uk trade & investment corporate plan 2010-11 · in providing greater value for money. whatever...

UK TRADE & INVESTMENT CoRpoRATE plAN 2010-11

UKTI Corporate Plan 2010-11 Page 1

AlgeriaAlgiersAngolaLuandaArgentinaBuenos AiresAustraliaBrisbane Melbourne Perth SydneyAustria ViennaAzerbaijanBakuBahrainManamaBangladeshDhakaBarbadosBridgetown1BelgiumBrusselsBosnia&HerzegovinaSarajevoBrazilBrasilia Porto Alegre Recife Rio de Janeiro São PauloBrunei Bandar Seri BegawanBulgariaSofiaCanadaCalgary Montreal Ottawa Toronto VancouverChile Santiago

ChinaBeijing Chongqing Guangzhou ShanghaiColombiaBogotáCostaRicaSan JoséCroatia ZagrebCuba HavanaCyprus NicosiaCzechRepublicPragueDenmarkCopenhagenDominicanRepublicSanto DomingoEcuadorQuitoEgyptAlexandria CairoEstoniaTallinnEthiopiaAddis AbabaFinlandHelsinkiFranceBordeaux Lille Lyon ParisGermanyBerlin Düsseldorf MunichGhanaAccraGreece Athens

HongKong&MacaoHong Kong HungaryBudapestIcelandReykjavikIndiaAhmedabad Bangalore Chandigarh Chennai Hyderabad Kolkata Mumbai New Delhi PuneIndonesiaJakartaIraq BaghdadIreland DublinIsrael Tel AvivItaly Milan Naples RomeJamaicaKingstonJapanOsaka TokyoJordan AmmanKazakhstanAstana AtyrauKenyaNairobiKuwait Kuwait CityLatviaRigaLebanonBeirut

LibyaTripoliLithuaniaVilnius1LuxembourgLuxembourgMalaysiaKuala LumpurMexicoGuadalajara Mexico City Monterrey Tijuana VillahermosaMoroccoCasablanca Rabat1NetherlandsThe HagueNewZealandAucklandNigeriaAbuja Lagos Port HarcourtNorwayOsloOccupiedPalestineJerusalemOmanMuscatPakistanIslamabad Karachi LahorePanamaPanama CityPeru LimaPhilippinesManilaPoland WarsawPortugalLisbon

QatarDohaRomaniaBucharestRussiaEkaterinburg Moscow St PetersburgSaudiArabiaal-Khobar Jeddah RiyadhSerbiaBelgradeSingaporeSingaporeSlovakiaBratislavaSloveniaLjubljanaSouthAfricaCape Town Durban JohannesburgSouthKoreaSeoulSpainBarcelona Bilbao Madrid SevilleSriLankaColomboSudanKhartoumSwedenStockholmSwitzerlandBerne GenevaSyria Aleppo DamascusTaiwanKaohsiung Taipei

TanzaniaDar es SalaamThailandBangkokTrinidad&TobagoPort of SpainTunisia TunisTurkey Ankara Istanbul Izmir2UAE Abu Dhabi DubaiUgandaKampalaUkraineKyivUSA Boston Chicago Houston Los Angeles Miami New York San Francisco Washington DCVenezuelaCaracasVietnamHanoi Ho Chi Minh CityYemen Sana’a

1 Although three countries with separate Posts, Belgium, Netherlands and Luxembourg are treated as one market; Benelux.

2 Although one country and one market, they are provided with separate targets.

List of UKTI Locations Overseas UKTI is present in the following overseas locations

UK Overview

Regional Development Agencies Devolved Administrations UKTI Office

1 London2 Glasgow3 Cambridge4 Bovington5 Larkhill

UKTI International Trade Directors1 London*3 Cambridge*6 Birmingham*7 Bristol†8 Guildford*9 Leeds*10 Newcastle*11 Nottingham*12 Warrington* * Co-located with the Regional Development Agencies † Co-located with Government Offices

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UKTI Corporate Plan 2010-11 Page 2 UKTI Corporate Plan 2010-11

International Market Overview

UKTI Presence UKTI Office

UKTI has a global network of staff in 162 locations, in 96 markets.

These markets cover in excess of 98% of global gross domestic product.

Our global network consists of 1,300 staff, of whom

1,100 are locally engaged, the majority with private sector experience.

UKTICorporatePlan2010-11 Page5

Maps

Chief Executive’s Foreword 06

Our Mission, Our Aim and Our Vision 07

Executive Summary 08

Chapter 1 Introduction 10

Chapter 2 Our Targets 11

Chapter 3 Working with UK Business 15

Chapter 4 Our Services and Products 22

Chapter 5 Delivering for UK Business in 2010 27

Chapter 6 Our People 33

Chapter 7 Organisation and Budgets 35

Contents

UKTICorporatePlan2010-11 Page6 ReturntoContents

Chief Executive’s Foreword

2009wasachallengingyear.UKTrade&Investment(UKTI)deliveredcrucialbusinesssupportandservicesthroughoutthisdifficultperiod,whichhelpedcompaniestogrowgloballyandtoovercomebarrierstointernationaltrade.Despitetheeconomicdownturnandthereductioninglobaltrade,UKTIhasexceededitstargetsforbusinessesassistedintheyeartodate.Weshouldbeproudofthis.Butwewillneedtodoevenbetterintheyeartocome.

AstheUKandglobaleconomiesrecover,UKTIwillcontinuetoplayakeyroleinUKbusinesssuccess.OurworkhelpsUKcompaniesexploitthebenefitsofexporting,ensuringtheyarebestplacedtomakethemostoftheopportunitiesofglobalisationandgrowthinsomemarketsaroundtheworld.Atthesametime,wehaveanimportantroletoplayinattractinghighqualityinvestmenttotheUK.

TosucceedwehavecontinuallytoshowcasetheexcellenceattheheartofUKbusinessandtheexpertisewehavetooffertheworld.WemustrememberthattheUKcontinuestobethepreferredenvironmentfromwhichbusinessescangrow,offeringadiverse,knowledge-basedeconomy,withstrengthsacrossawiderangeofsectorsand,withoneofthemostopeneconomiesintheworld,theidealplaceforhigh-qualityoverseasinvestment.

Likeeveryoneelse,ourresourceswillbeunderpressureinthecomingyear.WewillthereforefocusonthoseareasmostlikelytodeliverbenefitstotheUKeconomy,bysignificantlyextendingouroutreachtoUKexportersandtargetinginnovativeand

high-growthinternationalcompanies.Ourtargetsremaincentraltoallouractions.Thatandourfocusonwhatourcustomerswant.

Weface2010fromapositionofstrength.Wewillcontributetotheefficiencychallengesandplayourpartinprovidinggreatervalueformoney.WhateverthepoliticaldevelopmentsIhaveeveryconfidencethatUKTIwillcontinuetobeseenasoneofthebestorganisationsofitskindintheworldandasanefficient,customerfocusedbody.

Inconclusion,IwouldliketoquotethereportoftheHouseofCommonsBusiness,InnovationandSkillsCommittee“ExportingoutofRecession”.ItdescribedUKTIas“ahighlyadeptorganisationwhoseservicesarevaluedbybusiness.Weareonceagainimpressedbythededicationandprofessionalismofthestaffthatwemet”andaddedthat:“UKTIisahighlysuccessfulgovernmentagencywhichiswellrespectedbybusiness.ThecurrentfinancialsituationhasputUKTIattheheartofgovernmenteconomicpolicy.Ifthecountryistobesuccessfulinexportingitswayoutofrecession,UKTIwillneedtocontinueitsvitalroleofbringingtogetherthebestofboththepublicandprivatesectors–andtherestofGovernmentneedstobecomemoreawareoftheopportunitiesforbusinessintheirownareasofoperation.”

Iagreewholeheartedly,andwiththatendorsementsoundinginourears,wemustnowsettoworkindeliveringforUKbusinessesandhelpingtheUKeconomytorecover.

SIR ANDREW CAHN KCMG Chief Executive of UK Trade & Investment


our MissionTo deliver maximum value for the UK economy and for business in an increasingly globalised and competitive world, and to market the UK as a springboard for global growth.

our AimTo add value to the UK economy by helping business succeed internationally.

our VisionTo be the most successful trade and investment organisation in the world.


Executive Summary

1. TheUKTICorporatePlan2010/11setsoutwhatourtargetsareforthisyear,howweintendtodeliverthemandtheresourceswehaveatourdisposal.AllofwhichwillshowhowweplantodeliverourcontributiontotwoDepartmentalStrategicObjectives:

The Department for Business, Innovation and Skills (BIS): Promote the creation and growth of business and a strong enterprise economy across all regions, The Foreign and Commonwealth Office (FCO): Support the British economy.

2. UKTIhasavitallyimportantroletoplayinhelpingtheUKgrowoutoftherecession.Exportingcanbecrucialtothesurvivalofcompaniesindifficulttimes.Itcanhelpcompaniestoachievegrowthnototherwisepossible,andcanhelpcompaniesutilisecapacityfully,reducingdependencyoncertainmarkets,exposingthemtonewideas,andincreasingthecommerciallifespanoftheirproducts.ThosecompaniesthatcancapitaliseontheseopportunitieswillbebestplacedtogrowandhelpdelivertheUKfromrecession.

3. TomaximisetheseopportunitiesforUKbusiness,UKTImustcontinuewiththeworkwehavehadinplaceforsomeyearsnow,namely:

•ContinuetomarkettheuniquesellingpointsoftheUKandtopromotethebenefitsofexportingandtherolewecanplayinhelpingcompaniestotradeoverseas.

