Department for Business, Energy and Industrial Strategy single departmental plan, June 2019
Updated 27 June 2019
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Our single departmental plan sets out our objectives and how we will achieve them.
Secretary of State for Business, Energy and Industrial Strategy
The Rt Hon Greg Clark MP
Permanent Secretary
Alex Chisholm
The Department for Business, Energy and Industrial Strategy (BEIS) was created in July 2016. Our department is at the heart of the government’s commitment to build an economy that works for everyone, with great places across the UK for people to work and for businesses to invest, innovate and grow. This ambition is all the more important as we leave the European Union (EU), a move which allows – and requires – the government and the country to make long-term decisions about our economy and set out a positive and bold vision for the country’s future.
Our objectives
We will:
- Deliver an ambitious Industrial Strategy
- Maximise investment opportunities and bolster UK interests as we leave the EU
- Promote competitive markets and responsible business practices
- Ensure the UK has a reliable, low cost and clean energy system
- Build a flexible, innovative, collaborative and business-facing department
1. Deliver an ambitious Industrial Strategy
Lead ministers
The Rt Hon Greg Clark MP, Secretary of State for Business, Energy and Industrial Strategy
The Rt Hon Claire Perry MP, Minister of State for Energy and Clean Growth
Chris Skidmore MP, Minister of State for Universities, Science, Research and Innovation
Andrew Stephenson MP, Parliamentary Under Secretary of State, Minister for Business and Industry
Kelly Tolhurst MP, Parliamentary Under Secretary of State, Minister for Small Business, Consumers and Corporate Responsibility
Jake Berry MP, Parliamentary Under Secretary of State, Minister for the Northern Powerhouse and Local Growth
The Rt Hon Lord Henley, Parliamentary Under Secretary of State
Lead officials
Sam Lister, Interim Director General, Industrial Strategy, Science and Innovation
Gavin Lambert, Interim Director General, Business Sectors
1.1 Deliver our Industrial Strategy: building a Britain fit for the future
| How we will achieve this |
|---|
| Deliver the government’s modern Industrial Strategy which sets out a long-term plan to boost the productivity and earning power of people throughout the UK |
| Build a Britain fit for the future by focusing on the 5 foundations of productivity: ideas, people, infrastructure, business environment and places (contributes to SDG 9) |
1.2 Position the UK at the forefront of future industries and emerging sectors by tackling the 4 Global Grand Challenges
| How we will achieve this |
|---|
| Put the UK at the forefront of the artificial intelligence and data revolution |
| Maximise the advantages for UK industry from the global shift to clean growth (contributes to SDG 7) |
| Become a world leader in the future of mobility - how people, goods and services move in the future |
| Harness the power of innovation to support an ageing society |
1.3 Ensure the UK is the world’s most innovative economy by promoting investment in science, research and innovation
| How we will achieve this |
|---|
| Support world leading science and innovation by agreeing a roadmap to meet the 2.4% R&D investment target by 2027 (contributes to SDG 9) |
| Maximise impact from the creation of UK Research and Innovation (UKRI), working in partnership across the public and private sector to create the best possible environment for research and innovation to flourish |
| Work to support a smooth, orderly EU Exit for researchers, UK Higher Education Institutions and innovative businesses. Ensure that deep and extensive R&D collaboration with European partners can continue after EU Exit |
1.4 Ensure that the UK is the best place to start and grow a business
| How we will achieve this |
|---|
| Ensure the UK’s business environment and its frameworks support innovative and ambitious businesses, making the UK the best place to start and grow a business, and a global draw for the most innovative companies (contributes to SDG 9) |
| Continue to build long-term strategic partnerships to drive increased productivity growth across all sectors, including implementing our existing Sector Deals in partnership with business and industry, and agreeing new Sector Deals |
| Work with the finance community and the British Business Bank (BBB) to improve awareness of and access to finance for small and medium sized enterprises (SMEs) and high-growth, innovation-based businesses |
| Expand the British Business Bank Patient Capital Programme, to enable long-term investment in innovative companies across the UK and support the delivery of the Industrial Strategy |
1.5 Create opportunities and prosperity across the whole of the UK
| How we will achieve this |
|---|
| Work with the Ministry for Housing, Communities and Local Government (MHCLG) to rollout Local Industrial Strategies across England by 2020, and further strengthen local leadership through Local Enterprise Partnerships and Mayoral Combined Authorities |
| Work with MHCLG to support business and industry in all parts of the UK, to share regional and local data and business intelligence, and develop a policy framework and allocation principles for the new UK Shared Prosperity Fund (UKSPF) |
| Ensure that the UK workforce meets the skills needs of our future economy by working with the Department for Education (DfE) to establish a world-class technical education system and National Retraining Scheme and promote science, technology, engineering and maths (STEM) skills |
| Drive productivity and growth by working across government to deliver strategic upgrades to UK infrastructure from intra-city transport to digital infrastructure |
Our performance
The newly established independent Industrial Strategy Council is developing measures to assess and evaluate our Industrial Strategy. It will publish its first report at the end of the year.
