Corporate report

BEIS Outcome Delivery Plan: 2021 to 2022

Published 15 July 2021

Secretary of State for Department for Business, Energy and Industrial Strategy
The Rt Hon Kwasi Kwarteng

Permanent Secretary
Sarah Munby

Foreword

The Department for Business, Energy and Industrial Strategy has a critical part to play to ensure the UK has a green and prosperous future. The last year has been a period of tremendous change as the Department has taken a leading role addressing the key challenges of tackling the coronavirus pandemic and agreeing a comprehensive trade deal with the EU. We now have a focused set of priorities for the year ahead. We will need to work together, across government and with businesses and communities across the UK to deliver this ambitious agenda and deliver this government’s Plan For Growth.

Fighting coronavirus: supporting business through the pandemic and recovery

We must engage with business to understand their needs, continue to deliver vital support schemes and enable a safe return to the workplace. Wherever possible, the Department will help manage economic shocks in order to protect industries, jobs and livelihoods. Crucially, through the work of the Vaccine Taskforce (due to become a joint unit with the Department for Health and Social Care, DHSC), we will ensure the continued development and manufacture of vaccines for the UK and overseas.

Tackling climate change and delivering net zero

Making sure the UK ends its contribution to global warming by 2050 is a core part of the Department’s work. Following the publication of the Prime Minister’s Ten Point Plan, the Energy White Paper and the Industrial Decarbonisation Strategy, we will work across government to drive the Green Industrial Revolution. Our ambitious domestic action plan will create growth and jobs in clean technologies, infrastructure and energy in the 4 nations of the UK. Through our upcoming Presidency of COP26 and our International Climate Finance we will also provide strong global leadership and set an example to accelerate international climate action.

Unleashing innovation

By backing innovation, technology and data, reducing bureaucracy, and supporting talent from home and abroad, we will make the UK a science superpower. This is underpinned by our commitment to increase economy-wide R&D investment to 2.4% of GDP by 2027, which will boost future-facing sectors like AI and life sciences. Following the government’s Plan for Growth, we will publish our Innovation Strategy and related plans, setting a clear path to catalyse increased productivity. We are also working to improve technology take-up across the economy and to foster open and competitive markets that support innovators and new entrants.

Backing long-term growth and boosting enterprise

We want to make the UK the best place to start and grow a business, taking advantage of our departure from the EU to encourage enterprise, build our competitive advantage and create jobs. This includes levelling-up, with activity focused on spreading opportunity across the country. We will continue to build on the power of our Union, as with our vaccine development programme, which relies on the different strengths of places across the UK. We will create high-value jobs by boosting our world-class sectors through open and competitive markets, while also supporting better and more flexible workplaces. Finally, to protect investment in our strategic sectors and critical assets, we will strengthen the UK’s national security regime.

A. Executive summary

Vision and mission

BEIS is committed to building a stronger, fairer and greener future across the UK, fostering shared prosperity, growth and levelling up across our Union. Our collective mission is Leading Britain’s Recovery, which underpins all our work as we move forward to tackle the challenges that lie ahead.

For the coming year, we will continue to focus on fighting coronavirus through our work to support businesses and workers through the pandemic and recovery, and, together with the Department for Health and Social Care, the continued development and supply of effective COVID-19 vaccines in the UK and overseas.

Beyond this, the Department’s longer-term portfolio focuses on:

• crucial work to tackle climate change at home and abroad, and reach net zero UK carbon emissions by 2050
• unleashing innovation across the country and helping the UK become a global science superpower
• backing long-term growth and boosting enterprise by making the UK a great place to work and to start and grow a business, including delivering an improved national security and investment regime

Our priority outcomes

This delivery plan sets out in detail how we will deliver our priority outcomes, how we will measure our success, and how we will ensure we continuously improve.

1. Fight coronavirus by helping businesses to bounce back from the impacts of COVID-19, supporting a safe return to the workplace and accelerating the development and manufacture of a vaccine.

2. Tackle climate change: reduce UK greenhouse gas emissions to net zero by 2050. (Cross-cutting outcome also supported by DEFRA, DFT, MHCLG and HMT)

3. Unleash innovation and accelerate science and technology throughout the country to increase productivity and UK global influence.

4. Back long-term growth: boost enterprise by making the UK the best place in the world to start and grow a business.

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The Department is also supporting the delivery of the following priority outcomes led by other departments:

Priority outcome title	Lead department
Drive economic growth through improving the skills pipeline, levelling up productivity and supporting people to work.	Department for Education
Maximise employment across the country to aid economic recovery following COVID-19.	Department for Work and Pensions
Raise productivity and empower places so that everyone across the country can benefit from levelling up.	Ministry for Housing, Communities and Local Government
Deliver swift access to justice.	Ministry of Justice
Level up the economy, by ensuring strong employment and increasing productivity across the regions and nations of the UK	HM Treasury
Grow and evolve our sectors domestically and globally, in particular those sectors most affected by COVID-19, including culture, sport, civil society, and the creative industries.	Department for Digital, Culture, Media and Sport

Strategic enablers

To deliver our priority outcomes - and reinforce the ambitions of the Declaration on Government Reform - we will focus on 4 key enablers:

1. Workforce, skills and location

2. Innovation, technology and data

3. Delivery, evaluation and collaboration

4. Sustainability

B. Introduction

1. Context

We are operating in an environment of challenge and change, but also opportunity. The UK economy has been hit hard by the COVID-19 pandemic and disruptions at the end of the EU Exit Transition Period. Nonetheless, assuming the rapid rollout of vaccinations and the easing of restrictions proceeds in line with the government’s Recovery Roadmap, UK GDP is forecast by the Office for Budget Responsibility to grow by 4% in 2021, returning to its pre-COVID-19 level by mid-2022.

BEIS has designed our priorities to address the needs of business and workers throughout the pandemic and to lead Britain’s recovery. At the same time, we are providing a strong foundation for our longer-term commitments to reduce carbon emissions, foster innovation and competitive markets, and support enterprise and economic opportunity across the UK, while also building our global influence. Our success in vaccine development has focused worldwide attention on the UK’s scientific capabilities, and our Roadmap to Recovery and Plan for Growth outline a clear route to build back better in all parts of the UK.

Through the vaccine programme, BEIS is showing the power of all parts of the United Kingdom to deliver for the UK – a truly collaborative effort between scientists innovating in Oxford, world class production in Scotland, and packing into vials for distribution in Wrexham, Wales. Only by working together will we be able to successfully address the major challenges of recovering from COVID-19, tackling climate change, becoming a global science superpower, driving long-term growth and economic transformation while supporting job creation, for a stronger, fairer and greener future across our Union.

