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Mr. Nicholas Brown: To ask the Secretary of State for Work and Pensions what assessment he has made of the impact of the Gangmasters Act 2004 on deaths and injuries at work in the agriculture sector; and what evidence the Government has received of agricultural gangmasters moving to unregulated sectors. 
Mrs. McGuire: Fatal and non-fatal accidents in industries for which the Health and Safety Executive (HSE) is the enforcing authority, including agriculture, are reportable under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR). Records show that one fatal accident involving a worker supplied by a gangmaster was reported in 2005-06. No work-related fatal accident involving a worker supplied by a gangmaster was reported in 2006-07.
RIDDOR does not require employers to record an injured worker's employment status when reporting an accident, so it is extremely difficult to identify injuries to casual and temporary workers supplied by gangmasters from accidents reported to HSE with any degree of accuracy.
There is no specific evidence of the extent to which gangmasters are moving to unregulated sectors. However, there is clear evidence that some gangmasters supply into several sectors. There is also evidence that gangmasters whose Gangmaster Licensing Authority (GLA) licences have been revoked are still trading.
Bob Spink: To ask the Secretary of State for Work and Pensions how many enforcement notices were issued by the Health and Safety Executive to Sonae (UK) Ltd. in each of the last four years; and if he will make a statement. 
Mr. Bellingham: To ask the Secretary of State for Work and Pensions how many enforcement notices were issued by the Health and Safety Executive to Sonae (UK) Ltd. in each of the last four years; and if he will make a statement. 
Mrs. McGuire: The Health and Safety Executive has undertaken a thorough investigation of the fire at Sonae (UK) Ltd. on 20 February 2007 and has determined that this fire was caused by the catastrophic failure of either a mechanical seal or an impeller on pump number two in the thermal oil manifold room. This resulted in hot oil being discharged into the manifold room and the oil was ignited when it came into contact with a hot surface, either the handle on one of the pump valves or the impeller casing. Sonae's fire precautions were effective in limiting the consequences of the fire, despite the existence of a previously unknown void between the wall of the manifold room and the external cladding. The damage to the plant control room resulted from smoke and hot gases breaching this void, although such damage was limited to plant and equipment. There was no loss of life or injury.
Bob Spink: To ask the Secretary of State for Work and Pensions (1) how many Reporting of Injuries, Diseases and Dangerous Occurrences Regulations reports were made by Sonae (UK) Ltd. in each of the last four years; and if he will make a statement; 
Mr. Bellingham: To ask the Secretary of State for Work and Pensions (1) how many incidents reported under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 were made by Sonae (UK) Ltd. in each of the last four years; and if he will make a statement; 
Mrs. McGuire: There have been 27 reports made by Sonae (UK) Ltd. in the last four years under the requirements of the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) 1995. The distribution of these reports are detailed in the following table.
|Deaths||Major injury||Ove r 3 day accidents||Dangerous occurrences||Total|
Dr. Cable: To ask the Secretary of State for Work and Pensions which information technology projects are being undertaken by (a) his Department and (b) its agencies; what the (i) start date, (ii) original planned completion date, (iii) expected completion date, (iv) originally planned costs and (v) estimated costs are of each; and if he will make a statement. 
Mrs. McGuire: Although the Department does not have any discrete IT projects, it has a number of projects and programmes which include changes to IT to a greater or lesser extent. We have included in the following table:
those current projects and programmes undertaken by the Department where the IT element of the project or programme results in the development and/or implementation of services that underpin the delivery of departmental business, and
where non-delivery of the IT element would significantly damage the project's or programme's ability to deliver its intended results.
For all programmes or projects with the exception of CSA Operational Improvement Plan the costs and
dates reported relate to the total project or programme and not only the IT element. In the case of CSA OIP which is an operational improvement programme only the IT element costs and delivery timelines are recorded in the table.
It should be noted that the scope of projects change as they pass through the project lifecycle and as plans and costs become more robust. At each stage of this process they are checked to ensure that they continue to fit with Departmental strategy and continue to deliver value for money.
|Project||Purpose||Start Date (i)||Original Planned Completion Date (ii)||Expected Completion Date (iii)||Originally Planned Costs (iv) (£ million)||Estimated Costs (v) (£ million)|
This project will deliver a database of key citizen information to be shared across DWP. The database will complement information currently available in the Department's key customer information systems, i.e. Personal Details Computer System and Departmental Central Index, and become their replacement.
This project seeks to support the Department's modernisation programmes for GB & NI (Disability Carers Service (DCS), Jobcentre Plus (JCP), Pension Service (TPS) and The Child Support Agency (CSA)) through the provision of a document repository to store digitised images of documents received from customers (letters, faxes, e-mails etc.)
To strategically align the RPTF e-service by utilising the Retirement Planner Project (RPP) solution (with RTPF service ring-fenced) and moving to the Corporate Integration Backbone (CIB) and Distributed Known Facts model.
This programme will provide modernised HR, financial and procurement functions for DWP staff. It will introduce significant business process change, enabling departmental resources to be managed more effectively.
A modern integrated central payment engine and accounts payable system to improve accounting for benefit/pension payments, reduce risks of service failure, increased speed and efficiency, and information for improved customer service and reduced fraud and error.
Following the merger of the Employment Service and the Benefits Agency Human Resources functions the DWP HR organisation is undergoing modernisation and moving from a centralised, old-style personnel function to a new outward facing HR Group. This includes changing how DWP delivers policies and services. The HR IS/IT Programme contributes to the delivery of these improvements ensuring its operation is efficient and effective and supports Departments learning and leadership objectives.
1. Original planned completion date and originally planned completion costs are the date and costs agreed to by the relevant departmental management committee at the time the project or programme passed through Gate zero (or an equivalent process) of the Department's governance procedures. We expect these to change as costs and timelines become clearer through the lifetime of the project. We continually review costs at the appropriate governance points to ensure that they continue to deliver value for money.
2. The costs above represent the costs of implementing the particular project and programme. Costs of running the solutions implemented by the projects and programmes are not included above as they are more than compensated for by the savings they generate. These savings are demonstrated in the recent NAO report The Efficiency programme: A Second Review of Progress.
3. In addition to the above projects and programmes Electronic Registered Files is undertaking a pilot and a review of this project will be carried out once the pilot is completed.
4. When first conceived the Pensions Transformation Programme was to be funded by way of a Private Finance Initiative (PFI) arrangement. During the early stages of development, best practice for financing the programme indicated that PFI was no longer the appropriate financing method and thus it was decided to use departmental funds. Financing the development using departmental funds has the effect of increasing the development costs of the programme while reducing the operating cost of the programme by a similar amount. Thus the actual amount of money committed to the programme is broadly the same.
5. The Child Support Agency Operational Improvement Plan is a business recovery programme and is not a change project in the normal sense of the word. The focus of the programme is the organisational and operational restructuring of the Agency to deliver significant performance improvements and get more money to parents, it specifically aims to tackle the key area of debt, compliance and enforcement. Over a three year period the programme will design, develop and implement, process and organisational change underpinned by continuing remediation of existing computer systems and the introduction of further IT enhancements.
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