2. Maximise investment opportunities and bolster UK interests as we leave the EU
Lead ministers
The Rt Hon Greg Clark MP, Secretary of State for Business, Energy and Industrial Strategy
Andrew Stephenson MP, Parliamentary Under Secretary of State, Minister for Business and Industry
Kelly Tolhurst MP, Parliamentary Under Secretary of State, Minister for Small Business, Consumers and Corporate Responsibility
Jake Berry MP, Parliamentary Under Secretary of State, Minister for the Northern Powerhouse and Local Growth
The Rt Hon Lord Henley, Parliamentary Under Secretary of State
Lead official
Sam Beckett, Director General, EU Exit and Analysis
2.1 Support the interests of UK businesses, consumers, employees and the wider economy through the EU Exit process and maintain business and investor confidence
| How we will achieve this |
|---|
| Ensure a future relationship with the EU that safeguards the economy, delivers for business, consumers and workers and builds on the strengths set out in the Industrial Strategy |
| Support business preparedness for EU Exit, the implementation period and beyond |
| Maintain regulatory stability by ensuring new or successor UK arrangements are in place in areas such as the Single Electricity Market, Euratom, EU Emissions Trading Scheme and State Aid |
| Continue to ensure the department, its partner organisations, businesses and workers are prepared for all EU Exit scenarios |
2.2 Develop future relationships with the EU and third countries that support trade, investment and growth and help deliver the Industrial Strategy
| How we will achieve this |
|---|
| Bring certainty to our future relationship with the EU, ensuring that it maximises opportunities and minimises barriers to trade |
| Work with DIT to ensure our third country relationships support delivery of our Industrial Strategy and meet the needs of business |
| Support delivery of the Export and Foreign Direct Investment strategies, which align with the Industrial Strategy and support inward investment and trade through improved join-up at national and local levels |
| Support development of new trade deals and effective trade remedies to protect UK businesses from unfair trade practices |
2.3 Support economic resilience and position the UK to seize opportunities for economic growth
| How we will achieve this |
|---|
| Attract inward investment through engaging with global emerging trends and embracing new opportunities and innovations, to deliver our vision for the future economy, and meet the Grand Challenges of the Industrial Strategy (contributes to SDG 8) |
| Continue to build our resilience to economic shocks through early identification and risk mitigation, including working collaboratively across government and sharing business intelligence and economic data |
2.4 Build the profile of the UK on the international stage
| How we will achieve this |
|---|
| Work with the Department for International Trade (DIT) to promote our Industrial Strategy, through a strategic approach to international engagement |
| Promote UK interests in Europe by engaging effectively with EU partners at the same time as developing our multilateral and international research partnerships, as set out in the UK’s first International Research and Innovation Strategy |
| Respond in a flexible way to global political and economic changes, maintaining the principles of an open economy and fair competition that allows businesses to thrive |
Our performance
Business investment in the UK
Business investment is net investment by private and public corporations, not government, dwellings, or transfer costs of non-produced assets such as land. It includes investments in transport, ICT equipment, other machinery and equipment, cultivated assets (such as livestock and vineyards), IP products, and other buildings and structures. Business investment is our best indicator that firms are building capital with which workers can enhance their productivity.