2. Governance and delivery agencies

Governance at BEIS is designed to support the Secretary of State and the Permanent Secretary in running the Department. It is structured to provide a balance of direction, oversight, challenge and accountability, and to ensure that the Permanent Secretary, as the Principal Accounting Officer, fulfils her responsibilities. BEIS governance complies with the code of good practice for public sector governance and is arranged to meet the specific needs of the Department.

The Executive Committee (ExCo) and People and Operations Committee (POpCo) are supported by shadow bodies with membership drawn from grades up to Deputy Director level in BEIS. The Performance and Risk (P and R) Committee and Project and Investment Committee (PIC) are supported by bodies comprised of specialists from across BEIS, and supported by challenge function and keyholder panel groups.

The Departmental Board informs strategic direction and performance, while the Audit, Risk and Assurance Committee (ARAC) provides challenge and support to the Accounting Officer and the Departmental Board on the effectiveness of the BEIS risk management framework. The Nominations and Governance committee addresses senior official remuneration and performance. Finally, we have focused programme boards to deliver oversight on high profile contextual risks, namely EU Exit and COVID-19.

See the GOV.UK Departmental Governance page for more details of membership.

3. Overview of strategic risk

Beyond the external operating environment, the Department manages longer-term risks and threats, either related to our core Departmental commitments such as meeting the carbon budgets and maintaining energy security, and other more functional risks around information security, staffing and policy design. Through our Departmental risk register and governance structures, we ensure these risks are appropriately monitored and mitigated.

4. Our resources

Our finances:

a. Departmental Expenditure Limit (DEL): £25.4 billion
b. Resource DEL (including depreciation): £8.8 billion
c. Capital DEL: £16.7 billion
d. Annually Managed Expenditure (AME): £27.9 billion

Source: Main Supply Estimates 2021 to 2022

5. Our people

As at 31 March 2021, BEIS had 5,210 full-time equivalent employees working in the core Department and a further 2,971 staff in the consolidated Executive Agencies (Companies House, the Insolvency Service and UK Space Agency).

Source: BEIS workforce management information, release schedule - monthly

6. Breakdown of resource by work

In this environment, the importance of our work has never been greater. We need to have the resources to do our work effectively and respond to new priorities as they arise. Figure 1 shows how our resources (excluding depreciation) and people are allocated to our different priority outcomes:

Priority outcome	Budget (£ million)	Workforce (FTE)
Fight coronavirus by helping businesses to bounce back from the impacts of COVID-19, supporting a safe return to the workplace and accelerating the development and manufacture of a vaccine.	6,133 RDEL 128 CDEL	99
Tackle climate change: reduce UK greenhouse gas emissions to net zero by 2050	1,272 RDEL 4,568 CDEL	1,892
Of which: Energy security	805 RDEL 2,178 CDEL	657
Unleash innovation and accelerate science and technology throughout the country to increase productivity and UK global influence	42 RDEL 11,078 CDEL	448
Back long-term growth: boost enterprise by making the UK the best place in the world to start and grow a business	788 RDEL 869 CDEL	4,925
Cross-cutting functions and central budgets	184 RDEL 23 CDEL	817

C. Priority outcome delivery plans

Priority outcome 1: Fight coronavirus

Fight coronavirus by helping businesses to bounce back from the impacts of COVID-19, supporting a safe return to the workplace and accelerating the development and manufacture of a vaccine.

Lead ministers

Nadhim Zahawi, Parliamentary Under Secretary of State, Minister for Business and Industry and Minister for COVID Vaccine Deployment

Paul Scully, Parliamentary Under Secretary of State, Minister for Small Business, Consumers and Labour Markets

Senior sponsors

Economic Recovery: Jo Shanmugalingam, DG Science, Innovation and Growth

Vaccines: Madelaine McTernan, DG Vaccine Taskforce (which is due to become a joint unit with DHSC)

Outcome strategy

The COVID-19 pandemic which emerged in 2020 created unprecedented challenges, with direct and indirect impacts on all economic sectors. Our work under this priority outcome has 2 connected strands: the COVID-19 Programme for economic recovery; and the Vaccine Taskforce.

The overarching objective of the Department’s COVID-19 Programme is to drive coherent strategic thinking and policy development, to mitigate the direct and indirect impacts of the pandemic and related restrictions on businesses and workers, and to support economic recovery in line with this government’s longer-term objectives on levelling up, net zero, innovation, businesses growth and increasing inward investment. By fighting COVID-19, we are working to build back better – creating the right business environment for a stronger, greener and more resilient economy across the UK.

Our COVID-19 Programme is built on 3 pillars. The first is focused on the short-term response, to minimise the damage to the UK economy by supporting businesses through necessary restrictions and maintaining business and consumer confidence. The second pillar is recovery, supporting safe working during COVID-19 through robust Safer Working Guidance and working with the Department for Health and Social Care (DHSC) to provide businesses with access to free lateral flow testing. The third pillar is on innovation and longer-term economic transformation, to support all business sectors through the negative effects of COVID-19 and to capitalise on the sectoral changes needed to drive future growth in the UK. All these pillars are based on a principle of equality – a fair and proportionate approach.

Alongside the Department’s COVID-19 Programme, the Vaccine Taskforce (VTF) also sits under this outcome. The VTF is due to become a joint unit between BEIS and the Department for Health and Social Care (DHSC). The UK has secured access to 517 million vaccine doses across 8 different suppliers, enabling the rapid deployment of vaccines across the UK. The VTF has also taken steps to enhance the UK’s ability to rapidly deliver clinical trials, and to strengthen the UK’s domestic vaccine manufacturing capability. Through the VTF, BEIS and DHSC will continue to work closely on the ongoing delivery of vaccines across the UK, to meet our ambitious targets for different cohorts across the population.

The VTF also plays a significant role in capitalising on our existing scientific and manufacturing capacities to build long-term UK capability in vaccine manufacturing, to ensure the UK is well prepared for future pandemics. This work builds on the UK’s already world-leading life-sciences sector, and existing government commitments to facilitate investment in R&D, science, and technological innovation.

The potential for innovation to support recovery acts as the common purpose of the VTF and COVID-19 Programme, which together deliver this priority outcome.

