10 Feb 2010 : Column 1113W
Mr. Lammy [holding answer 21 January 2010]: My Department fully complied with all impact assessment requirements and worked with the Better Regulation Executive when generating and shortlisting policy options.
Alun Michael: To ask the Minister of State, Department for Business, Innovation and Skills what assessment he has made of the effect of the proposed changes to the music licence system on care homes. [312576]
Mr. Lammy [holding answer 21 January 2010]: In practice the proposed changes will have no effect on the charging of licences for playing broadcast or recorded music in care homes. Phonographic Performance Ltd. (PPL) regards most such use by residents, including use in communal lounges, as equivalent to listening to music or the radio/television in one's own home.
Mr. Hurd: To ask the Minister of State, Department for Business, Innovation and Skills which organisations and individuals responded to the Intellectual Property Office's consultation on copyright exemptions for public performance of recorded music. [315261]
Mr. Lammy: We received a wide variety of responses regarding the consultation on copyright exemptions. A copy of the summary of responses to the consultation (‘Changes to Exemptions from Public Performance Rights in Sound Recordings and Performers’ Rights Consultation, Summary of Responses’) was placed on the website of the Intellectual Property Office in March 2009 and it is currently available at:
www.ipo.gov.uk
I am also placing the summary to the consultation in the Library of the House.
Mr. Hurd: To ask the Minister of State, Department for Business, Innovation and Skills if he will place in the Library a copy of each written response to the Intellectual Property Office's consultation on copyright exemptions for public performance of recorded music. [315271]
Mr. Lammy: A copy of the summary of responses to the consultation (‘Changes to Exemptions from Public Performance Rights in Sound Recordings and Performers' Rights Consultation, Summary of Responses’) was placed on the website of the Intellectual Property Office in March 2009 and it is currently available at:
www.ipo.gov.uk
I am also placing the summary to the consultation in the Library of the House. A list of respondees to the consultation is detailed at Annex A of the summary. Anyone wishing to obtain a copy of an individual response to the consultation should contact the relevant organisation directly.
Departmental Manpower
Mr. Philip Hammond:
To ask the Minister of State, Department for Business, Innovation and Skills how many layers of management reporting from the most senior to the most junior there are in his Department and each of its agencies; how many officials are employed in each such layer; and how much was spent
10 Feb 2010 : Column 1114W
on salaries and associated employment costs of staff at each such layer in the latest year for which information is available. [312823]
Mr. McFadden: The Department for Business Innovation and Skills (BIS) was formed through a machinery of government change that occurred in June 2009. BIS was created by merging the Department for Business, Enterprise and Regulatory Reform (BERR) and the Department for Innovation, Universities and Skills (DIUS). DIUS and BERR were themselves created as part of a machinery of government change in June 2007. This means that this Department currently has two legacy structures operating alongside each other. The following information shows the layers of management that existed within each of the former Departments that were merged to create BIS.
Senior civil service
Grade 6
Grade 7
Senior executive officer (SEO)
Higher executive officer (HEO)
Executive officer (EO)
Administrative officer (AO)
Administrative assistant (AA)
Senior civil service
Grade 6
Grade 7
Senior executive officer (SEO)
Higher executive officer (HEO)
Executive officer (EO)
Executive assistant (EA)
BERR operated with seven layers of management below the SCS while DIUS had one less because the AO and AA grades had been combined to create a single EA grade.
The following table shows the headcount and the expenditure on salaries and the associated employment costs broken down by grade as published by the Office for National Statistics which combines some of the levels of management.
| BERR | DIUS | |||
| Grade | Headcount | Employment costs (£) | Headcount | Employment costs (£) |
The figures quoted only cover the core BIS Department. The central Department does not hold this information for our Executive agencies.
I have approached the chief executives of the Department’s Executive agencies and they will respond directly to the hon. Member.
10 Feb 2010 : Column 1115W
Letter from Gareth Jones, dated 29 January 2010:
I am replying on behalf of Companies House to your Parliamentary Question tabled 19 January 2010, 312823, to the Department for Business, Innovation and Skills.
There are eight layers of staff in Companies House identified by grade. For the financial year ending 31 March 2009 the number of officials, amount spent on salaries and associated employment costs for each grade are as follows.
| Grades | Number of officials (full-time equivalents) | Total salaries (£000) (with associated costs) |
Letter from Sean Dennehey, dated 21 January 2010:
I am responding in respect of the Intellectual Property Office to your Parliamentary Question tabled 19th January 2010, to the Minister of State, Department for Business, Innovation and Skills.
The Intellectual Property Office figures are for 2008/09 (pay costs include pay, NI and superannuation) and show the number of full time equivalents (FTE).
| Grade | FTE | Pay cost (£000) |
This includes over 200 specialist examiners (mainly C2, C1 & B2) and some other staff who are in management grades but generally do not have management responsibilities. Similarly most staff management chains will not include all the layers above.
Letter from Peter Mason, dated 1 February 2010:
I am replying in respect of the National Measurement Office to your question to the Minister of State, Department for Business, Innovation and Skills, asking how many layers of management reporting from the most senior to the most junior there are; how many officials are employed in each such layer; and how much was spent on salaries and associated employment costs of staff at each such layer in the latest year for which information is available.
Within this Agency, there are five levels, in the sense of Grades, at which managerial responsibilities can be exercised. These are: Senior Civil Servant (myself), Grade 6 (four staff currently in post), Grade 7 (10 staff), Senior Executive Officer (5 staff) and Higher Executive officer (2 managers at this level).
Managerial responsibility is only one of the factors taken into account when deciding on the grading of a post and there are therefore a couple of Grade 7s and several SEOs who are not managers, in so far as they do not have other members of staff reporting directly to them. In addition the vast majority of HEO staff do not carry out managerial functions.
In practice NMO operates flat structures, which means that it is very unusual to operate with all five of the above mentioned
10 Feb 2010 : Column 1116W
levels. Structures also differ according to the nature of the work—management spans are much wider in the laboratories, for instance, than they are in policy areas. At present, I have 7 direct reports; there is one layer of management between myself and 19 staff; two levels of management in the case of 28 staff; and three levels of management in the case of 11 staff. In only four cases are there four layers of management/supervision between myself and employees. The Agency currently has 66 staff in post. Please note that these do not include vacancies and are expressed in terms of individuals, not Full Time Equivalents.
The last complete year for which audited financial information is available is 2008/09, which was before the shape of the agency was significantly altered with the transfer to us of responsibility for the National Measurement System and the Teddington Estate. I regret, therefore, that meaningful information could only be provided at disproportionate cost. However, we estimate that of the current salary bill of approximately £3.1m (ie the annualised staff costs of those in post at the present time) the salaries of those whose duties include some managerial responsibilities amount to approximately £1.6m.
Letter from Stephen Speed, dated 2 February 2010:
The Minister of State, for the Department of Business, Innovation and Skills (BIS) has asked me to reply to your question how many layers of management reporting from the most senior to the most junior there are in his Department and each of its agencies; how many officials are employed in each such layer; and how much was spent on salaries and associated employment costs of staff at each such layer in the latest year for which information is available.
The Insolvency Service has 6 layers of management reporting, and the number of staff within each layer is shown in the table below based on full-time equivalent staff numbers. The costs shown are based on salary, superannuation and national insurance contributions projected annually from December 2009’s payroll. However, not all B1-C2 grade staff are managers, and the number of managers at each of these grades could only be established at a disproportionate cost.
| Grade | Number | Grade | Cost of all staff in grade (£) | Cost of managers in grade (£) |