| Year | Investment (£bn) |
|---|---|
| 2019 Q1 (provisional) | 47.0 |
| 2018 Q1 | 47.7 |
| 2017 Q1 | 46.8 |
Source: ONS (NPEL)
Release schedule: quarterly
Foreign Direct Investment (FDI)
FDI is a cross-border investment made by a non-UK resident entity where the direct investor acquires at least 10% of the voting power or ownership. DIT and partners make all reasonable efforts to record and report all eligible FDI projects that meet DIT’s definitions, verification and reporting criteria. Figures about recorded FDI projects include those investments which received support from DIT and/or one of its regional and local partners (involved projects).
| Year | No. of involved inward investment successes |
|---|---|
| End March 2018 | 1,682 |
| End March 2017 | 1,859 |
| End March 2016 | 1,731 |
Source: DIT inward investment results 2017 to 2018
Release schedule: annually
3. Promote competitive markets and responsible business practices
Lead ministers
The Rt Hon Greg Clark MP, Secretary of State for Business, Energy and Industrial Strategy
Kelly Tolhurst MP, Parliamentary Under Secretary of State, Minister for Small Business, Consumers and Corporate Responsibility
The Rt Hon Lord Henley, Parliamentary Under Secretary of State
Lead official
Jaee Samant, Director General, Market Frameworks
3.1 Ensure businesses are run responsibly, transparently and with accountability
| How we will achieve this |
|---|
| Improve the effectiveness of National Minimum Wage and labour market regulation enforcement, including intelligence sharing and cooperation more widely across agencies (contributes to SDG 1) |
| Ensure that the UK’s audit and corporate reporting requirements promote transparency and trust in business. Strengthen regulatory supervision of audit and corporate reporting, responding to the recommendations of the Kingman Review of the Financial Reporting Council and the Competition and Market Authority’s report on competition in the audit sector. |
| Continue to promote diversity and accountability in the boardroom, supporting business-led initiatives to improve access to business leadership roles for under-represented groups (contributes to SDG 5) |
| Consult on the regulation of non-disclosure agreements, to improve how they are used |
| Introduce the Registration of Overseas Entities Bill, setting out provisions to establish a new beneficial ownership register of overseas entities that own UK property |
| Consult on a broad package of reforms to Companies House to ensure it is fit for the future and continues to contribute to the UK’s open but rigorous business environment |
3.2 Promote fairness in the labour market, improved working conditions and greater earning power for all
| How we will achieve this |
|---|
| Deliver the government’s Good Work Plan, announced in December 2018, acting on virtually all recommendations of the Matthew Taylor Review, focusing on ensuring fair and decent work, clarity for workers and employers and fairer enforcement. This also includes implementing secondary legislation reforms to protect agency workers (contributes to SDG 8) |
| Consult on how to improve work-life balance for all workers, including carer’s leave, flexible working and parental leave, and pay transparency (contributes to SDG 5) |
| Deliver planned increases to the National Minimum Wage and National Living Wage (contributes to SDG 1) |
| Drive diversity and participation in the labour market by removing barriers to under-represented groups achieving their full potential at work. These include transparency, flexibility from employers, as well as statutory entitlements (contributes to SDG 5) |
| Maintain and enhance workers’ rights post EU Exit in line with the Prime Minister’s commitments |
3.3 Ensure the UK has the right regulatory frameworks to help meet business and consumer needs
| How we will achieve this |
|---|
| Implement the Industrial Strategy vision of improving regulation whilst protecting responsible businesses from unfair competition and building consumer confidence |
| Roll out Better Business for All partnerships to embed business support from local regulators into Growth Hubs. Provide quality and reliable advice within Primary Authority partnerships |
| Enhance the UK’s product safety system and protect consumers, both now and in future. Fortify product safety and standards well after EU Exit, and make sure that they are taken account of in future negotiations on trade in goods |
| Deliver responsive and targeted enforcement on product safety with Trading Standards to maintain protection, fairness and confidence |
| Continue to negotiate proportionate and effective EU consumer protection measures. Understand the risks and opportunities from EU Exit and develop and deliver approaches to ensure continued strong consumer protection in the UK post exit |
| Deliver reforms to increase scrutiny of investments for national security through legislation while providing a proportionate regime that encourages foreign investment |
3.4 Reform regulatory approaches to support innovation and productivity
| How we will achieve this |
|---|
| Deliver the £10 million Regulators’ Pioneer Fund, helping regulators to develop innovative approaches aimed at getting new products and services to market |
| Promote and support innovation, growth of new sectors and the requirements of innovative market entrants by working with businesses to inform development of an agile approach to regulation |
| In an increasingly digital economy, deliver a clear and ambitious vision for a consumer and competition regime that ensures consumers benefit from competition and innovation |
Our performance
The National Living Wage as a proportion of median earnings
The National Living Wage is set a target to reach 60% of median earnings by 2020, subject to sustained economic growth. This indicator measures this target, which we are on schedule to meet.