Departments supporting the outcome delivery

BEIS is working across government on vaccines work and related metrics, in particular with the Department for Health and Social Care (DHSC).

Our performance metrics

• number of business and value of loans supported by British Business Bank COVID-19 debt schemes
• number of Advanced Purchase Agreements for vaccine supply signed
• number of different vaccine modalities in the Vaccine Taskforce portfolio
• number of contracted doses of vaccines achieving market authorisation approval and delivered to government

Time period	Number of businesses and value of loans supported by the British Business Bank COVID-19 debt scheme
See the latest publicly available data on the number of businesses and value of loans supported by the British Business Bank COVID-19 debt scheme

Source: HM Treasury Coronavirus (COVID-19) Business loan scheme statistics

How our work contributes to the delivery of the UN Sustainable Development Goals (SDG)

Our work fighting coronavirus supports the delivery of the UN Sustainable Development Goals:

Priority Outcome	Link to SDGs
Fight coronavirus by helping businesses to bounce back from the impacts of COVID-19, supporting a safe return to the workplace and accelerating the development and manufacture of a vaccine.	SDG 8 - ‘to promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all’, specifically target 8.5 on full and productive employment and decent work for all.
	SDG 3 - the VTF helps ‘to ‘to ensure healthy lives and promote well-being for all at all ages.’

Projects and programmes

Develop and deploy COVID-19 vaccines, in partnership with DHSC, through the Vaccine Taskforce.

Provide COVID-19 economic support to businesses through the business finance, trade credit reinsurance and local authority grants schemes.

Coordinate local authority enforcement of restrictions and business compliance by providing guidance and coordination to local authority regulatory services and reporting compliance data. (Note: BEIS does not have direct responsibility for enforcement).

Continue to support working safely, by ensuring the Safer Working guidance is robust and up to date, and supporting DHSC in providing businesses with access to free lateral flow testing for their employees (free workplace testing offer ends 30 June 2021).

Publish a Hospitality Strategy to drive recovery of the sector.

Coordinate BEIS analysis and insight from sectors to inform COVID-19 policy and strategy.

Outcome evaluation plan

Monitoring and evaluation (M&E) plans for COVID-19 programmes are developed in accordance with the Magenta Book. M&E plans are required to have SMART (Specific, Measurable, Achievable, Realistic, Timely) objectives and benefit delivery plans to help us judge delivery effectiveness and take timely corrective actions.  All current COVID-19 interventions have clear objectives, initial monitoring plans, and set out the expected outcomes and impacts.

Our interventions under this priority outcome range from regulatory easements to direct investments in COVID-19 response and recovery, and vary in scale, spend, and impact. Due to the varying scale and scope of COVID-19 policies, related M&E plans are designed to be proportionate to the policy interventions and employ a variety of methods – both quantitative and qualitative - to ensure robust findings, provide evidence of what works, and inform future policies.

In addition to adhering to high standards for current evaluations, BEIS strives towards continuous improvements in both methodologies and data. All COVID-19 evaluation plans will be reviewed by an internal group of evaluation experts who will provide advice and scrutiny on the evaluation designs.

Specifically for the Vaccine Taskforce, the Taskforce Analysis Team will lead an evaluation against the objectives of the programme. This evaluation will seek to understand whether decisions around interventions and processes were effectively taken, enacted, and delivered, and draw out lessons learnt from an operational perspective.

BEIS regulations are also evaluated with similar standards. Post Implementation Reviews (PIRs) for COVID-19 interventions will set out the policy objective of regulatory measures, and whether the objective is still relevant; whether it has been met and whether it has been met in the most effective way. BEIS requires a more detailed PIR review plan to be completed for every high impact statutory commitment to review.

Priority outcome 2: Tackle climate change

Tackle climate change: reduce UK greenhouse gas emissions to net zero by 2050 (also supported by DEFRA, DFT, MHCLG and HMT).

Lead ministers

Anne-Marie Trevelyan, Minister of State for Business, Energy and Clean Growth and UK International Champion on Adaptation and Resilience for the COP26 Presidency

Lord Callanan, Parliamentary Under Secretary of State, Minister for Climate Change and Corporate Responsibility

Senior sponsors

Climate Change, Net Zero and Clean Growth: Ben Golding and Catherine Bremner (Acting SROs)

Energy and Security: Joanna Whittington, DG Energy and Security

Outcome strategy

This is a cross-cutting priority outcome which is supported by work across government to deliver our ambitious domestic and international climate agenda.

Since 1990, the UK has reduced emissions by 44% whilst increasing GDP by 78%, the fastest decarbonisation rate in the G7. In June 2019, the UK became the first major economy to set a legally binding target to reach net zero greenhouse gas emissions by 2050, in recognition of the transformative change needed to tackle global climate change. HM Treasury also committed to undertaking a review into the costs of transitioning to net zero. Internationally, we have supported over 100 developing countries to reduce emissions, increase their Nationally Determined Contribution (NDC) ambition and pursue clean growth through our International Climate Finance. Although we have made great progress, we now need to continue to accelerate domestic action, and drive global commitment to tackling climate change over the coming decade.

In November 2020, the Prime Minister announced his Ten Point Plan for the UK to lead the world into a new Green Industrial Revolution. This innovative programme sets out ambitious policies and significant new public investment to support green job creation, accelerate our path to reaching net zero by 2050 and lay the foundations for building back greener. Spanning clean energy, buildings, transport, nature and innovative technologies, the Ten Point Plan will mobilise £12 billion of government investment to unlock 3 times as much private sector investment by 2030; level up regions across the UK; and support up to 250,000 highly skilled green jobs.

The Energy White Paper (EWP), published in December 2020, and the Industrial Decarbonisation Strategy, published in March 2021, set out complementary plans for the transformation of our energy system and industries, including actions to fully decarbonise electricity generation by 2050. This will help to meet our ambitious Nationally Determined Contribution (NDC) to reduce the UK’s emissions by at least 68% by 2030, compared to 1990 levels (the highest reduction target for a major economy to date), and meet our sixth Carbon Budget to cut emissions by 78% by 2035.  This domestic ambition is matched internationally, through the Prime Minister’s pledge in September 2019 to double the UK’s International Climate Finance for developing countries to £11.6 billion for the 5 year period from 2021 to 2025, as part of our Paris Agreement commitments.  