•Continuetoworkinpartnership:withthemanybusinessspecialistswehaveavailable,withoursectoradvisorygroups,marketingstrategyboardsandourBusinessAmbassadors.

•Continuetoensureweareaclient-focusedorganisation,workingwithUKbusinessthroughAccountManagementandotherservicestoensurethatourservicesandresourcesaresuitablyaligned.

4. GoingforwardwemustlookforopportunitieswhereUKTIcanhelpdelivergrowthintheeconomyandthejobsmarket.Weneedtorecognisetheopportunitiesthatwillexistinthefutureglobaleconomy,inparticularthosethatcandeliveralowcarbonfuture.InternationaleffortstomitigatetheeffectsofclimatechangepresentanunprecedentedopportunityfortheUKtotransformitseconomyandcapitaliseonglobaldemandforlowcarbongoodsandservicesarisingoutofinternationalclimatechangepolicy.Throughanenvironmentofbusinessinnovationandcollaboration,theUKiswellplacedtodrivetheglobalshifttoalowcarbonfuture,seizingopportunitiesacrossallsectorsoftheinternationaleconomy.

Going forward we must look for opportunities where UKTI can help deliver growth in the economy and the jobs market.

ReturntoContentsUKTICorporatePlan2010-11 Page9

5. TosucceedinhelpingtheUKeconomywemustdeliverandexceedallourtargets,rememberthatquantitywithoutqualityisnotenough,andcoulddamageourreputation.

6. LatestindependentsurveyresultsshowthatUKTIassisted23,700companiestoexploitopportunitiesinoverseasmarketsoverthelast12months,generatingover£3.6billionofaddedvaluetotheUKeconomy.Some90percentofUKTI’stradecustomersareSMEs,reflectingtheoverallpopulationofexportersintheeconomy.UKTIalsohelpedtomaintaintheUKasaworld-classdestinationforforeigndirectinvestment(FDI)withsignificantinvolvementin600outof1,744newinvestmentprojectstotheUKin2008/09.

7. However,wedidnotdoquitesowellwithourqualityandsatisfactiontargets,whereweachieved76%qualityand75%satisfactionagainsttargetsof80%foreach.Weneedtorememberthat,inordertodeliverrealbenefitstobusinessandmakearealdifferencetotheeconomy,ourserviceshavetobeofahighquality.Thatiswhyweareintroducingthe“Improving our Customer Experience”workshop.Itisimportantforusalltorememberthatourtargetsreflectthesuccessfuldeliveryofourservicestosatisfiedcustomers.

8. Itwillbeimportanttorememberthatdeliveryofourtargetsnextyearwillbesetagainstthecontextofongoingglobaleconomicpressuresanditwillbeachallengeforustoachieveourtargets.Inaddition,wecanexpectallGovernmentdepartmentstobeunderincreasingresourcepressure.Wemustreadyourselvesforthechallengesofthefuturebylookingatcreativewaystodeliverourservicesandnewwaystodeliverourobjectives,whilecontinuingtouseourbudgetasefficientlyaspossible.

9. Finally,itisimportanttorecognisethatitisourpeoplewhodeliverourservicesandwhoachieveourtargets.Todothisappropriatelyweneedtogettherightpeoplewiththerightskillsintotherightpostswhenweneedthem.Wewantthemtoworkprofessionallyandeffectively,developingtheirskillsandcapabilitywithinaninclusiveculturebasedonexcellentleadershipandbestmanagementpractice.WewillcontinuetoworkonputtingtheICEprinciples(Inspire,Communicate,andEmpower)intoaction.Webelieveoureffortstodatehavepaidoff,butwealsorecognisethatwecandomore.

To succeed in helping the UK economy we must deliver and exceed all our targets, remember that quantity without quality is not enough, and could damage our reputation.


ThisplanisprincipallyforallthosewhoworkforUKTItohelpdelivertheorganisation’sobjectives,supportedbyasetofmoredetailedGroupBusinessPlans.

ThisplancoversthefinalyearoftheComprehensiveSpendingReview(CSR)2007period:2010-11.Wewillamendtheplanasnecessaryasprioritieschangeorwhennewobjectivesemerge.

1.1 UKTrade&InvestmentisthegovernmentorganisationthathelpsUK-basedcompaniessucceedintheglobaleconomyandassistsoverseascompaniestobringtheirhigh-qualityinvestmenttotheUK.

1.2 Wehavetwoparentdepartments:theDepartmentforBusiness,InnovationandSkills(BIS),andtheForeignandCommonwealthOffice(FCO).WealsoworkinclosepartnershipwiththeMinistryofDefence(MOD),drawingemployeesandassociatedrunningcostsfrombothparentdepartments,aswellasemployeesonloanfromtheMOD.Wealsohaveourownstreamofprogrammefunding.FurtherdetailisavailableinChapter7.

1.3 TherearecleareconomicbenefitsfortheUKofincreasedinternationaltradeandinvestment3.

However,thesebenefitscannotberealisedinfullbytheprivatesectoralonebecauseoftheexistenceofmarketfailures.ThisiswhereUKTIcanintervene,providingcost-effectivewaysofaddressingthesemarketfailures.

1.4 Inthecurrentchallengingeconomicclimate,itismoreimportantthaneverthatUKTIhelpbusinesstomakethemostofglobalopportunitiesandmanagetherisksofdoingbusinessinternationally.Exportingcanbecrucialtothesurvivalofcompaniesindifficulttimesanditcanhelpthemtoachievegrowthnototherwisepossible.Itcanalsoallowcompaniesto:

•utilisecapacityfully,

•reducedependencyoncertainmarkets,

•exposethemtonewideas,and

•increasethecommerciallifespanofproducts.

1.5 UKTIclientsconsistentlycitetheimportanceofUKTIsupportinhelpingthemovercomebarrierstonewoverseasmarkets.Thisplanwillsetoutthetargetswehavetoachieve,howwegoaboutdeliveringourservices,whatthoseservicesareandtheresourcesweuse.

Chapter 1 Introduction

Top Ten Facts about UKTI

No. 1 – UKTI trade services generate an estimated 16:1 benefit-to-cost ratio. In other words, every £1 UKTI spends generates £16 of benefits for the UK economy.2009/10 data

3 ThiscasewassetoutinDTIEconomicsPaperNo.18,“InternationalTradeandInvestment–theEconomicRationaleforGovernmentSupport”,July2006,availableontheBISwebsite,www.bis.gov.uk


UKTI’S2008/09–2010/11STRATEGICOBJECTIVE:

By2011,delivermeasurableimprovementinthebusinessperformanceofUKTrade&Investment’sinternationaltradecustomers,withanemphasisoninnovativeandR&D-activefirms;increasethecontributionofforeigndirectinvestmenttoknowledge-intensiveeconomicactivityintheUK,includingR&D;anddeliverameasurableimprovementinthereputationoftheUKinleadingoverseasmarketsastheinternationalbusinesspartnerofchoice.

2.1 Theeffectivedeliveryofourservices,andtheachievementofallourtargets,isvitaltooursuccessinhelpingUKbusinessesandtheUKeconomytoriseoutoftherecession.

TARGETS

2.2 Ourtargetsaredetailedbelow4.Unlessotherwisestated,performancetodatefiguresreflectFinancialYearuptoJanuary2010.

2.3 Wemustconsiderourperformanceinthecontextofsignificantreductionsinglobaltradeandinvestment;arecentWorldBankforecastisthatvolumesofworldtradeingoodsandservicesareexpectedtohavedropped6.1percentin20095,andthatglobalGDPisexpectedtohavecontractedby1.7percentin2009.TheUnitedNationsConferenceonTradeandDevelopmentestimatesmajorfallsinglobalinvestmentflowsin2009.Theseare,therefore,verydifficulttimesinwhichUKTIoperatesandwemustrememberthiswhenweconsiderthechallengeofachievingourCSRTargets.

Chapter 2 our Targets

These are, therefore, very difficult times in which UKTI operates and we must remember this when we consider the challenge of achieving our CSR Targets.

4 UKTI’sPerformanceManagementFramework,providingfurtherdetailsofourtargets,canbefoundatwww.uktradeinvest.gov.uk

5 FiguresfromtheBusiness,InnovationandSkillsCommittee(BISCOMM)report,“Exportingoutofrecession”published28January2010.


Title Target Performance to date

Attract high-value foreign direct investment to the UK.

Achieveatleast525involvedinvestmentsuccessesper year,ofwhich:

•Atleast125shouldbehighvalue.

•Atleast285shouldbegoodquality.

•Atleast70percentshouldagreethatUKTIoritsRDAdeliverypartnerhadsignificantfavourableinfluenceonthedecisiontolocateorexpandintheUKoronthescaleorscopeoftheproject.

•Atleast30ormoreofthegoodquality/highvalueprojectsshouldinvolveadditionalR&DactivityintheUK.

600inwardinvestmentsuccessesinFY2008/09.HVsuccessesconfirmedbyPIMSare268forFY2008/09.GQsuccessesconfirmedbyPIMSare139.ThesumofHVandGQsuccessesconfirmedbyPIMSis407(againstcombinedHVandGQtargetsof410).Similarly,72%ofclientsagreedsignificantfavourableinfluence,and49oftheGQ/HVprojectsinvolvedadditionalR&D.

Improve the performance of UK businesses by helping them internationalise.

Helpatleast20,000businessesper yeartoexploitoverseasopportunities,ofwhich:

•Atleast12,000shouldbeinnovative.