| Year | National Living Wage as a proportion of median earnings (%) |
|---|---|
| April 2019 | 59.8 |
| April 2018 | 58.6 |
| April 2017 | 57.6 |
Source: Low Pay Commission
Release schedule: annually
Number of BAME Directors on Boards of FTSE companies
The Parker Review identified 85 out of 1,050 (8%) of FTSE100 directors as being from ethnic minorities. No updated figures are available as this was an ad hoc analysis and there is currently no dataset that identifies ethnicity in a robust, consistent fashion - further work is being carried out to establish how such a database could be generated.
| Year | BAME Directors on Boards of FTSE 100 companies (%) |
|---|---|
| 2017 (October) | 8 |
Source: Parker Review
Release Schedule: update due end of 2019
Percentage of female representation on FTSE350 company boards
FTSE350 companies report publicly on changes to their board composition. The percentages presented here cover all board members/directors and do not distinguish between executive and non-executive roles. It is simply the proportion of all such directorships in FTSE350 companies that are held by women.
| Year | FTSE350 Board Positions held by women (%) |
|---|---|
| April 2019 | 28.0 |
| 2018 (May) | 25.3 |
| 2017 (October) | 24.5 |
Source: BoardEx/Hampton-Alexander
Release schedule: annually
4. Ensure the UK has a reliable, low cost and clean energy system
Lead ministers
The Rt Hon Claire Perry MP, Minister of State for Energy and Clean Growth
Andrew Stephenson MP, Parliamentary Under Secretary of State, Minister for Business and Industry
The Rt Hon Lord Henley, Parliamentary Under Secretary of State
Lead officials
Joanna Whittington, Director General, Energy and Security
Julian Critchlow, Director General, Energy Transformation and Clean Growth
4.1 Set out a vision for the energy system consistent with the government’s 2050 climate goals, with concrete actions that government will take up to 2030
| How we will achieve this |
|---|
| Deliver an ambitious Energy White Paper addressing the transformation of the GB electricity system, including proposed legislation where appropriate, to reflect the Secretary of State’s strategy address from November 2018 (contributes to SDG 7) |
| Work in partnership with energy stakeholders to assess potential future energy financing options such as Regulated Asset Base for nuclear and other technologies |
| Further develop Carbon Capture, Use and Storage deployment, to support decarbonisation and meet our legally binding carbon budgets, including potential ‘net zero’ by 2050 |
4.2 Support clean growth and promote global action to tackle climate change
| How we will achieve this |
|---|
| Work with business, academia and civil society to deliver the Clean Growth Strategy, our legally binding greenhouse gas emissions reductions targets and the Clean Growth Challenge of the Industrial Strategy (contributes to SDG 7) |
| Become the first major economy to legislate for net zero. Maintain the UK’s position as a global leader in cutting emissions while growing the economy, and develop world leading sectors to drive clean growth across the UK (contributes to SDG 7) |
| Continue to provide global leadership on climate change including through effective mobilisation of the UK’s £5.8 billion International Climate Finance between 2016 and 2020, and the UK’s bid to host the UN climate conference in 2020 (contributes to SDG 13) |
| Continue to decarbonise the power sector by running the next Contracts for Difference allocation round to secure new renewable capacity |
| Drive forward initiatives to reduce carbon production, including publishing a consultation paper on carbon pricing and starting to implement plans to decarbonise heat in the 2020s |
| Improve energy efficiency in the home, in public buildings, in product design and across businesses, through policies including public sector energy efficiency loans, new Energy Company Obligations and potential new building standards |
| Ensure a coherent negotiations strategy and agree next steps on the EU Emissions Trading Scheme |
4.3 Ensure our energy system is reliable and secure
| How we will achieve this |
|---|