These commitments lay the steps to build back greener from the pandemic and reach net zero. 2021 will be a pivotal year for this priority outcome – we will leverage our domestic net zero leadership to inspire and influence higher ambition and real action internationally ahead of and during our Presidency of COP26, with the summit due to be held in Glasgow in November. We will work with the Department for Transport (DfT) on the global COP26 campaign to support the transition to Low Emission Vehicles. We will also work with the Department for Environment and Rural Affairs (DEFRA), to make ‘nature’ a key focus of COP26, building on the upcoming Convention on Biological Diversity COP15, recognising the mutual benefits for both climate and nature of initiatives such as landscape restoration and reforestation. We will also continue to deliver against the 25 Year Environment Plan, to protect and enhance nature domestically – for climate, for people and for wildlife – through measures set out in the Ten Point Plan.

Our international agenda will be driven by a ratcheting of domestic commitments. In the coming year, Carbon Budget 6 will be set in law, and we will drive forward work on key net zero enablers such as green finance, implementing last year’s announcement that we will make climate disclosures mandatory across the economy by 2025 with most sectors covered by end of 2023 - in line with Task Force on Climate-related Financial Disclosures. We will also continue to set out ambitious plans across key sectors of the economy and publish a bold Net Zero Strategy to show how we will cut emissions and create new green jobs and industries across the whole country. As we approach COP26, we will move further and faster towards building a stronger, more resilient future, protecting our planet for this generation and those to come, both at home and abroad.

Departments supporting the outcome delivery

Department for Environment, Food and Rural Affairs: responsible for reducing emissions from agriculture, land use (including peat), fluorinated greenhouse gases and waste / wastewater, whilst simultaneously increasing England’s carbon sequestration potential through our forestry policies and protecting the marine environment.

Ministry for Housing, Communities and Local Government: shared responsibility with BEIS on the decarbonisation of buildings; and for improving the energy efficiency and carbon emissions of new homes and buildings, including through the implementation of the Future Homes Standard (FHS) and the Future Buildings Standard from 2025.

HM Treasury: responsible for environmental taxation and for green finance, particularly financial sector regulation, international financial institutions, and ensuring decarbonisation policy maximises sustainable economic growth and value for money for consumers and taxpayers. HM Treasury also has joint responsibility with BEIS for emissions trading/carbon pricing.

Department for Transport: responsible for decarbonisation of transport, including facilitating the development of zero emissions options for difficult to decarbonise transport modes such as aviation, maritime and heavy road freight.

Our performance metrics

• total UK greenhouse emissions (tonnes of CO2 equivalent) (for tracking progress against carbon budgets)
• UK greenhouse gas emissions by sector (tonnes of CO2 equivalent)
• total projected greenhouse gas savings from BEIS policies included in the Energy and Emissions Projections (EEP)
• low carbon share of electricity generation (percentage)
• total low carbon and renewable energy economy (LCREE) jobs

Time period	Total UK greenhouse emissions (million tonnes CO2 equivalent)
Provisional figures: 2020 (difference vs 2019)	414.1 (-8.9%)
2019 (difference vs 2018)	454.8 (-2.8%)
2019 (difference vs 1990)	454.8 (-43.8%)

Source: BEIS 2020 UK Provisional Greenhouse Gas Emissions and BEIS 2019 UK Greenhouse Gas Emissions, Final Figures, release schedule - both annual

Sector *	UK greenhouse gas emissions by sector, 2019, mtCO2e (% of total emissions)
Energy supply	95.8 (21.1%)
Business	77.9 (17.1%)
Transport (including domestic aviation and shipping)	122.2 (26.9%)
Public	7.9 (1.7%)
Residential	69.2 (15.2%)
Agriculture	46.3 (10.2%)
Industrial processes	10.4 (2.3%)
Land use, land use change, forestry	5.9 (1.3%)
Waste management	19.0 (4.2%)

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Source: BEIS 2019 UK Greenhouse Gas Emissions, Final Figures, release schedule - annual

Time period	Total projected greenhouse emissions savings * from BEIS policies (2030 projections vs 1990 emissions, MtCO2e)
Energy supply	222 (1997 levels: 278; 2030 projection: 56)
Business	59 (1990 levels: 114; 2030 projection: 55)
Industrial processes	51 (1997 levels: 60; 2030 projection: 9)
Residential (joint responsibility with MHCLG)	10 (1997 levels: 80; 2030 projection: 70)

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Source: BEIS Updated energy and emissions projections: 2019^{[footnote 4]}, release schedule - annual

Time period	Low carbon share of electricity generation (%) *
2019	54.7%
2018	53.0%

*^{[footnote 5]}

Source: Digest of UK Energy Statistics, 2020, release schedule - annual

Time period	Employment in low carbon and renewable energy economy (LCREE) in the UK and constituent countries
2019	Estimated by the ONS to be 202,100 full-time equivalent (FTE) in 2019. Including low carbon businesses and their supply chains, this figure was over 410,000 FTEs.

Source: ONS Publication of the LCREE Survey, release schedule - annual with an approximately 15 month lag

How our work contributes to the delivery of the UN Sustainable Development Goals (SDG)

Priority Outcome	Link to SDGs
Reduce UK greenhouse gas emissions to net zero by 2050.	SDG 13 - this outcome and our work to tackle climate change, including our International Climate Finance, delivers directly against the UN SDG 13 ‘take urgent action to combat climate change and its impacts’, which seeks to integrate emissions reduction, human security, and natural resource management to mitigate and adapt to climate change, including target 13.2 on integrating climate change measures into policy and planning, and target 13.a on implementing the commitments within the UN Framework Convention on Climate Change, particularly to mobilise climate finance.
	SDG 7 - energy security work under this outcome also supports delivery of SDG 7 on affordable, secure and clean energy, including target 7.2 on increasing the renewable energy share.

Projects and programmes

Set the level of Carbon Budget 6 in legislation.

Publish a Net Zero Strategy, to show how we will cut emissions and create green jobs across the whole of the UK.

Publish a Heat and Buildings Strategy outlining the immediate actions we will take to reduce emissions from buildings, including the deployment of energy efficiency measures and low carbon heating.

Launch Phase 2 of the Public Sector Decarbonisation scheme in 2021 to provide grants for public sector bodies to fund heat decarbonisation and energy efficiency measures.

Publish a Hydrogen Strategy setting out a comprehensive approach to building a UK hydrogen economy that is fit for purpose to deliver the level of low carbon hydrogen essential for meeting net zero.

Launch a consultation on preferred long-term sustainable business models for hydrogen, as we aim to develop 5GW of low carbon hydrogen production capacity with industry by 2030.