•Atleast50percentofallbusinessgroupsshouldimprovetheirperformanceasaresultofUKTIsupport.

23,700businessesassisted.Ofwhich19,800innovative.

53percentbusinessimprovement.

Grow UK R&D activity through business internationalisation.

Help1,000ormorebusinessesincreasetheirUKR&Dactivity,includingatleast70foreigndirectinvestmentR&Dprojects.

2,110increasedR&Dactivity.

Improve UK’s reputation as the international business partner of choice.

AchieveameasurableimprovementinthereputationoftheUK’sbusinessstrengths–inparticular,inadefinedsetofsectorsandinasetofnamedmarkets.

Nochangein2009againstbenchmarkingsurvey.Finalprogressreportduein2010/11.

Boost operational performance & professionalism.

Achieve80percentqualityratingsand80percentsatisfactionratingsacrossbothtradeandinwardinvestmentservices.

76percentquality.

75percentsatisfaction.

Increase operational revenue.

IncreaseUKTI’srevenuefromchargingfortradeservicesto£4millionin2010/11.

£4.4million.


PERFORMANCEREPORTING

2.4 ThekeysourceofdataformeasuringperformanceistheCustomerRelationshipManagement(CRM)system,whichprovidesthefoundationinformationusedwithinourPerformanceandImpactMonitoringSurvey(PIMS).

2.5 CRMprovidesUKTIemployeesworldwidewithasingleviewintocustomerhistory,allowingustosharerelevantcustomerinformationacrosstheorganisationandavoidduplicationofeffort.Inthisway,CRMcanhelpusenhancethequalityandprofessionalismoftheserviceweprovidetocustomers.CRMalsoprovidesthecoreinformationusedwithinPIMSandbecauseofthisitisvitalthatwerecordfullyandaccuratelyallcustomerinteractions,servicedeliveriesandactiveandsuccessfulinwardinvestmentprojects.Tounderlinetheimportanceofthis,allCRMusersarerequiredtomeeta100percentaccuracytargetforenteringcustomerdataontotheCRMsystemwithin48hours.

2.6 PIMSisanindependentsurveyofourperformance,carriedoutonourbehalfbyaleadingmarketresearchorganisation,OMB6.Attheendofeachyear,theindependentOMBorganisationconductsaPIMStelephonesurveyofinwardinvestmentcustomersandreportsagainstthehighvalue,goodqualityandR&Dmeasures,aswellasmeasuringservicequalityandcustomersatisfaction.Separately,OMBconductquarterlyPIMSsurveysofUKTI’stradecustomersandmeasuresperformanceagainstourtargets.

2.7 PIMSresultsareourkeyperformancemeasurementtool.TheoutcomesareprovidedtotheExecutiveBoard,allowingforconsiderationofperformanceagainsttargetsandensuringthatservicesdelivervalueformoney.Wealsopublishassessmentsofperformanceagainstourtargetstwiceannually,inthe“Autumn Performance Report”,coveringtheperiodtoendofSeptember,andthenthefullyearinthe“Departmental Report and Resource Accounts”.

2.8 Weneedtodeliverandexceedallourtargets,intermsofbothquantityandquality.Toreiteratethismessage,wewillshortlyrolloutthe“ImprovingOurCustomerExperience”workshop,whichwasproducedinfollow-uptotheUKTILeadershipConference.

OURTARGETSANDYOU

2.9 OurkeytargetsarereflectedinindividualtargetsfortheEnglishRegions,OverseasPostsandHQ.Employeesnowneedtofocustheirattentiononhittingeachofthosetowhichtheyindividuallycontribute.Thefollowingdiagramisdesignedtohelpthemthinkabouthowtheirpersonalobjectivescontributetothedeliveryofthesetargets,thentoUKTI’sstrategicobjectives,andtherebytherelevantdepartmentalstrategicobjectivesforBISandtheFCO.


No. 2 – Some 90 per cent of all UKTI trade customers are SMEs; two-thirds with fewer than 50 staff.

6 PIMSResearchReports,providingquarterlyassessmentsofourperformance,canbefoundatwww.uktradeinvest.gov.uk/ukti/pims


BIS’s DSO 2 Increaseinnovation,enterpriseandthegrowthof

business,withafocusonnewindustrialopportunitiesandbringingbenefitstoallregions.

FCO’s DSO 2 SupporttheBritisheconomy.

Departmental Strategic Objectives

UKTI’S Targets

1.Attracthigh-valueforeigndirectinvestment

totheUK.

5.ImproveUKTI’soperationalperformance:a:Increaseprofessionalism.

b:Increasecharging.

2.ImprovetheperformanceofUK

businessesbyhelpingthem

internationalise.

3.IncreasethequantityofR&DactivityintheUKthroughbusinessinternationalisation.

4.ImprovetheUK’sreputationastheinternational

businesspartnerofchoice.

OverseasPosts

RegionalOffices

RegionalDevelopmentAgencies&DevolvedAdministrations

InternationalGroup

SectorsGroup BusinessGroup Defence&SecurityOrganisation

MarketingGroup

Strategy&HumanResourcesGroup

Economics&EvaluationTeam

Olympics–The2012LegacyUnit

IT&FinanceGroup

UKTI Corporate Plan

Personal Objectives

DelivermeasurableimprovementinthebusinessperformanceofUKTrade&Investment’sinternationaltradecustomers,withanemphasisoninnovativeandR&D-activefirms;increasethecontributionofforeigndirectinvestmenttoknowledge-intensiveeconomicactivityintheUK,includingR&D;anddeliverameasurableimprovementinthereputationoftheUKinleadingoverseasmarketsasthe

internationalbusinesspartnerofchoice.

UKTI Strategic Objective – 2008/09 – 2010/11


ItiswidelyrecognisedthatsuccessintradeandinvestmentwillbekeytotheUKeconomy’sabilitytogrowoutoftherecession.Accordingly,itwillbemoreimportantthaneverthatwebuilduponthefoundationsofUKTI’ssuccessfuldeliverytobusiness.

3.1 TheimportanceoftradeandinvestmenttotheUK’sabilitytocontinuetogrowoutofrecessionisclear,UKTImustcontinueto:

•sellUKstrengthsabroadandshowcaseUKsectoralexcellence,

•providegreatadviceandsupporttoBritishexporters–includingthroughpartnershipdealswithkeyserviceproviderslikeBritishAirwaysandothers,and

•securevaluableinvestmentprojects.

3.2 Lastyear,theimportanceofourrolewasrecognisedwhenwereceiveda£10millionincreaseinfundingspecificallytosupporteventspromotingUKsectorexpertiseintheUKandabroad.Thefundsareforatwo-yearperiod:£5millionin2009/10and£5millionin2010/11.In2009/10,thisfundinghelpedsupport:

•TechnologyWorld2009–wewereabletofundamuchlargereventthisyearwithover540UKcompaniesmeeting200overseasdelegatesfrommorethan50countries.Initialreportsestimatethatover£10millionworthofbusinesswasachievedattheeventwithfurthersuccessexpectedinthecomingmonths

andexcellentcustomerfeedback:“I have never exhibited at a better targeted or better organised show, with such consistently high quality delegates”.

•AdvancedEngineeringBrazil–theattendanceoftheBrawnGPandWilliamsF1TeamshelpedshowcaseUKcapabilityinadvancedengineeringandattractedhighlevelsofmediacoverage.Thirty-eightUKcompaniesand106Braziliandelegatestookpartininteractivepaneldiscussions,companyexhibitionsandpre-arrangedbusinessmeetings.UKdelegateshaveforecastthatwithinthreeyears,some£5millionofbusinesswillbegeneratedasaresultoftheirparticipationinthisevent.

•UKattendanceattheConsumerElectronicsShowinLasVegas–tencompaniesweresuccessfulinaUKTIcompetitionandwereofferedspaceatthelargestconsumerelectronicseventintheworld.FantasticmediacoverageincludedTheSunreferringtoUKTI’sdrivetohelpcompaniesinternationalise.

•Medica2009–UKTIhadasubstantiallyincreasedpresenceattheworld’slargesthealthcareshowprovidingpartneringfacilitiesandlowcostexhibitionspacefortheUKdelegationofover300companies.Initialreportsestimateover£14millionofbusinesswasdoneattheeventandcustomerfeedbacksupportedUKTI’senhancedpresence.

Chapter 3 Working with UK Business

“I have never exhibited at a better targeted or better organised show, with such consistently high quality delegates.”


•ArabHealth2010–UKTItookadifferentapproachatthisshow,whichisthesecondlargesthealthcareshowinternationallyandofincreasingimportanceforUKcompanies.UKTIexhibitedatahighprofilestandinthemainconcourseprovidingpartneringfacilities,internationalbuyersandcommercialofficersforthe192UKcompaniestomeet.Initialreportsindicateover£16millionofbusinessdoneattheevent,andaverysubstantialincreaseinmediacoverageoftheUKpresenceintheMiddleEast.UKcompaniesattendingtheshowprovidedexcellentfeedback:“UKTI were instrumental in the success we’ve had at the show, we used all their services and identified a distributor with whom we are likely to work”.

•UKTIEastMidlandsandtheBritishEmbassy,Bucharest,havebeenbuildingonthepartnershipagreementrecentlysignedbythecivicleadersofNottinghamandtheircounterpartsintheRomaniancityofTimisoara.ThetwocitiesareofacomparablesizeandTimisoarafacessimilarregenerationissuesasNottinghamfacedinthe1970sand1980s.TheseeffortswillallowNottinghambusinesses,specificallySMEs,tohelptheRomaniancitywithitshugeregenerationprogramme(andmaximisetheuseofsubstantialEUfunding).