| Ensure reliable supplies of electricity and gas, including for example through working with the European Commission and industry to reinstate the capacity market and undertaking a statutory 5 year review of the capacity market |
| Support the safe development of shale gas through a strong regulatory regime for exploratory activities and using our experience of working with the oil and gas industry to ensure a safe and efficient approach to building energy security, providing jobs and supporting our transition to a low carbon future |
| Ensure preparation of gas and electricity markets for EU Exit, and support EU Exit negotiations on future gas and electricity markets |
4.4 Deliver affordable energy for households and businesses
| How we will achieve this |
|---|
| Ensure that smart meters are offered to every household and small business by the end of 2020, giving people control over their energy bills that they have not had before (contributes to SDG 7) |
| Continue to implement the government and Ofgem’s Smart Systems and Flexibility Plan by 2022, including removing barriers to smart technologies, enabling smart homes and businesses, and improving access to markets for new technologies and business models |
| Monitor the implementation of the price cap and work with Ofgem to ensure consumers and small businesses are protected in the energy market. Also work with Ofgem to deliver the future retail market |
| Take steps to improve energy efficiency in the owner-occupied, privately rented, and social housing sectors, with a view to as many homes as possible reaching Energy Performance Certificate Band C by 2035 where practical, cost-effective and affordable, and all fuel poor homes reaching that level by 2030, so far as reasonably practicable (contributes to SDG 12) |
4.5 Manage our energy legacy safely and securely
| How we will achieve this |
|---|
| Work with and through the Nuclear Decommissioning Authority to ensure safe, cost effective, environmentally sensitive decommissioning of our civil nuclear waste, including progressing on siting and community engagement for the geological disposal facility, creating jobs and opportunities for UK companies |
| Prepare legislation to close coal generation and ensure the ongoing safe and responsible management of our coal legacy, including concessionary fuel entitlements and personal injury claims for former coal mine workers |
| Continually improve UK civil nuclear security and safety arrangements to ensure they are robust and effective, now and in the future, through ongoing monitoring and review of the regulatory regime, working closely with industry |
| Ensure the ongoing safe and responsible management of our coal legacy, including administration of the concessionary fuel entitlements and personal injury claims for those previously involved in coal mining |
Our performance
Annual International Climate Finance results
Note: ICF results are reflective of DFID, BEIS and Defra programmes, so are reported as a collection. Explanatory details on definitions and methodologies for the KPIs used can be found at the links below.
| Between 2011/12 and 2016/17 | Between 2011/12 and 2017/18 |
|---|---|
| Supported 34 million people to cope with the effects of climate change | Supported 47 million people to cope with the effects of climate change |
| Provided 12 million people with improved access to clean energy | Provided 17 million people with improved access to clean energy |
| Reduced or avoided 9.2 million tonnes of greenhouse gas emissions | Reduced or avoided 10.4 million tonnes of greenhouse gas emissions |
| Installed more than 400MW of clean energy capacity | Installed more than 590MW of clean energy capacity |
| Mobilised £2.2 billion public and £500 million private finance for climate change purposes in developing countries | Mobilised £3.3 billion public and £910 million private finance for climate change purposes in developing countries |
Source: International Climate Finance results collection (carried out internally, based on programmes reporting) - 2018 publication; 2017 publication; KPI details
Release Schedule: annually
Percentage of electricity generated from renewable resources
The share of renewable electricity generation is calculated as the sum of generation by wind, solar, bioenergy, and hydro sources, divided by total generation.