Consult on steps to ensure that new thermal plans can convert to low-carbon alternatives.

Ahead of COP26, launch a consultation on aligning the cap of the new and ambitious UK Emissions Trading Scheme (UK ETS) with our net zero target.

Hold the next Contracts for Difference auction – planned to open in late 2021 – to facilitate investment in renewable energy.

Target 40GW of offshore wind by 2030, including 1GW floating wind alongside the expansion of other low cost renewable technologies.

Continue to support development of carbon, capture and storage (CCUS), through investing over £1 billion before 2024 to support CCUS in industrial clusters, and establish at least 2 of these sites by mid 2020s, and aim for 4 sites by 2030, capturing at least 10Mt of carbon dioxide per year, as well as creating new and protecting existing jobs.

Support the deployment of at least one power CCUS project to be operational by 2030, and put in place the commercial frameworks required to help stimulate the market to deliver a future pipeline of power CCUS projects.

Bring at least one large-scale nuclear project to the point of Final Investment Decision by the end of this Parliament, subject to clear value for money and all relevant approvals.

Continue to support new nuclear, through providing up to £385 million in an Advanced Nuclear Fund for the next generation of nuclear technology aiming, by the early 2030s, to deploy the first SMRs and to build an AMR demonstrator.

Support the transition towards clean energy by providing up to £40 million through the Industrial Energy Transformation Fund (IETF) spring window, which is designed to help high energy-use businesses cut their energy bills and carbon emissions, ahead of launching phase 2 of the IETF later this year.

BEIS and DfE’s joint Green Jobs Taskforce will publish their evidence of and recommendations for addressing the immediate and longer-term challenges of delivering skilled workers for the UK’s transition to net zero.

Consult on proposals to bring the largest UK registered companies into scope for mandatory Taskforce on Climate-related Financial Disclosures (TCFD) aligned requirements. The regulations are due by the end of 2021, coming into force in April 2022.

Outcome evaluation plan

Monitoring and evaluation (M&E) plans for net zero programmes are developed in accordance with the Magenta Book. All M&E plans have SMART (Specific, Measurable, Achievable, Realistic, Timely) objectives and benefit delivery plans to help us judge delivery effectiveness and take timely corrective actions. Many spending proposals and regulations under net zero have evaluation plans already in place or in the development phase.

Multiple net zero projects include plans for an independent evaluation. Evaluations will be conducted by independent contractors depending on the size of the spending commitment and the strategic importance of the projects. Due to the varying scale and scope of net zero policies, M&E plans are designed to be proportionate to the policy interventions and usually employ a variety of methods – both quantitative and qualitative - to ensure robust findings, provide evidence of what works and inform future policies.

In addition to adhering to high standards for current evaluations, BEIS strives towards continuous improvements in both methodologies and data. In some cases, the monitoring and evaluation is already underway to ensure evidence is available early to understand how the scheme is working.

Net zero regulations are evaluated with similar standards. Post Implementation Reviews (PIRs) are used to set out the relevant policy objective of the measure, whether that objective is still relevant; whether it has been met and whether it has been met in the most effective way. BEIS requires a more detailed PIR review plan to be completed for every high impact statutory commitment to review.

Priority outcome 3: Unleash innovation

Unleash innovation and accelerate science and technology throughout the country to increase productivity and UK global influence.

Lead ministers

Amanda Solloway, Parliamentary Under Secretary of State, Minister for Science, Research and Innovation

Lord Callanan, Parliamentary Under Secretary of State, Minister for Climate Change and Corporate Responsibility

Lord Grimstone, Joint Minister for Investment (with Department for International Trade)

Paul Scully, Parliamentary Under Secretary of State, Minister for Small Business, Consumers and Labour Markets

Senior sponsors

Jo Shanmugalingam, DG for Science, Innovation and Growth

Professor Paul Monks, Chief Scientific Adviser for the Department for Business, Energy and Industrial Strategy

Outcome strategy

Our goal is to unleash a new wave of innovation, advance the frontiers of knowledge and strengthen our international ties. This will improve living standards, support job creation, and increase productivity and prosperity. However, our ambitions also require concerted action to build on the UK’s existing strengths in research and innovation and maintain our leading edge, while capitalising on global opportunities and emerging technologies.

Research and development (R&D) has a central role in supporting businesses through the pandemic and recovery and continues to be at the heart of tackling COVID-19, from developing vaccines to making workplaces safer. Innovation is also fundamental plank of the Department’s plans for tackling climate change, achieving net zero, driving growth and building back better.

The UK is already world leading in R&D. This government has committed to build from that strong foundation to crystallise our position as an international science superpower by driving up the UK’s R&D investment across the public and private sectors to reach 2.4% of GDP by 2027. To support this, we have committed to increasing public spending on R&D to £22 billion (from 0.45% of GDP towards 0.8%), moving the UK into the top 25% of countries in the OECD for public funding of R&D. As custodian of the R&D system, BEIS is responsible for setting the direction of research and innovation policy, as well as the public funding (through partners including UK Research & Innovation, UKRI).

In setting the policy direction, we outlined a vision for transforming the research and innovation system in the widely-welcomed R&D Roadmap, published in July 2020. Building on that vision, important delivery priorities for the coming year include: legislating for the £800 million Advanced Research and Invention Agency, an independent review of research bureaucracy, publication of the R&D and Places, People and Culture, Innovation, and Space Strategies to deliver this government’s Plan for Growth, and the launch of the Net Zero Innovation Portfolio, a £1 billion fund announced in the Ten Point Plan. We will look to our partner organisations, including UKRI, Public Sector Research Establishments and National Academies, for robust support on delivering these ambitions.

Effective investment in R&D and innovation is crucial to the success of all BEIS’ priorities. This year’s R&D settlement of £14.9 billion across government in 2021 to 2022 puts us on the pathway to reach 2.4% for total UK R&D by 2027. While the public sector makes up less than a third of UK R&D funding, public investment nevertheless plays an important role in encouraging investment by businesses, charities and international funders. £1 public investment in R&D leverages an estimated £2 private investment and is estimated to generate up to £7 net benefit to the UK. We will need to continue creating confidence to leverage investment from private sector partners. Signalling the UK’s intent to cement its position as a global science superpower is particularly important to secure international investment in competitive fields such as medical data and medtech, as well as AI and net zero.

