made it simpler to name and shame employers that do not comply with national minimum wage regulations and, in addition, complaints from interns are now fast-tracked by HMRC.

The Oil and Gas Authority’s Call to Action report highlighted the risk that low profitability in producing fields could lead to premature decommissioning of critical infrastructure. It is important to avoid decommissioning for as long as possible and the OGA is as a priority working with companies to facilitate discussions, remove barriers to cooperation and encourage investment. In addition it is conducting rigorous economic assessments of key production hubs to explore the drivers of continued investment, including fiscal levers. Work is also taking place to facilitate the preparation of Regional Development Plans for critical regions of the North Sea, building on data provided by operators.

WSP Parsons Brinckerhoff were appointed by the Department of Energy and Climate Change following an open competition through the Crown Commercial Services Framework. The requirement was to update cost assumptions across all technologies eligible for the UK Feed-in Tariffs (FITs). This is work which the company already has experience of carrying out, having been involved in updating cost assumptions for FITs in 2012.

Specifically in relation to solar, members of the WSP Parsons Brinckerhoff project team were able to demonstrate experience of working directly with solar PV projects, developing and managing them at all stages of their lifecycle. As part of the work that they carried out, WSP Parsons Brinckerhoff also engaged directly with a number of key actors in the solar industry.

IPSA's Corporate Plan identifies Key Performance Indicators (KPIs) and associated targets, each of which is the responsibility of a senior manager. Performance against KPIs is measured and reported monthly to IPSA’s Senior Management Team (SMT) and the Board and published on IPSA's website. Operational performance targets for the financial year are contained within IPSA's Annual Report and Accounts, which are also published on IPSA's website.

Further information on IPSA’s performance can be found in the Corporate Plan, available on IPSA’s website.

Staff capacity, performance and welfare, as well as comprehensive financial management information, are measured and reported monthly to IPSA’s SMT and the Board as part of our KPIs. From this IPSA is able to identify any issues regarding productivity, efficiency or cost and address them accordingly.

All IPSA employees have performance objectives, which are aligned with IPSA’s Corporate Plan. Employees are managed against their objectives, including through formal quarterly reviews to ensure performance and productivity are satisfactory.

A staff engagement survey is also undertaken each year, which identifies any issues of concern which may affect staff productivity.

To ensure IPSA continues to increase both efficiency and productivity it measures performance against our Key Performance Indicators (KPIs). This activity enables IPSA to identify any issues and put relevant plans in place to ensure that productivity continues to improve.

IPSA's Corporate Plan identifies Key Performance Indicators (KPIs) and associated targets, each of which is the responsibility of a senior manager. Performance against KPIs is measured and reported monthly to IPSA’s Senior Management Team (SMT) and the Board and published on IPSA's website. Operational performance targets for the financial year are contained within IPSA's Annual Report and Accounts, which are also published on IPSA's website.

Further information on IPSA’s performance can be found in the Corporate Plan, available on IPSA’s website.

Staff capacity, performance and welfare, as well as comprehensive financial management information, are measured and reported monthly to IPSA’s SMT and the Board as part of our KPIs. From this IPSA is able to identify any issues regarding productivity, efficiency or cost and address them accordingly.

All IPSA employees have performance objectives, which are aligned with IPSA’s Corporate Plan. Employees are managed against their objectives, including through formal quarterly reviews to ensure performance and productivity are satisfactory.

A staff engagement survey is also undertaken each year, which identifies any issues of concern which may affect staff productivity.

To ensure IPSA continues to increase both efficiency and productivity it measures performance against our Key Performance Indicators (KPIs). This activity enables IPSA to identify any issues and put relevant plans in place to ensure that productivity continues to improve.

IPSA’s role is to regulate MPs’ business costs and expenses and to provide assurance that public funds are properly and effectively scrutinised. As a normal part of our operations, IPSA may, on occasion, limit the use of MPs’ payment cards for a short period. This may not necessarily entail a suspension of the card.

By analysing MPs’ spending against their annual budgets, IPSA uses this routine action as one of various preventative financial controls to limit each MP’s exposure to financial liability and to assist in ensuring their compliance with the MPs’ Scheme of Business Costs and Expenses. Their card use may also be limited in the event of a delay to the monthly reconciliation process.