FollowingarecentsuccessfultrademissiontoNottingham,ledbyboththeBritishAmbassadorandtheMayorofTimisoara,plansareunderwayforfurthertrademissions,inbothdirections,whichwillgenerateopportunitiesforBritishbusinessinareassuchasenvironment,water,urbanregenerationandrail.Strongco-operationthroughoutbykeystakeholderssuchasNottinghamCouncil,ChamberandUniversity,hasenabledustomakearealimpactinatargetedandstrategicway.AkeyoutcomeofthisinitiativeistodevelopaplanforaprogrammeofexchangebetweenNottinghamandTimisoarathatwilloperateasastand-alonesupportprocessonceUKTIfundinghasceased.

3.3 OthersuccessfulsectoraleventsincludedtheCorporateTrainingFairinVienna,whichsawtheEducation&SkillsteamandPostsincentralEuropebringing100delegatestotheCorporateTrainingNetworkFair.WithSectorsGroupselectingUKcompanieswithrelevantexpertise,Postsbestmatchingoverseasdelegatesagainstthisexpertise,andUKregionspromotingtheeventtolocalcontactsandarrangingOMIS,itwasagreatexampleofUKTIdeliveringasoneorganisation.

3.4 AllofoursuccessreflectswellonUKTI’sexistingstrategy,anditisthereforerightthatwecontinueto:

•Focusonourtradeandinvestmenttargets.

•WorktoboostthereputationoftheUKasaspringboardforglobalgrowth.

•Strivetoimprovequalityandsatisfaction.

•Continuetopromotethebusinesspotentialofhigh-growthmarkets.

3.5 WeknowthatUKTIcandelivergrowthintheeconomyandjobs,andhastheevidencetobackthisup.But,ifwearetocontinuedoingthiswemustconstantlyaspiretoimprovethesupportweprovide.


MARKETINGTHEUK

3.6 UKTIwillthereforecontinuetomarkettheUKasaspringboardtoglobalgrowth,builtonthreeuniquesellingpoints(USPs):

•Businessenvironment:appropriateregulation,strongintellectualpropertyprotection,flexibleworkforce.

•Excellenceincreativityandinnovation:world-classtalent,creativityhub,andresearchanddevelopment.

•Gatewaytointernationalconnections:takingcompaniesbeyondtheUKopportunityanddeliveringamultipliereffect.

3.7WewillcontinuetodevelopanddeliverinternationalmarketingstrategiesforeachofUKTI’sprioritysectors.Ledbyahigh-levelbusiness

board,eachstrategywillbuildastronghigh-levelpartnershipbetweenthepublicandprivatesector,enablingusto:identifyUKstrengths,developandrolloutstrongmarketingmessagesfoundedonevidence,andfocusactivityonwhere,together,wecanmakethemostdifferenceandaddthegreatestvalueintermsofreputationandnewbusiness.TheFinancialServicesMarketingStrategywasthefirsttobelaunchedinDecember2006andon1January2010becamethefirsttobesuccessfullyhandedovertoapartnerorganisation,TheCityUK.Sinceitslaunch,ithas:developedstrategiesforChina,India,theUSA,theGulf,RussiaandIslamicFinance;producedclearmessagesabouttheUK’sstrengths;enhancedUKTI’sfinancialservicescapabilityinkeymarkets;andstrengthenedregionaldeliverynetworksintheUKandoverseas.

UK MARKETING STRATEGY SECTORS AND THEIR CHAIRMAN

Financial Services RobertGray,HSBCHoldingsplc

Creative Industries SirJohnSorrell,TheSorrellFoundation

ICT LarryHirstCBE,IBMEMEA

Life Sciences ChrisBrinsmead,AstraZenecaplc

Advanced EngineeringActingChairman-MarkRidgway,GroupRhodes

Energy SamirBrikho,AMECplc


No. 3 – British companies attribute an additional £3.6 billion of profit as a direct result of working with UKTI.2009/10 data


3.8 UK Low Carbon International Marketing Strategy.LaunchedinMarch2009topositiontheUKasaglobalhubforlowcarbonsolutions,whereUKbusinessesaredesigning,producing,marketinganddeployingthegoodsandservicesthatwillshapealowcarbonworld.TheUKLowCarbonInternationalMarketingStrategy,championedbyProfessorJuliaKingastheUKLowCarbonAmbassador,makesclear,lowcarboniseverybody’sbusiness,anditisthereforeaninternationalopportunityforourcustomersacrosstheUKTInetwork.AlowcarbonmarquelaunchedinMarch2010willpromotetheUK’slowcarboncapability,andduring2010countrystrategieswillbedevelopedforprioritymarkets.

3.9 UK Security Sector Marketing Strategy. Newfor2010willbetheUKTI-funded,butindustry-led,marketingstrategyfortheUKSecuritySector,launchedinMarch2010.UKTIwillbeencouragingitsusebycompaniesacrossthesector.Thestrategyaimstohelpthesecurityindustrytomarketitselfinternationallywithasetofcompellingmessagesforusewithpotentialoverseascustomers.

WORKINGINPARTNERSHIP

3.10 UKTIwillcontinuetoworkinpartnershipwithotherGovernmentdepartmentsandUKbusinesstoensurethatourcustomersreceiveservicestailoredtotheirindividualrequirements,irrespectiveofwheretheyarebased.Weworkwithavarietyofpartners,includingthenineEnglishregionaldevelopment

agencies(RDAs),thetradepromotionandinwardinvestmentorganisationsinthedevolvedadministrations(DAs),tradeassociations,andprivatesectororganisationsactiveinthefieldofbusinessdevelopment.

3.11 OurScienceandInnovationTeamisthefulcruminUKTIforpartnershipswithintheUK’sinnovationnetwork.ItpromotestoUKTIcolleaguesknowledgeofandcollaborationwiththeUKScienceandInnovationcommunity-e.g.TheTechnologyStrategyBoard,KnowledgeTransferNetworks,ResearchCouncils,Universitiesandinnovationmultipliers.TheScienceandInnovationTeamalsopromoteUKTI’sroleandcapabilitiestotheUKScienceandInnovationcommunity.

3.12 Inaddition,theUKTIDefence&SecurityOrganisation(UKTIDSO)willcontinuetohelpUKdefenceandsecuritycompaniestosucceedinternationally,workingcloselywiththeMODandarmedforcesdrawingonwiderGovernmentsupportwherenecessary.UKTIDSOwillworkwithindustryandoverseasgovernmentstoensurethatUKequipment,productsandservicesarepromotedinthebestpossiblewayandthatoverseascustomers’requirementsaremetandsupportedbyindustrythroughoutthelifeoftheequipment.UKTIDSOarealsoworkingondeliveringtheexportabilityprogramme,workingwiththeMOD,industryandotherpartners,tomakethecaseforimprovingupfrontconsiderationof“exportability”intheMODacquisitionprocess.Ifsuccessful,thiswillimprovethechancesofdownstreamsuccessdeliveringfinancialandindustrialbenefitstotheUK.

UKTI will continue to work in partnership with other Government departments and UK business to ensure that our customers receive services tailored to their individual requirements, irrespective of where they are based.


3.13 UKTIalsoworksverycloselywithbusinessrepresentativesacrossanumberofforums.Forexample,SectorAdvisoryGroups(SAG)playavitalroleinthebusinessplanningprocess,advisingsectorteamsonthemarketsandactivitiesthatwillmakethebiggestdifferencetobusiness.AleadingindustrialistorbusinessspecialistleadseachSAGandmembersaredrawnfrommajorcompanies,SMEswithastronginternationalfocus,andinwardinvestors.TheSAGsoperateatthegranularityatwhichtheycanaddmostvalue.Thiscaninvolveadvisingteamsatasectororsub-sectorlevel.

3.14 Finally,aspartofourworktoleveragebusinesspartnerships,wearedevelopinganetwork,CatalystUK.Thiswillbringtogetherbusinesspeople,academicsandotherswhohaveastrongaffinityforBritainandwhoarewillingtospeakpositivelyandregularlyaboutthestrengthstheUKhastoofferthroughthesupplychainorasalocationforinwardinvestmentandtoprovideinsightsandguidancetootherbusinesses.

3.15 OurpartnershipswithUKbusinessarevitaltothewaywedoourbusiness.BeitthroughourMarketingStrategiesBoardorourSectorAdvisoryGroups,ourBusinessAmbassadorsorourSectorSpecialists,wetakeeveryopportunitytoutilisetheknowledgeandbusinessexperienceofthosewhounderstandbusinessfromtheinsideandwhocanhelpensurewecontinuetodeliverforbusiness.

CLIENT-FOCUSEDORGANISATION

3.16 UKTIcontinuestobeaclient-focusedorganisation,respondingtotheneedsandconcernsofourcustomerstherebyensuringoureffortsandresourcesareappliedwheretheycanaddmostvalue:inknowledge-driven,high-valuesectors,whichbringthegreatestreturntotheUKeconomy,andinmarketswithhigh-growthpotential.Inparticularwewillbefocusingin2010onthosecompanieswiththemostopportunitytodrivegrowthintheeconomy.Thesearethehighgrowthandinnovativefirmswhoneedtradeinoverseasmarketstodrivetheirgrowth.