We will work in partnership across the government on strategic international engagement to promote the UK on the world stage, collaborating with our international partners on research innovation (including through Horizon Europe) and building on the UK’s existing comparative advantage to foster world class innovative industries and maintain and grow the strength of the UK R&D system. In light of the Integrated Review, we will also ensure that we leverage the full spectrum of international engagement available to support delivery of this priority outcome.

Our performance metrics

• gross expenditure research and development as % of GDP
• business enterprise research and development as % of GDP
• percentage of businesses that are innovation active, including by region

Time period	Gross expenditure on research and development as % of GDP
2015	1.63%
2016	1.67%
2017	1.69%
2018	1.71%

Source: ONS Gross domestic expenditure on research and development, release schedule - annual with a 2 year lag

Time period	Business enterprise research and development as % of GDP
2016	1.1%
2017	1.1%
2018	1.2%
2019	1.2%

Source: ONS Business enterprise research and development, release schedule - annual, with a one year lag

Time period	% of businesses that are innovation active
2010-2012	44%
2012-2014	53%
2014-2016	49%
2016-2018	38%

Source: BEIS UK Innovation Strategy, release schedule - biennial

How our work contributes to the delivery of the UN Sustainable Development Goals (SDG)

Priority Outcome	Link to SDGs
Unleash innovation and accelerate science and technology throughout the country to increase productivity and UK global influence.	SDG 9 - ‘to build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation’, particularly target 9.5 to enhance scientific research, upgrade technological capacities and increase the number of R&D workers, and target 9.4 to upgrade infrastructure and retrofit industries to make them sustainable

Projects and programmes

Deliver primary legislation for the Advanced Research and Invention Agency (ARIA), focused on funding high-risk, high reward research in new and innovative ways.

Advance the frontiers of knowledge by investing in world-class research and innovation through UKRI and our partner organisations.

Deliver on our strategic investment in OneWeb, and ensure the Gen 1 satellite constellation is completed in 2022.

Publish a new Innovation Strategy to drive up productivity and innovation, to support delivery of the government’s wider Plan for Growth.

Publish an R&D Places Strategy to ensure that R&D benefits the economy and society and contributed to the government’s wider levelling-up ambition.

Publish a People and Culture Strategy to build a more productive, sustainable, inclusive and dynamic UK R&D sector.

Publish an ambitious Space Strategy to set out the UK’s vision and goals and provide certainty to the space sector on our long-term plan.

Launch a £1 billion Net Zero Innovation Portfolio, as announced in the Prime Minister’s Ten Point Plan.

Continue to support growing sectors such as AI, life sciences, space, emerging technologies and clean energy.

Develop the delivery plan for the Automotive Transformation Fund launched in 2020, to foster and catalyse investment in the electric vehicle supply chain.

Deliver the first grants for the Medicines and Diagnostics Manufacturing Fund, to build back manufacturing capability across the UK and protect and create high value jobs.

In partnership with the Regulatory Horizon Council, deliver on our commitments to support new technology through regulatory reform.

Through our UK Fusion Programme, lead the commercialisation of fusion energy technology, including publication of a Fusion Regulation Green Paper by the autumn.

Deliver on our Manifesto Commitment to reform the science funding system, through gathering evidence on reducing bureaucracy in research and publishing a reform timetable.

Set up a new unit and fund within the BEIS family to scout for and develop government knowledge assets, accompanied by new guidance to support public sector organisations to manage their knowledge assets.

Working with the Foreign, Commonwealth and Development Office (FCDO), maximise the gains from our Association to Horizon Europe and ensure greater coherence in our international approach to R&D, in order to position the UK at the forefront of global scientific collaboration.

Outcome evaluation plan

Monitoring and evaluation (M&E) plans for R&D programmes are developed in accordance with the Magenta Book. Plans have SMART (Specific, Measurable, Achievable, Realistic, Timely) objectives and benefit delivery plans to help us judge delivery effectiveness and take timely corrective actions. 

BEIS strives to continuously develop our understanding of delivery success and benefits of R&D investment. Due to the varying scale and scope of R&D policies, M&E plans are designed to be proportionate to the policy interventions and usually employ a variety of methods – both quantitative and qualitative - to ensure robust findings, provide evidence of what works and inform future policies.

In addition to adhering to high standards for current evaluations, BEIS strives towards continuous improvements in both methodologies and data. An increased focus within R&D is on ensuring that effective monitoring is undertaken to improve the ability to monitor activities and benefits in real time.

The majority of BEIS R&D funding is delivered through partner organisations, with responsibility to conduct monitoring and evaluations sitting with these organisations. With BEIS’ support, partner organisations continue to improve and strengthen their M&E capabilities.

Priority outcome 4: Back long-term growth

Back long-term growth: boost enterprise by making the UK the best place in the world to start and grow a business.

Lead ministers

Paul Scully, Parliamentary Under Secretary of State, Minister for Small Business, Consumers and Labour Markets

Lord Callanan, Parliamentary Under Secretary of State, Minister for Climate Change and Corporate Responsibility

Lord Grimstone, Joint Minister for Investment (with Department for International Trade)

Senior sponsors

Jaee Samant, DG Market Frameworks

Ashley Ibbett, DG Trade, International, the Union and Analysis

Outcome strategy

Following the end of the transition period in December 2020, the UK is operating in an exciting new context, taking back control of our laws, borders and trading terms. We can now take advantage of this context in line with the government’s Plan for Growth, to ensure markets are working properly, reform regulation and maximise the opportunities of leaving the EU.

The longer-term aim of this priority outcome is to drive growth through independent and effective economic regulation, strong product markets and strong institutions, which support job creation and new industries while also encouraging best practice in terms of working conditions. This will help us to build an adaptable and resilient workforce and future economy across the UK, while further strengthening our international position.

Work to deliver this vision is focused on creating new business opportunities and stimulating enterprise and dynamic growth through effective competition and innovation. We will make the UK the best place in the world to start and grow a business, while also being a great place to work. This will be achieved in step with increasing opportunity across all parts of the UK by levelling up economic activity and promoting market conditions that supercharge inwards investment with an appropriate regulatory balance.

A key part of delivering this will be the Department’s work supporting Free Trade Negotiations with partner countries. As the UK looks to shape the international order of the future, the Department will play a critical role by working closely with businesses, workers and consumers to build an open and resilient economy. This is aligned with the vision laid out in this government’s Integrated Review. We will also support efforts at the centre of government to strengthen the Union and ensure that our policies benefit all parts of the UK, and lead on implementation of the measures in the UK Internal Market Act 2020 to avoid the creation of new trade barriers across the UK.