| Year | Annual percentage of electricity generated from renewable resources (%) |
|---|---|
| 2018 (provisional) | 33.3 |
| 2017 | 29.3 |
| 2016 | 24.6 |
Source: Energy Trends: Electricity
Release schedule: quarterly
Greenhouse gas emissions in the UK
Final estimates of UK greenhouse gas emissions, with data available from 1990. Estimates are presented by source every February, and updated every March to include estimates by end-user and fuel type. This data is used to monitor progress against the UK’s emissions targets.
| Year | Total emissions (MtCO2e) |
|---|---|
| 2018 | 460 |
| 2017 | 468 |
| 2016 | 496 |
Source: Final UK greenhouse gas emissions national statistics
Release schedule: annually
Number of smart and advanced meters operating across homes and small businesses in Great Britain
Only smart meters that meet the SMETS regulations count towards supplier roll-out obligations. Advanced meters are only installed in smaller non-domestic sites.
| Year | Smart and advanced meters operating across homes and small businesses in Great Britain, by both large and small energy suppliers, million |
|---|---|
| End 2018 | 13.8 |
| End 2017 | 10.0 |
| End 2016 | 5.9 |
Source: Smart Meter Statistics
Release schedule: quarterly
Maintain surplus available gas capacity even if the single largest piece of infrastructure fails (N-1)
This describes the technical ability of UK gas infrastructure capacity to satisfy total gas demand in the event of disruption to the single largest element of gas infrastructure during a day of exceptionally high gas demand occurring with a statistical probability of once in 20 years.
| Year | Percentage of peak demand that could still be met if the single largest piece of infrastructure fails (%) |
|---|---|
| March 2019 | 120 |
| 2018 (May) | 127 |
Source: UK national risk assessment on security of gas supply
Release schedule: Report published in January 2019 - under current legislation this metric must be updated every 4 years. The next exercise will be in 2022.
5. Building a flexible, innovative, collaborative and business facing department
Lead officials
Sarah Harrison, Director General, Corporate Services
Jaee Samant, Director General, Market Frameworks
5.1 Deliver the new Shaping Our Future programme to make BEIS a truly inclusive, professional and high performing department, exhibiting everyday excellence and modelling the practices we want to see across the whole economy
| How we will achieve this |
|---|
| Diversity and inclusion: embed best practices across BEIS and our partner organisations on diversity and inclusion, including making inclusion an essential component in decision making, policy and delivery, and recruitment, to make BEIS an even more diverse and inclusive place to work and representative of the people we serve |
| Digital and innovation: promote a culture of innovation where people are encouraged to explore new ideas, and create processes, tools and practices in BEIS to allow innovation to thrive |
| Coaching and learning: develop BEIS as a learning organisation with an outstanding reputation for developing people, and foster a culture where staff take ownership for their own learning and development |
| Business facing department: equip BEIS to deliver the Industrial Strategy by ensuring all staff have the skills to effectively engage with business |
| Business process improvements: review and improve priority processes for BEIS to ensure effective ways of operating, embed continuous improvement processes and use the outcomes of the Shaping our Future programme to refresh our Target Operating Model |
5.2 Continue to build planning capabilities for a joined-up and integrated approach across BEIS, our partner organisations and the centre of government
| How we will achieve this |
|---|
| Work collaboratively with our partner organisations to achieve our shared objectives through an understanding of each other’s policy and operational aims |
| Use flexible resourcing and prioritisation processes to ensure we are able to deliver critical policy areas for EU Exit |
| Support improved planning capabilities through developing our project delivery, finance and planning functional skills |
| Ensure the Single Departmental Plan is comprehensive and includes key priorities for the Spending Review |
| Continue to streamline budget and business planning and ensure we use our resources efficiently to deliver Ministers’ strategic priorities and prioritise as needed to maintain affordability of spending plans and allocations |
| Use central planning processes to coordinate, plan and prioritise all legislation |
| Ensure our public appointments align with the government ambition that by 2022, 50% of all public appointees are female and 14% of all public appointments made are from ethnic minorities |
5.3 Develop a comprehensive People Strategy, with a supporting Workforce Plan, which reflect the organisational context, functional frameworks and Civil Service strategy