3.17Asaclient-focusedorganisationitisimportantthatwemaximiseeveryopportunitytoensuretheinformationbusinessesrequireisavailabletothemwhentheyneedit.Onewaywewillbedoingthisisbymakingbetteruseofweb-basedsolutions.E-deliverywillmakeiteasierforclientstoself-serve,accessinginformationandsigningupforevents.

3.18Wecontinuetorecognisetheimportanceofclientaccountmanagementforourkeyclientsandwehaveanumberofschemesthatallowustodevelopandnurturerelationshipswithindividualcompanies,ensuringtheycanbenefitfromUKTIsupport.Theseschemesaddressthefollowingaudiences:

•TopFTSE100companies.

•Defence&SecurityKeyAccounts–thisisbeingexpandedin2010


No. 4 – Between 1999 and 2009 investment from foreign companies created or safeguarded over 800,000 jobs in the UK. on average, over 30 companies per week invest in the UK.


toincludemoredefenceandsecuritycompanies.

•Defence&SecuritySmallBusinessCharter–thisisbeingrefreshedandre-launchedfor2010.

•Overseas-ownedR&D-intensivecompanieswithaviewtoattractingfurtherR&DactivitytotheUK.

•ExperiencedexportersonourGatewaytoGlobalGrowthprogramme.

•TheUK’smostimportantforeigninvestors.

•Innovativeexistingandpotentialinwardinvestorswiththegreatestpotentialforgrowth.

•Companiesthatwecanhelptosecurebusinessfromglobalfiscalstimuluspackagesandthroughglobalvaluechainopportunities.

•NewandinexperiencedexporterswhocanbenefitfromourPassporttoExportprogramme.

•InnovativeandR&D-intensiveSMEsseekingtogrowthroughenteringnewmarkets.

•Overseas-basedentrepreneurswithinnovativetechnology.

•AnintensiveRelationshipManagementprogrammeforatleast200existinginwardinvestorsintheUKwiththebestopportunityforfuturegrowth,usingvirtualteammanagementprinciplesandintegratedwiththeNationalEconomicCouncil’s

superRelationshipManagementprogramme,R&Dprogramme,BISandregionalinterests.

THEBUSINESSAMBASSADORNETWORK

3.19 Thisgroupofbusinessandacademicleadersremainattheforefrontofthegovernment’seffortstopromoteUKbusinessexcellenceinternationallyandmaketheUKthebusinesspartnerofchoiceforoverseascustomersandinwardinvestors.Afterasuccessfulfirstyear,undertakingover70eventsinmorethan20countries,theBusinessAmbassadorswillbefullyengagedthroughout2010withaprogrammeofeventsdesignedtoenhance,buildandprotectthereputationofUKbusiness.InDecember2009andFebruary2010afurthersevenBusinessAmbassadorswereaddedtothenetwork,whichhasincreasedthevolumeofeventsthattheBusinessAmbassadorscanundertakeandwidenedourcoverageinthecreative,lifesciences,lowcarbon,energyandICTsectors.Therearenow25BusinessAmbassadorsandduringthecomingyeartheywillbeundertakingavarietyofinternationalanddomestictradeactivities,primarilybuiltaroundtheirownbusinesstravel,butalsoincludingdedicatedmajortradeeventsonbehalfofUKTI.AllofthisworkwillbeundertakeninconjunctionwithournetworkofoverseasPostsandourUKTIsectorandmarketingexperts.

As a client-focused organisation it is important that we maximise every opportunity to ensure the information businesses require is available to them when they need it.


UKTIBUSINESSAMBASSADORS2010

Marcus Agius Chairman, Barclays Bank

Sir Victor Blank Former Chairman, Lloyds Banking Group

Sir John Bond Chairman, Vodafone

Sir Roger Bone President, Boeing UK

Samir Brikho Chief Executive, AMEC

Chris Brinsmead Chairman, AstraZeneca Pharma UK, President ABPI

Lord John Browne President, Royal Academy of Engineering and Managing Director, Riverstone Holdings

Sir Terence Conran Chairman, Conran Holdings

Lord Ara Darzi Professor of Surgery, Imperial College London

Gerry Grimstone Chairman, Standard Life & Candover Investments

Dr Chris Gibson-Smith Chairman, London Stock Exchange and British Land

Professor Malcolm Grant, CBE President and Provost, University College London

Sir Philip Hampton Chairman, RBS Group

Dr John Hood Former Vice-Chancellor, University of Oxford

Larry Hirst, CBE Chairman IBM, Europe, Middle East & Africa

Digby, Lord Jones Chairman, International Business Advisory of Birmingham Board, HSBC; Chairman Triumph Motorcycles

Lady Barbara Thomas Judge Chairman, UKAEA

Professor Julia King, CBE Vice-Chancellor, Aston University

Dr Anna Mann Senior Partner, MWM Consulting

Dick Olver Chairman, BAE Systems

Professor Alison Richard Vice-Chancellor, University of Cambridge

Lord Richard Rogers Chairman, Rogers Stirk Harbour & Partners

Paul Skinner Chair of Infrastructure UK and formerly Group Managing Director of Royal Dutch Shell and Chairman of Rio Tinto

Sir Kevin Smith, CBE CEO, GKN

Sir John Sorrell, CBE Chairman London Design Festival, Co-Chair, The Sorrell Foundation

UKTI Business Ambassadors remain at the forefront of the government’s efforts to promote UK business excellence internationally and make the UK the business partner of choice for overseas customers and inward investors.


Although UKTI helps companies of all sizes, economic research suggests that, for both UK firms and inward investors, the focus should be on innovative and high-growth firms. This group is particularly important to the UK economy’s ability to grow out of the recession.

4.1 Weknowfromourresearchandevaluationthatoursupportisbestfocusedon:

•strengtheningthesocialnetworksthatunderpininternationaltradeandinvestmentflows,sohelpingindividualbusinessestogainaccesstokeycontactnetworksbyactingasatrustedintermediary,

•buildingandstrengtheningthecapabilityofinnovativeandhigh-growthbusinessestomaximisetheirchancesofsucceedingininternationalmarkets,

•providingaccesstoinformationandadvicethattheprivatesectoralonewouldnotorcouldnotprovide,bothtoinwardinvestorsandtoUKbusinessesseekingtoexploitopportunitiesoverseas,and

•facilitatingco-operationamongbusinesses,enablingthemtoworktogethertoovercomebarriersanddevelopinternationaltradeandinvestmentopportunitiesinareassuchasinternationalco-operationonR&D,orshowcasingUKcapabilitiesinhigh-growthmarketsoverseas.

4.2 TheUKTI Enquiry ServicebasedinGlasgowprovidesavaluablepointofcontactforcustomersenquiringaboutUKTIservices.Theyhandledmorethan35,000enquiriesin2008/09,directingprospectivecustomerstotheappropriateUKTIgroup,accordingtotheirneeds.

HOWDOWEDOIT?

4.3 Insuchchallengingtimes,itismoreimportantthaneverthatUKTIprovidebusinesseswiththetoolstheyneedtomakethemostofopportunitiesforinternationaltradeandoverseasexpansion.What’smore,itisessentialthattheUKmaintainsitsreputationasanattractiveenvironmentinwhichtoinvestandgrowabusinessandUKTIcontinuestoexplorenewwaysofmarketingtheUK’suniquesellingpointstopotentialforeigninvestors.AftertheymakethedecisiontoinvestintheUK,UKTIalsoprovidestheseinvestorswiththesupportandexpertisetheyneedtodeveloptheirUK-basedbusinessfurther.

Chapter 4 our Services and products

“UKTI… helped us to better understand target markets, to showcase our products and develop sales literature, as well as providing timely financial support.”Dave Donoghue Export Sales Manager, Vectair Systems

“I’m especially keen to work with UKTI to explore opportunities in Europe, using the overseas Market Introduction Service (oMIS) to gain a footing and establish valuable contacts.” Sharon Wright Talpa Products


4.4 Inordertoprovidethiscomprehensivesupport,weorganiseourproductandserviceportfoliounderthreeheadings:

•DevelopingInternationalTradePotential.

•AccessingInternationalMarkets.

•Attractingforeigndirectinvestment.

DEVELOPINGINTERNATIONALTRADEPOTENTIAL

4.5 Weknowthatbusinessesoftenfindittoughtogetstartedininternationaltrade.OursolutionsforDevelopingInternationalTradePotentialassistnewandexperiencedexporterswithtraining,planningandsupporttohelpthempreparetosucceedoverseas.

4.6 Passport to Export. InternationalTradeAdvisers(ITAs)reviewacompany’sreadinessforinternationalbusinessandbuildinternationaltradecapacity.Matchfundingofupto£1,500isavailableforactivitiesintheagreedactionplan.

4.7 Export Communications Review. In-depthadviceonlanguageandculturalissuestohelpbusinessesdevelopaneffectivecommunicationsstrategy.DeliveredbyTheBritishChambersofCommerce(BCC).

4.8 Export Marketing Research Scheme. Freeadviceandfinancialhelptobusinessesforin-houseresearchprojectsorpurchasingpublishedmarketresearch.

4.9 Gateway to Global Growth. Packageincorporatespublicandprivatesectorexpertiseandskillsdevelopmenttohelpexperiencedexportersdiversifyintonewoverseasmarkets.Offerstailoredstrategicsupport.

4.10 International Trade Adviser. ITAsprovideadviceandguidancetohelpcompaniesaccessUKTIservicestoenablethemtodeveloptheirexportpotential.ITAswillalsohelpcompaniestotakefulladvantageofoverseasbusinessopportunities.