Implementation of the UK-EU Trade and Cooperation Agreement (TCA), including the new institutional arrangements that will govern the agreement, will be critical to creating the conditions for growth over the coming year and beyond. Through the TCA’s institutional framework, BEIS will be responsible for implementing and delivering domestic actions and obligations including new negotiations, working closely with the Europe Secretariat in Cabinet Office. We will also engage with European partners to deliver our wider priorities. BEIS’ trade and international work supports the delivery of long-term growth for the UK by ensuring our domestic and international objectives are mutually supportive. We will also continue to support ongoing and future trade negotiations, so they achieve the best results for businesses and other stakeholders.

Our domestic work under this priority outcome is focused on facilitating the appropriate business environment to support job creation and good business practices, to drive a resilient economic recovery from COVID-19 and build back stronger and fairer. The UK economy thrives because of our support for open markets and rigorous pursuit of competition, innovation, and high labour market standards – all of which makes us world-renowned as an investment destination. Where regulation is needed to ensure markets deliver good outcomes, we are working to reduce the cost of engaging with this regulation. Working with the Better Regulation Committee, we will ensure the regulatory environment creates new opportunities for enterprise and removes unnecessary barriers to innovation.

Over the coming year we will launch consultations on several priority market issues, including flexible working, competition and consumer law, completing our consultation on reform of audit and corporate governance, while meeting our commitment to raise wages and champion flexible and fair workplaces. We will also deliver on manifesto commitments including expanding start-up loans, ensuring that regulation is sensible and proportionate while improving workers’ rights and strengthening corporate governance. Finally, we will continue to lay out our new national security regime to protect UK strategic interests and establish our new Investment Security Unit.

Our performance metrics

• business investment as percentage of GDP
• business birth rate, including by region (per cent)
• output per worker growth
• output per hour growth

Time period	Business Investment as % of GDP
2019	10.1%
2020	9.7%

Source: Office for National Statistics, release schedule - quarterly

Time period	Business birth rate, including by region (%)
See the latest publicly available data on business birth rate

Source: Business demography, UK: 2019

Time period	Output per worker growth
2019	0.5%
2020	(9.6%)

Source: Office for National Statistics, release schedule - quarterly

Time period	Output per hour growth
2019	0.2%
2020	0.4%

Source: Office for National Statistics, release schedule - quarterly

How our work contributes to the delivery of the UN Sustainable Development Goals (SDG)

Priority Outcome	Link to SDGs
Back long-term growth: boost enterprise by making the UK the best place in the world to start and grow a business	SDG 8 - ‘to build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation’, particularly target 9.5 to enhance scientific research, upgrade technological capacities and increase the number of R&D workers, and target 9.4 to upgrade infrastructure and retrofit industries to make them sustainable
	SDG 10 - to ‘reduce inequality within and among countries’, specifically target 10.2 on empowering and promoting the social, economic and political inclusion of all, and target 10.3 to adopt fiscal, wage and social protection policies that progressively achieve greater equality

Projects and programmes

Deliver the new national security regime to protect against hostile actors while ensuring that the UK remains the best place in the world to do business, through the National Security and Investment Act 2021 and the new Investment Security Unit.

Publish more detailed proposals for reform of our corporate transparency rules and invest in transformation of Companies House, to improve its register’s usefulness for businesses whilst reducing opportunities for criminal misuse of corporate entities.

Deliver and implement a Bill on regulation of professions and professional qualifications to create a new framework for the UK.

Consider responses to our White Paper proposals for corporate governance and audit reform, to deliver on our Manifesto Commitments for strengthened corporate governance.

By the end of this year, ensure effective operation of the UK Internal Market working closely with Devolved Authorities.

Continue to discharge our domestic obligations under the UK-EU Trade Cooperation Agreement (TCA), including new institutional arrangements and ongoing negotiations to ensure the best outcomes for the UK.

Engage in international trade talks and Free Trade Agreement negotiations with our global allies, to best represent and promote British interests, facilitate trade, and support inwards investment.

Continue to deliver on the manufactured goods aspects of the Northern Ireland Protocol, and ensure successful arrangements for UK manufactured goods following the end of the Standstill on 31 December.

Work with the new Cabinet Committee on Better regulation to ensure the UK’s regulatory approach is proportionate, targeted, consistent, transparent, accountable and optimised to support innovation and opportunities for UK businesses.

Provide operational support to Local Authorities through operating Primary Authority, a statutory scheme enabling 100,000 business to access regulatory advice.

Introduce legislation for a bespoke UK subsidy control system.

Continue to strengthen our work to improve competition policy and consumer protection, including consulting on a reform programme for competition and consumer law, and responding to the Furman report.

Continue to strengthen employment rights while ensuring job creation, including through new National Minimum Wage and National Living Wage rates which came into effect in April 2021, and responding to the parental, leave and pay consultations.

Promote better run, more profitable businesses through the Parker Review on Ethnic Diversity and the Hampton-Alexander Review on female representation across FTSE350 Boards.

Ensure the product safety system is fit for the future through effective product regulation, including product safety and metrology.

Engage with partner countries to influence international standards, and protect and promote UK industry and policy priorities in international standards making.

Modernise furniture fire safety regulation, to remove barrier to innovation and reduce the use of environmentally damaging chemical flame retardants.

Launch the Help to Grow schemes by autumn, to help small businesses across the UK to learn new skills, better utilise technology, reach new customers and boost profits.

Outcome evaluation plan

Monitoring and evaluation (M&E) plans for BEIS programmes are developed in accordance with the Magenta Book, and are required to have SMART (Specific, Measurable, Achievable, Realistic, Timely) objectives and benefit delivery plans to help us judge delivery effectiveness and take timely corrective actions.

BEIS published the Business Support Evaluation Framework to generate high-quality, comparable evidence across interventions that can be used to inform the development of future Business Support policies. All Business Support programmes funded in the future will adhere to this framework.

Due to the varying scale and scope of business support policies, M&E plans are designed to be proportionate to the policy interventions. Business support evaluations are tailored to the specific policy and employ a variety of methods – both quantitative and qualitative, with a focus on value for money assessments - to ensure robust findings, provide evidence of what works and inform future policies.

In addition to adhering to high standards for current evaluations, BEIS strives towards continuous improvements in both methodologies and data. We take a pro-active approach, for example by continuing to improve the quality and availability of underlying data. Impact evaluations and early-stage assessments have already been completed on several already established programmes, providing early evidence on impact and delivery.