| How we will achieve this |
|---|
| Build a workforce of the right people, with the right skills, in the right roles and the right locations, across the UK |
| Embed a culture of positive and inclusive behaviours across the organisation |
| Organise and deliver our work in a way that enables decision making at the right level and encourages professionalism |
| Build capability by nurturing talent, encouraging consolidation of learning and sustaining a continued development culture, to become a ‘learning every day’ organisation |
5.4 Build on digital, data, technology and communications capacities, and provide corporate services that enable BEIS to deliver its objectives
| How we will achieve this |
|---|
| Make best use of the department’s technology and increase digital and innovation capability through the implementation of new techniques, tools and enhanced engagement, aligned with the government transformation and innovation strategies |
| Deliver effective and engaging external and internal communications to support the delivery of a smooth and orderly EU Exit, implementation of the Industrial Strategy and the Shaping our Future programme |
| Provide estate, support services and security to enable our department and partner organisations to deliver their objectives across all regions and nations of the UK |
| Work cross-departmentally to reduce the government’s environmental impact, building on the progress we have made since 2010 |
Our performance
Annual Employee Engagement Index
| Year | Percentage engagement score (Overall Civil Service score in brackets) (%) |
|---|---|
| 2018 | 62 (62) |
| 2017 | 56 (61) |
| 2016 | 54 (59) |
Source: Civil Service People Survey
Release schedule: annually
Representation of female staff, ethnic minority staff and disabled staff
| Year | Female (%) | Ethnic minority (%) | Disabled (%) |
|---|---|---|---|
| 2018 | 47.3 (53.9) | 8.9 (12.0) | 9.1 (10.0) |
| 2017 | 51.6 (53.0) | 8.6 (11.6) | 9.5 (9.9) |
| 2016 | No data | No data | No data |
Source: Civil Service Diversity and Inclusion Dashboard
Release schedule: quarterly
Greenhouse gas emissions
| Year | % reduction (compared to 2009 to 2010 baseline) |
|---|---|
| 2017 to 2018 | 57% |
| 2016 to 2017 | 51% |
Source: Greening Government Commitments annual reports
Release schedule: annually
Percentage of spend that is allocated to SME
| Year | Percentage of total spend (%) |
|---|---|
| 2018 | Not yet published (due in July) |
| 2017 | 25.2 |
| 2016 | No data |
Source: Central government spend with SMEs data
Release schedule: annually
Public Value Framework
To support the delivery of our objectives, we will be improving our performance against the Public Value Framework in the following areas: implementation planning and monitoring; processes to manage resources; user and client experience and participation; and workforce capacity.
Our equality objectives
We have set objectives to help us advance equality, in line with our policy commitments (contributes to SDG 5). These are:
- Build an ‘economy that works for everyone’ by implementing the measures outlined in the department’s Good Work Plan, promoting fairness in the labour market, improved working conditions and greater earning power for all.
- Maintain and enhance workers’ rights as we leave the EU in line with the Prime Minister’s commitments, including support for groups with protected characteristics.
- Develop and deliver inclusive energy and climate policies, for example helping households in fuel poverty and protecting vulnerable consumers in the energy market through the price cap.
- Coordinate and support business-led initiatives to promote diversity in Leadership, improve the effectiveness and coherence of diversity reporting by companies, embed diversity and inclusion in Sector Deals with key industries, and promote exemplary corporate governance standards.
- Promote an inclusive culture within BEIS and our partner organisations through building a diverse workforce, focusing on improved representation of under-represented groups in honours and appointments and role-modelling a culture in line with our values: Brilliant, Enterprising, Inclusive, and Skilled.
Our finances
Departmental Expenditure Limit (DEL): £13.6 billion
Resource DEL (including depreciation): £2.1 billion
Capital DEL: £11.5 billion
Annually Managed Expenditure (AME): £2.8 billion
Control totals included in this document are in line with current draft figures for Main Supply Estimates 2019 to 2020, due to be published after Parliamentary approval. Any changes arising from the Parliamentary approval process will be reflected in due course
Source: Main Supply Estimates 2019 to 2020
Our people
As at 31 December 2018, BEIS had 3,790 full-time equivalent employees.
Source: ONS public sector employment data
Release schedule: quarterly