ACCESSINGINTERNATIONALMARKETS

4.11 Oncetheinitialworkiscomplete,UKTIassistsnewandexperiencedexporterswithinformation,helpandadviceonenteringoverseasmarkets.Tobeasuccessfulexportertheyneedtotraveltotheirtargetmarketsandbuildrobustcommercialrelationshipswiththeirclientsandpartners.Thisisnotalwayseasy,butUKTIcanhelpthemwithpracticalassistancebeforedepartureandongoinghelpwhiletheyaretherethroughBritishembassies,highcommissionsandconsulates.


No. 5 – 2,110 UK businesses increased their R&D activity because of UKTI support. Q3 2009/10 data


No. 6 – 23,700 businesses improved their business performance as a direct result of UKTI’s assistance. Q3 2009/10 Data


4.12 Overseas Market Introduction Service (OMIS).OMISisanonlineworkflowsystemallowingUKbusinessestocommissionchargeablebespokeresearch,andobtainadvice,contactsandotherformsofassistancefromtradeofficersinoverseasPosts.

4.13 Tradeshow Access Programme (TAP). TAPprovidesgrantsupportforeligiblecompanies,newandless-experiencedexporters,toexhibitoverseasandadditionalfundingforAccreditedTradeOrganisationstoshowcasetheUKatkeyevents.In2009/10TAPsupportedmorethan4,000SMEsataround420tradefairs,thebiggestUKgroupsbeingthoseatParisFashionWeekandtheNuremburgToyFair.

4.14 Fiscal Stimulus Initiative (FSI). AssistancetoUKbasedcompaniestocapitaliseonopportunitiesarisingfrommajoroverseasspendingprogrammes.

4.15 Opportunities to participate in sector-based trade missions and seminars.ActivitydesignedtoshowcaseUKexpertiseandhelpcompaniesgainaccesstokeycontactsandnetworks,eitherforindividualfirmsorgroups,includingthroughoverseasseminars,”meetthebuyer”eventsandtrademissions.

4.16 Access to major buyers, governments and supply chains in overseas markets. InwardMissionstotheUKcoverarangeofsector-focusedactivitiesthatbringoverseasbuyersfromoneormoremarketstoanevent,orseriesofevents,towhichUKcompaniesarealsoinvited.WealsoarrangeUKsectoreventsgivingcompaniesaccesstosectornetworks,informationonmarkets,opportunitiesandUKTIservices.

4.17 Market Visit Support (MVS). MVSprovidesguidanceandfinancialsupportthatassistsSMEstovisitoverseasmarkets,accessingkeycontactsandnetworks.ItisaimedatSMEswhoarenewexporters,orarenewtothehigh-growthmarketsoutlinedintheUKTIstrategy.

4.18 Alerts to the latest and best business opportunities. OuremployeesoverseasinBritishembassies,highcommissionsandconsulates,arealwayslookingforbusinessopportunitiesforUKcompanies.Over400opportunitiespermontharemadeavailabletoUKbusinesscustomersregisteredonourwebsite.

“We were very grateful for the financial support we received to exhibit in Geneva and the workshop was very useful. I met the head of purchasing at CERN at this event and we had a detailed discussion about their requirements and our products.” Stuart Morgan Managing Director, Genvolt


ATTRACTINGHIGHVALUEFDI

4.19 UKTIisthenationalinvestmentpromotionagencythatleadsonattractinghighvalueinvestmenttotheUK.WetargetnewandexistinginvestorswiththegreatestpotentialtodeliverhighvalueinvestmentprojectsintotheUKe.g.projectsthatinvolveadditionalR&Dactivity.Weareclient-focusedandprovidevaluetoinvestingbusinessesatallstagesoftheirgrowthcycle.Weoffersectoraladviceutilisingtheprofessionalsupportofprivatesectorspecialistsandrelationshipmanageourhighestvaluestrategicallyimportantcompanies.Wehaveannualtargetsfordeliveringbothquality,125highvalueprojects,andquantity,525investmentprojects.WedeliveroursupportinpartnershipwithEngland’snineRDAs,andthedevelopmentagenciesoftheDevolvedAdministrationsinScotland,Wales,andNorthernIreland.Theworld’smoststrategicallyimportantoutwardinvestorscontinuetoinvestintheUK,demonstratingthattheUKretainsitsworldleadingreputationforbeingthelong-termdestinationofchoiceforinwardinvestmentinEurope.

4.20 Investment Policy. UKTIprovidescompanieswitha”voiceingovernment”asoneofitskeyobjectivesoutlinedinitsfive-yearstrategy.TheInvestmentPolicySection(IPS)–inBusinessGroup–leadsoncrosscuttingissuesaffectinginwardinvestors–andBritishcompaniestradingoverseas.Itisresourcedtocovertax,skills,planning,transportandmigration–utilisingtheprofessionalsupportofthreespecialists.Ithasannualtargetsforpoliciesinfluenced.ItsupportstheinvestordevelopmentworkoftheDirectorateforInvestmentandprovidesleadershipinmanagingtheUK’sinvestordevelopmentnetwork,workingwiththeRDAsanddevolvedadministrations.IPSrepresentsUKTIontheNationalInvestorDevelopmentForum–developingsharedpolicyandpromulgatingbestpractice.IPSisresponsiblefordeliveringtheinvestordevelopmentcommitmentinDTI’s2008Manufacturingstrategy.Itprovidestheco-secretariatforthenewBIS/UKTIJointAdvisoryGroup–thesuccessorto“BusinessRelationsInvestment&Trade”(BRIT).IPSalsoproactivelymanagestheUKAdvisoryNetwork.

“When we interacted with people from UK Trade & Investment we were able to talk in the same terms because they understand our language. I look forward to continuing to work with them in the future.” Jordi Rias, General Manager Microsoft Search Technology Centre (Europe).


4.21Investor Development. UKTIisleadingworkacrossGovernmenttostrengthenrelationshipswithkeyinternationalinvestors.LeadofficialshavebeenappointedtoleadrelationshipswiththeUK’smostimportantforeigninvestors,andsponsorshipdepartmentshavebeenchallengedtobuildamorestrategicdialoguewithothercompanieswithasignificantpotentialtoinvestintheUK.OurgoalistoensurethatwegivepotentialinvestorsacoherentandeffectiveinvestmentsupportservicewhichfacilitatestheirinvestmentintheUKbyjoiningupthedialoguetheywillhavewithdifferentgovernmentdepartmentsandagenciesastheirinvestmentplansdevelop.

4.22 Global Entrepreneurs Programme (GEP). TheGEPTeamconsistsofhighlysuccessfulentrepreneurs,knownas“dealmakers”,whoareabletoleveragetheirexpertise,networksandreputationtoencourageglobalentrepreneurstousetheUKasabaseforglobalgrowth.

4.23 R&D Programme, incorporating the R&D Partnerships. TheR&DProgrammeaimstopromotethebenefitsofundertakingresearchanddevelopment(R&D)intheUKtoatargetedgroupofoverseas-ownedcompanies.WedothisbyestablishingtheirR&Dambitions,identifyingtheUKcompaniesandresearchorganisationsthatcanbestenablethemtomeettheseambitionsandfacilitatingengagements.Afeaturethatwebelieveisuniqueistheworkdonethroughthe PartnershipsaspecttohelpoverseasorganisationstofindacademicorcommercialpartnersintheUK.Itoffersguidancetohelpclientsforminternationalbusinessrelationships,supportingthedevelopmentofR&DcollaborationsintheUKoverall.TheProgrammealsomonitorsandfeedsbackonissuesaffectinginvestmentinUKR&D.


No. 7 – Approximately 67 per cent of UKTI’s clients report significant benefits to productivity and competitiveness because of UKTI’s support.


No. 8 – In 2008/09 UKTI, through its significant involvement in 600 new investment projects, helped to create over 10,000 new jobs and safeguard over 18,000.


MARKETINGTHEUK

5.1 TomitigatetheimpactoftherecessionontheUK’sglobalreputation,UKTIhasfocusedonanumberofstrategicactivitiestoenhanceoureconomicstandingoverseas.Thisworkwillcontinuein2010,includingourparticipationintheFCO-ledcross-WhitehallinitiativetopromotetheUKeconomyinternationally.Targetingkeybusinessdecision-makersintheUKandoverseas,wewilllooktoreplicateourpartnershipswithinternationallyrespectedresearchbodies(suchastheEconomistIntelligenceUnit)andmajorstakeholders(suchastheInstituteofDirectorsandtheCBI)toundertakebespokeresearchintospecificthemesthatwillhelpustailoroursupportinameaningfulway.WewillalsocontinuetoshowcasesuccessfulcasestudiesofexportersthatenhancethereputationofUKPLC.

5.2 InordertoprovideimprovedaccesstoinformationforUKbusiness;makingouradviceandknowledgemorereadilyavailable,wearedevelopinganewUKTIPublicWebPresence.Amongotherthings,thiswillbringallourwebsitestogetherinonearea,makingiteasyforcustomersandotherstakeholderstofindrelevantinformationandgetintouchwithUKTI.

5.3 Wewillalsobemakinguseofawidevarietyofonlinechannelstobuildrelationshipswithourcustomersandextendourreach,makinguseofexistingandemergingsocialmediachannelstocommunicatewithstakeholdersandbusinessclients,andexploringpartnershipswiththird-partydigitalserviceproviders.