Regulations within this outcome are evaluated with similar standards. Business frameworks policies, labour market policies and consumer, competition and economic regulation all undertake PIRs. Post Implementation Reviews (PIRs) are used to set out the relevant policy objective of the measure, whether that objective is still relevant; whether it has been met and whether it has been met in the most effective way. BEIS requires a more detailed PIR review plan to be completed for every high impact statutory commitment to review.

D. Strategic enablers

Workforce, skills and location

This means a civil service which successfully delivers for citizens, depends on attracting and developing individuals across the UK, creating a diverse workforce in which talent is able to flourish. We must be able to recruit, train and retain talented individuals. Departments, including BEIS, must create an environment which enables the development of deep expertise with the ability to deploy talent to priority projects. We should also have an open and active flow of ideas and talent with other sectors.

We will:

• reinforce the systems for talent management and performance management to address the personal and professional development needs of staff, and reward performance in line with government and departmental priorities
• ensure that our organisation reflects the country we serve by a more diverse location footprint and relocating roles, including SCS positions, outside of London
• continue to remove barriers to recruitment, development and promotion of a diverse workforce

People survey engagement score

Year	Engagement score
2020	65%
2019	62%
2018	62%

Source: Civil Service People Survey, release schedule - annual

Representation of female staff, ethnic minority staff and disabled staff

Year	Total number of staff (headcount)	Female	Ethnic minority	Disabled
2020	4,420	48.5%	15.9%	8.7%
2019	4,060	48.1%	14.4%	10.3%
2018	3,260	47.3%	8.9%	9.1%

Source: Civil Service Diversity and Inclusion Dashboard, release schedule - quarterly

Innovation, technology and data

A civil service that is confident in generating and experimenting with new ideas, taking considered risks, and fully embracing the power of technology and data.

We will:

• invest in the tools, processes, standards, and frameworks needed to enable safe, secure data sharing across departments to support decision making and improve services
• renew IT systems to automate and fully digitise repetitive manual processes and update outdated legacy IT systems
• create the right governance structure that enables teams to innovate and experiment with data in a managed way that minimises risk
• embed agile approaches to policy making across teams and increase the use of innovative and data driven policy tools and techniques across the policy making cycle
• put in place digital immersion opportunities and training that allow civil servants to learn how to test new ideas, take reasonable risks to experiment, learn quickly and scale those ideas that show promise, whilst being able to apply the learning into their own working context
• put in place the data management practices and governance to ensure data is viewed and handled as key departmental assets
• develop strong data, analytical capabilities, and the effective technology base to exploit these, in conjunction with nuanced service design for successful delivery of priority outcomes

Delivery, evaluation and collaboration

We must continue to embed a culture across all departments of managing delivery, evaluation and collaboration with rigour and efficiency. This must be done throughout all of our programmes, from conception and design to implementation, budget formulation, and monitoring and evaluation. We must ensure that functional and delivery expertise is shared and used to inform policy and better delivery. We must foster close partnerships with the private and voluntary sectors to draw on their expertise and deliver common goals. Our future success will be underpinned by our engagement with, and understanding of, activity in other areas of government, including our ALBs, local authorities and devolved administrations.

We will:

• strengthen functional expertise and delivery, ensuring adherence to functional standards and effective monitoring of performance, across the Department and partner organisations
• manage the planning cycle in such a way that it engages all staff in delivering priorities, through a well understood, efficient and transparent process
• provide transparent accountability through regular reporting, both within the department, to the Centre and Parliament
• ensure policy making and operational delivery are focused on outcomes for citizens, supported by good data, expertise and rapid feedback when things aren’t working
• ensure that resources are allocated in ways that encourage desired behaviour and deliver better outcomes and provide value for money
• examine the scope for greater efficiencies across the core department and partner organisations, as part of the Spending Review 2021 planning and implementation

Sustainability

We have a longstanding commitment to lead the global fight against climate change. Therefore, we must all take steps in our own organisations to understand the wider consequences of our current activities while using innovation and leadership to create different futures.

Our BEIS Sustainability Strategy will set out our internal plan for how we are going to help deliver key government commitments including the Greening Government Commitments, the Clean Growth Strategy, the 25-year plan to improve the environment, the Ten Point Plan for a Green Industrial Revolution, and achieving net zero carbon emissions by 2050.

We will:

• ensure that we are able to meet our Greening Government Commitments and continue to monitor and track their delivery
• continue to ensure that our estate, activities and policies are sustainable and support climate change, resilience and adaptation

Greenhouse gas emissions

Year	Total emissions (tCO2e)	% reduction against 09/10 baseline
2019 / 2020*	18,068 (provisional)	72% (provisional)
2018 / 2019	22,007	65%
2017 / 2018	27,091	57%
2016 / 2017	31,172	51%

Source: Greening Government Commitments annual reports, release schedule - annual

E. Our equality objectives

We have set objectives to help us advance equality.

Our external objectives are:

1. Facilitate the reopening of the hospitality, non-essential retail, and personal care sectors in England, whose workforce has been disproportionately impacted by COVID-19.

2. Promote equal access to employment in sectors such as energy, manufacturing and infrastructure which are crucial to our national resilience and long-term growth.

3. Support domestic and international efforts to tackle climate change and to ensure that the transition to net zero is fair and affordable, and does not negatively impact disadvantaged groups (in particular women, children, ethnic minorities, indigenous groups and those with disabilities).

4. Ensure that the Research and Development (R&D), Innovation, Place, People and Culture Strategies tackle barriers to participation in the UK’s R&D system and support the UK’s researchers, whatever their background, to fulfil their potential.

Our internal objectives are:

1. Tackle barriers to participation of ethnic minority and disabled staff at Senior Civil Service (SCS) level.

2. Aim to increase the representation of ethnic minorities and women on the boards of our Partner Organisations, aligning public appointments with HMG’s goals.

Source: BEIS equality objectives

1. Provisional priority outcomes and associated metrics will be adjusted through the next Spending Review as necessary, including to deliver the Integrated Review of Security, Defence, Development and Foreign Policy. ↩

2. This sectoral split will be updated as part of future Outcome Delivery Planning ↩

3. Savings calculated as 1997 emissions minus 2030 projections ↩

4. Figures modelled using central, reference scenario ↩

5. Low carbon sources include wind, wave, solar, hydro, nuclear, and other renewables, such as bioenergy. Figures cover domestic electricity generation only. ↩