HC Deb 09 December 2002 vol 396 cc17-8W
Dr. Julian Lewis

To ask the Secretary of State for Defence if he will list the PFI projects approved by his Department since 1st April together with(a) the capital value and (b) the through-project costs estimated in each case. [85499]

Mr. Ingram

The Ministry of Defence has signed three PFI deals since 1 April 2002. These are as follows with details in rounded resource cost terms:

Incidences of Separated Service for operations and training1
Personnel on Separated Service spending
Average trained strength < 28 days 28–89 days 90–139 days 140–279 days 280+ days Total personnel spending time on Separated Service Percentage of average trained strength who were on Separated Service Total days spent on Separated Service
1997–98 53,357 15,123 10,834 4,410 2,113 329 32,809 61 1,744,985
1998–99 52,107 14,097 11,959 5,701 2,489 517 34,763 67 2,085,535
1999–2000 51,358 14,321 11,691 6,431 2,706 456 35,605 69 2,185,558
2000–01 50,328 14,505 11,243 6,036 2,117 374 34,275 68 1,974,563
2001–02 49,266 13,455 11,322 6,514 2,432 87 33,810 69 1,999,168
2002–032 48,781 14,866 9,776 2,710 188 0 27,540 56 1,005,075
1 An incidence of Separated Service is recorded when an individual is absent from their parent unit on duty for three nights or more and a permanent order has not been issued. The table shows separated service for operational and training commitments excluding resettlement and expedition training.
2 Information up to 30 September 2002 only.
Information from April 2000 excludes weekends where personnel are able to return home while on detached duty.

The Royal Navy Separated Service Reporting System was introduced in October 2001, initially with data held only at unit level. Information was first collected centrally in July 2002 and results from this will become available once the data have been quality assured and analysed. This is expected to be in the first half of 2003.

  1. (a)Materials Handling Equipment (MHE) Service "Follow-on", which has a capital value of £40 million and estimated through project costs of £50 million.
  2. (b)Field Electrical Power Supplies (FEPS), which has a capital value of £70 million and estimated through project costs of £200 million.
  3. (c)Strategic Sea Lift (Roll-on Roll-off Ferries), which has a capital value of £175 million and estimated through project costs of £950 million.