5.4 Buildingontheexcellentreceptionreceivedthroughout2009,UKTIwillbelookingtocontinuetousethefilmexhibition“Love&Money-50YearsofCreativeBritain”topromotetheUK’sremarkablebreadthofcreativity.ProducedbytheCreativeIndustriesteamusingthenewmoneymadeavailabletopromoteourkeysectors,thefilmhasbeenusedover50timesin20differentmarkets,andwewillbelookingtobuildonthisfurtherin2010andto2012.

5.5Inthecomingyear,UKTIwillconductaone-offpieceofmediaanalysistoassessthemosteffectivechannelstoutilisetocommunicatewithexportingcustomers.Thiswillensureourservicesarebettertargetedandourreachextended,enablingmorebusinessestobenefitfromtheUKTIsupportonoffer.

Chapter 5 Delivering for UK Business in 2010


No. 9 – UKTI provides trade development services in 96 markets, 162 locations, covering just in excess of 98 per cent of global Gross Domestic product (GDp). 2009/10 Data


UKTIAROUNDTHEWORLD

5.6UKTIhasapresencein96marketsacrosstheglobeandwewillworkhardineachofthosemarketstoensuretheverybestopportunitiesareavailabletohelpUKgrowthandtodeliverforbusiness.Someofthespecificworkwewillbefocussingonin2010is:

•TheUKTIteamswillcontinuetocapitaliseonthe2012OlympicGamestoensurethatwegainmaximumadvantagefortheUK’sFDIproposition.Additionally,tosupportthoseUKcompaniesthatwinGamescontractstoexpandglobally.

•IntheUS,wewillcontinuetobuildtheprofileoftheUK’scapabilityininfrastructuredevelopmentandPublicPrivatePartnerships(PPPs),whereweseemanifestopportunityforUKcompanies.

•ThroughourworkwiththeUKIndiaBusinessCouncilandwiththeChinaBritainBusiness

Council,wewilldevelopUKTI’sfootprintintosecondtiercities.

•TheAsiaTaskForcewillworktoraiseawarenessamongUKbusinessesofthebenefitsofdoingbusinesswithAsianhighgrowthmarkets.Aspartofthis,overthenextyearwewillhostaseriesofeventsaroundtheUKonbehalfoftheAsiaTaskForce.ThesewillbringtogetherUKbusinessleadersandourexpertsfromAsiatohelpmoreUKbusinessessucceedinthesemarkets.

•Wewillcontinuetofocusontheotherbilateralintergovernmentalfora,forexample,theJointEconomicandTradeCommitteesforBrazilandTurkeyandtheInterGovernmentalSteeringCommitteeforRussia,asmeansofimprovingrelationshipsandimprovingtradeaccess,etc.

•Finally,wewillbelookingtoensurethatwehaveourresourcesintherightplacesoverseasparticularlyinthelightofchangingopportunities.

UKTI has a presence in 96 markets across the globe and we will work hard in each of those markets to ensure the very best opportunities are available to help UK growth.


5.7BuildingonthesuccessoftheGlobalInvestmentconferenceinFebruary,UKTIwilldeliveractivitytoboosttheUK’seconomicreputationwithintheinternationalbusinesscommunity.WeplantoruntheGo-UKinitiative:focusingonexistingandpotentialhighvalueinwardinvestorsandoverseasbuyers,andspecificallygearedtogeneratebusinessleads,thisinitiativeissettogoliveinsixpilotmarkets(France,Germany,India,China,USAandUAE)fromJune2010.

5.8 Inaddition,wewillprovidesupporttonumerouseventsaimedatpromotingUKexpertiseandinnovation,inresponsetothedemandsofparticularmarkets.Someexamplesare:

•UKTIwillholditsthird“BritishintheRegion”eventinAbuDhabiinNovember2010–givingUKcompaniesbasedintheUAEawindowonopportunitiesacrossthewholeoftheMiddleEastthroughaprogrammeofmeetingsandseminarsinvolvingUKTIHeadsofTrade&Investmentfrom

theregion.Over200companiesparticipatedinthelastevent,heldinDubaiinNovember2008.

•TheUKcontinuestoworktoachievepeaceandstabilityinIraq.UKTIplaysitspartintheseeffortsbyseekingtostrengthentradeandinvestmenttiesbetweenthetwonations.WorkingwiththeMiddleEastAssociation,Iraq’sNationalInvestmentCommissionandtheKurdistanRegionalGovernment,weareorganisingmajorbusinessconferencesintheUKonIraqinJuneandOctober2010.Thefirst“InvestIraq”conference,heldintheUKinApril2009,attractedanaudienceofover600.

•GreaterpoliticalandeconomicstabilityinanumberofAfricanmarketsalongwithoildiscoveriesandsignificantinfrastructuredevelopments,meanthatmanyBritishfirmsarefindingnewbusinessopportunitiesinAfrica.AmajoreventtohighlighttheopportunitiesavailableisplannedinLondonforMay2010.

Building on the success of the Global Investment conference in February, UKTI will deliver activity to boost the UK’s economic reputation within the international business community


UKTIINTHEENGLISHREGIONS

5.9 Theregionalnetwork,workingastheinternationaltradearmoftheRDAs,andwithitsmanyexternalpartners(Universities,ChambersofCommerce,majorbanks,InstituteofDirectors,ConfederationofBritishIndustry,EEF;themanufacturers’organisation,theInstituteofExport,andothers)andthroughitscloselinkageswithUKTIHQGroups,willinteractwithover20,000businessesthisyear,anddeliversignificantsupportto8,000ofthose.Itwillprovidein-depthrelationshipmanagementto3,000companiesandplayakeyroleinensuringUKTIdeliversits£4millionrevenuetarget.Belowaresomeexamplesoftheregionalnetwork’sactivity:

•TheSouthWestwilluse“forensicmarketing”touncoverthemostinnovativeandgrowthorientedbusinessestoensurethesenewclientssuperchargetheirinternationaltrade,supportedbyprogrammessuchastheGatewayprogrammeandthrougheventssuchastheannualExploreExporteventinJune2010.

•TheSouthEastwilldoublethenumberofhigh-growthcompanieshelpedtointernationalise,workingwiththeSouthEastEnglandDevelopmentAgency’snewInnovationandGrowthteamsandtheirnewSectorsteamstoidentifygrowthcompaniestotargetintheregion.

UKTI, through the 2012 olympic legacy Unit [olU], is involved in a number of programmes to maximise the impact of the london 2012 games on UK business and the UK economy.

The 2012 olympics legacy UKTI,throughthe2012OlympicLegacyUnit[OLU],isinvolvedinanumberofprogrammestomaximisetheimpactoftheLondon2012gamesonUKbusinessandtheUKeconomy.WeplayamajorroleinCompeteFor–theprocurementmechanismforthe2012Olympics,whereGames-relatedcontractsareadvertisedandinterestedUKandoverseascompaniescanprofilethemselves.OverseascompaniesthatregisteronCompeteFor,willbeapproachedtodiscusstheirinterestininvestingintheUKorformingapartnershipwithaBritishfirm.DetailsofthesecompaniesareforwardedtotherelevantPost,whocontactthemtodiscussfutureopportunities.Withbillionsofpoundsworthofcontractsavailableatmajorinternationalsportingeventsoverthenextfewyears,UKTIisdeterminedthatUKcompaniesareabletotakeadvantageoftheseopportunities.Oneofthemainwaysthatwearedoingthisisthroughthehost2hostprogramme;anagreementenablingtheUKtotalktoitsoverseascounterpartsonagovernment-to-governmentbasisaboutthekindsofevent-relatedcontractsonofferandtointroduceUKcompaniestorelevantcontacts.TheOLU,alongwithSectorsGroup,isalsoworkingonaprogrammeofbusinessactivityforthe2010WorldCup,aswellaspromotingEngland’sbidtohostthe2018WorldCup.Inaddition,throughaseriesofinwardvisits,wewillshowcasehowUKexpertisehasdeliveredtheLondon2012OlympicPark.


•TheEastwillembedthesmoothtransitionofdeliverypartnersandbuildonthepotentialofthenewintegratedservicedeliverystructuretodriveupinternationalbusinessperformancefortheregion.Yorkshire&theHumberwillintroducerigoroussegmentationofclientstodriveupqualityofdeliveryandmaximisereturnoninvestment.

•TheEastMidlandswillleveragetheconnectionbetweenLoughboroughandtheJapaneseOlympicteam,throughaseriesofactivitiesfocusingonthebusinessopportunitiesofferedbytheJapanesemarket.

MAJOREVENTS

5.10 UKTIwilldeliverapackageofmajortradeandinvestmenteventsintheUKandatcarefullytargetedglobalfairsoverseas,co-ordinatedandmarketedtochangeperceptionsoftheUK’scapacityinkeyUKsectors.Someexamplesofthemajoreventswewillbeengagedinandsupportingareasfollows:

Shanghai Expo. WeareprovidingextensivesupporttotheShanghaiExpo(ApriltoOctober2010),amajoropportunityforUKcompaniestoshowcasetheirexpertise,makebusinessconnectionsinthislucrativeyetchallengingmarketandestablishbusinessleadsandpartnerships.One

examplewherewearetakingadvantageofthisopportunitytopromoteUKcapabilityisintherunningofthemajorUKAdvancedEngineering2010:ChinashowcaseinShanghaiinmid-June.Separately,TheNorthWestwillexploittheopportunityoftheLiverpoolPavilionattheShanghaiExpotohighlightbusinessopportunitiesinChinathroughaprogrammeofmissionsandsupportpackagesforindividualcompanyvisits.