In addition, IPSA sometimes makes amendments to an MP’s payment card account, including by limiting the card’s use, at the request of the cardholder, such as when a card is lost or the MP leaves Parliament

IPSA's Corporate Plan identifies Key Performance Indicators (KPIs) and associated targets, each of which is the responsibility of a senior manager. Performance against KPIs is measured and reported monthly to IPSA’s Senior Management Team (SMT) and the Board and published on IPSA's website. Operational performance targets for the financial year are contained within IPSA's Annual Report and Accounts, which are also published on IPSA's website.

Further information on IPSA’s performance can be found in the Corporate Plan, available on IPSA’s website.

Staff capacity, performance and welfare, as well as comprehensive financial management information, are measured and reported monthly to IPSA’s SMT and the Board as part of our KPIs. From this IPSA is able to identify any issues regarding productivity, efficiency or cost and address them accordingly.

All IPSA employees have performance objectives, which are aligned with IPSA’s Corporate Plan. Employees are managed against their objectives, including through formal quarterly reviews to ensure performance and productivity are satisfactory.

A staff engagement survey is also undertaken each year, which identifies any issues of concern which may affect staff productivity.

To ensure IPSA continues to increase both efficiency and productivity it measures performance against our Key Performance Indicators (KPIs). This activity enables IPSA to identify any issues and put relevant plans in place to ensure that productivity continues to improve.

IPSA carries out an Annual User Survey which seeks to identify, amongst other measures, the hours per month that MPs and their staff spend making expenses claims. The key findings from these surveys are published on IPSA’s website.

The MPs’ Scheme of Business Costs and Expenses (‘the Scheme’) is reviewed on a regular basis to ensure the rules (and the supporting processes) remain fair and workable. In doing so, IPSA always consult the public, MPs, MPs’ staff and other interested parties, including the Scottish Parliament, whomthe Chief Executive of IPSA, Marcial Boo,met with most recently in August 2015.

IPSA provides financial support to enable MPs to perform their parliamentary and constituency work. We aim to do this as efficiently as possible and to minimise the burden on MPs, consistent with our duty to assure the public that all MPs’ business costs are legitimate, supported by evidence and subsequently published.

IPSA took a number of steps in 2014-15 to achieve this objective. This included expanding the use of the payment card, permitting MPs to use the card for any eligible cost under the MPs’ Scheme of Business Costs and Expenses (‘the Scheme’) and providing additional telephone support by opening our phone lines from 10am till 5pm, including over the weekend during the General Election, to ensure that MPs could get help and assistance as and when they needed it.

IPSA have also provided more training for MPs and their staff on our system and have participated in roadshows and seminars across the country to meet MPs’ staff and explain how our rules and systems operate. IPSA have also held drop-in sessions at Portcullis House for MPs and their staff.

All these measures have help to reduce the time that MPs and their staff spend making claims. IPSA are now undertaking a more wide-ranging review of both IT and business services to see where further efficiencies can be made, and to continue to improve the support that it provides to MPs and their staff.

The Competition and Markets Authority (CMA) published the Provisional Findings from their investigation into the energy markets in July alongside a notice of possible remedies to address the issues identified; their final report is not expected until December 2015. This Government is committed to implementing the recommendations the CMA will set out in their Final Report, but in the meantime we will continue our focus on keeping bills down through promoting competition, making switching quicker and easier, and providing direct help to the most vulnerable.

Doorkeeping staff who perform a variety of outside and inside duties have a range of uniforms to wear as appropriate. Senior Doorkeepers who exclusively perform inside duties, and predominantly around the Chamber (which has cooling), have one uniform. These uniforms are 'bespoke' and to provide a second uniform would have considerable resource implications. The Serjeant at Arms has not received any requests from the Doorkeeping staff to either create a summer version of the uniform or to 'dress down' during hotter weather.

Details of UK Green Investment Bank plc’s performance against its key performance indicators in 2014/15 are set out in the company’s annual report and accounts which were published in June.

My Department is receiving financial advice on the proposed transaction from Bank of America Merrill Lynch (BAML) and Herbert Smith Freehills are providing legal advice. UK Green Investment Bank plc (GIB) is separately receiving its own financial advice from UBS and legal advice from Slaughter & May.

The detail of discussions with potential investors is commercially confidential but I can confirm that GIB, UBS and BAML have had initial discussions with a number of institutional investors to test the likely level of interest in acquiring a stake in GIB. As a result, we believe the time is now right to explore the scope for a sale. We will only proceed with a transaction if satisfied it delivers value for money to the taxpayer.