Farnborough International Airshow. Farnboroughtakesplacefromthe19-25July2010andisrecognisedasoneoftheworld’sleadingairshowsandisorganisedbyFarnboroughInternationalLtd(FIL),asubsidiarycompanyoftheUK’saerospaceanddefencetradeassociation,A|D|S.WorkingcloselywithFILandcolleaguesintheAdvancedEngineeringsector,UKTIDSOaimstopromoteUKdefenceindustrycapabilitiestopotentialoverseasgovernmentcustomers.Bydevelopingandmanagingcomprehensiveprogrammesofstandcallsandbilateralmeetings,UKTIDSOmaximisestheexposureofhigh-levelvisitorstothosedefencecapabilitiesandsignalsHMG’ssustainedsupportfordefenceandsecurityexports.Alongsidethis,theAdvancedEngineeringteamwillbedeliveringarangeofactivitiesforUKcompaniesfromtheirmajorpresenceintheheartoftheUKareaoftheshow.

UKTI will deliver a package of major trade and investment events in the UK and at carefully targeted global fairs overseas, co-ordinated and marketed to change perceptions of the UK’s capacity in key UK sectors.


Home Office Scientific Development Branch Security Exhibition (HOSDB). AsitdidinMarch2010,UKTIDSOplanstoworkwiththeHomeOfficeandtheA|D|StradeassociationtodelivertheannualSecurityExhibitioninMarch2011.Usingmoneyfromtheincreasedfundingwereceivedin2009,UKTIDSOaimsonceagaintobringalargenumberofoverseasgovernmentsecurityofficialstotheexhibition,whichwillshowcasethebestofBritishsecurityequipment.

5.11Therewill,ofcourse,bemanyothereventswherewewillbelookingtohelpbusinessmaximisetheirpotential,including:UK Technology–alargescalemeetthebuyereventthatwillbuildonthesuccessofTechnologyWorld09,EmergingTechnologyandNanoforum;

Ecobuild–amajorUKconferenceandexhibitionfocusingonlowcarbonconstruction;Sustainability Live–thekeyenvironmentandwaterindustryevent,takingplaceattheNEC;South-by-South West–supportingnetworkingandmarketingforaUKbusinessdelegationofover500totheUS;BETT–theleadingeducationalICTevent;All Energy–themajorUKtradeshowintherenewablessector;The World Islamic Banking ConferenceinBahrain,andMedica,theworld’slargestexhibitionforthemedicaltechnologyindustry.

5.12 TheseeventswillallowUKTItobuildonthefoundationsoftheUKMarketingStrategieshelpingmoreUKbusinessesachieveinternationalsuccessesorpersuademoreinvestorstochoosetheUKasaninvestmentdestination.

Advanced Manufacturing AdvancedManufacturingisattheheartofBritain’sknowledgeeconomy.Investmentsinplasticelectronics,thenuclearsupplychain,aerospaceandsilicondesignareanimportantstepinhelpingensurethattheUKisequippedtocompeteandwinintheglobaleconomy.UKTIisplayinganimportantpartinrealisingthisvisionthroughitssupporttobusinessinhelpingshowcasethestrengthsofUKmanufacturingandengineeringaroundtheworld.FurtherdemonstrationofthecommitmenttoadvancedmanufacturingcamewiththelaunchofanationalcompositesstrategyinNovember2009.Compositematerialsareincreasinglyusedtoprovidelightweight,low-carbonengineeringsolutionsformanyvitalsectorsoftheUKeconomy.UKTI,workingcloselywiththeDepartmentforBusiness,InnovationandSkills,isleadingareviewoftheUKcompositessupplychainandcapability.ThiscomprehensivereportwillhelpgivetheUKacompetitiveadvantageasnoothercountryhassuchanunderstandingofitsnationalcompositescapability.

These events will allow UKTI to build on the foundations of the UK Marketing Strategies helping more UK businesses achieve international successes.


Ourpeople–withtheircommitmenttothecustomerandtheirprofessionalism–arekeytomeetingthechallengessetoutinthisPlan.Wewanttoensurethattheycontinuetoprovideexcellentservicetotheircustomers,worktogethereffectivelyacrosstheglobalnetwork,andhavethesupport,contextandlearningprogrammestheyneedtodothistoahighstandard.

THEPEOPLEWHOWORKINUKTI

6.1 Ourpeoplecomefromawiderrangeofbackgroundsthanisusualinthepublicsector.

Inthe overseas network,whichcoverssome96markets,mostarefromtheFCO,withahighproportionbeinglocalemployees.LocalemployeesprovideUKbusinesspeoplewithexpertknowledgeoftheircountry,itslanguages,itsbusinesscultureandcontacts.

Inthe UK,ourpeopleinLondonandGlasgowaremainlydrawnfromBIS;inthenineEnglishregions,thepeopleinUKTI’sregionalteamsaredrawnfromBISandtheGovernmentOfficenetwork.Theyengagewithprivatesectordeliverypartnersthatemploysome300people,mainlyITAs,todeliverUKTIservicestocompanies.OurITAshavealotofinternationaltradeexpertiseandhelpUKcompaniesandbusinesspeopleintheirregionstointernationaliseandexport.

TheUKTIDSOisanintegralpartofUKTI.ThemajorityofthecivilservantsintheorganisationtransferredfromtheMinistryofDefencealongsideacohortofservingmilitaryemployeesaswellasanumberofMODcivilservantsonloantoBIS.

Inaddition,wealsomakesignificantuseofbusinessspecialistswhoseexpertknowledgeisutilisedacrossUKTI.TheseincludeResearch&Developmentspecialists,Sectorchampions,FiscalStimulusspecialists,Secondeesfromindustry,andmanymore.AllofwhombringtheirknowledgeandexperienceofbusinesstoUKTI.

6.2 Toachieveeverythingsetoutinthisplanweneedtoco-ordinateallthepeopleresourcesacrosstheorganisation,makinguseoftheprofessionalexpertise,goodpractice,ideasandenthusiasmthatexistineverypartofUKTI.TheaimofUKTI’speoplepoliciesandpracticesistoensurethatthepeoplepolicies,practicesandguidanceofbothparentdepartmentsworksmoothlywithinUKTI,supportingthepeopleworkingforustodeliverbusinessobjectivesandtargets.Theyalsoneedtosupportorganisationalchangewhereveritmayberequired.

Chapter 6 our people


No. 10 – 94 per cent of employees responding to surveys across the network felt that UKTI’s work is valuable and makes a real contribution to the UK economy.2009 UKTI Pulse Survey


ExCELLENTLEADERSHIPANDMANAGEMENT

6.3 Wehavetwoprogrammestohelpusdothis–The“ICE”principlesofleadership(Inspire;CommunicateandEmpower)andthe“ManagementExcellence”programme,whichfocusesondevelopinghighperformingteams.Bothprogrammesaimtospreadandsharebestleadershipandmanagementpracticeacrossthenetwork.

6.4 InvestorsinPeople(IIP)isakeybusinesstoolforUKTIingauginghowwellitisdoinginthemanagementanddevelopmentofitsemployees.UKTIcurrentlyholdsInvestorsinPeopleBronzestatusandisaimingforGoldby2012.Wewillpressforwardwiththosethingswearedoingwellandworkevenharderinthoseareaswherefurtherimprovementisrequired.OurIIPprogrammewillcontinuethroughout2010/11,andbeyond,throughamixofrollingreviewandgroupmini-assessmentsacrossthenetwork.

6.5 Learning and Development iskeywithintheorganisation,ensuringthatteamsandindividualsgainanddeveloptheskillsandknowledgetheyneedtoensurehighqualitydelivery.

Theorganisation’scorporatelearningprogrammeincludesinductiontrainingforpeoplenewtoUKTI,aswellas:

•businesssystemstraining,

•investordevelopment–in-depthengagementwithkeyinvestors,

•clientrelationshipmanagement,

•communicatingwithconfidencemasterclasses,and

•OpenUniversitymodulesonmarketingx&Y.

6.6Inearly2010wearemappingtheskillsrequiredbypeopleintheglobalnetworktohelpusdeveloplearningprogrammesthatmeetchangingneeds.

DIVERSITY

6.7 WebelievethateveryoneworkinginandwithUKTIshouldbetreatedwithopenness,honestyandrespect.Wewillnottolerateunfairtreatmentordiscrimination.Weaimtobeanorganisationthatpeopleareproudtobepartofandtowhichtheycancontributefully.WewanttoensurethatdiversityisfullyembeddedintoallaspectsofUKTI’srelationships,workandsystemsandthatwehaveaworkforcethatreflectsthediversecommunityweserve.

6.8 UKTIdrawsdirectlyuponthediversitystrategiesofparentdepartmentsBISandtheFCO,andweareabletodrawontheexpertiseofboththeirequalityanddiversityunitswheneverweneedto.Wealsohaveourownstatementcoveringdiversityprinciples.

SUSTAINABLEDEVELOPMENT

6.9 UKTI’sofficesandemployeestakepartinthesustainabilityinitiativesofourparentdepartments,suchasimprovingenergyefficiency,facilitatingrecycling,andusingdouble-sidedprinters.Wealsomakeuseofinitiativesspecificallyaimedatagloballydiverseorganisation–suchasreducingtravelcostsandCO2emissionsbygreateruseoftele-andvideo-conferencing,andbyencouraginghomeandflexibleworking.


ThefollowingpagesprovidesomedetailoftheresourceswehaveandhowweusethemtodeliverforUKbusiness.

UKTIFUNDING

7.1 TherearethreemainelementsofUKTIfundingbrokendownasfollows:UKTI Programme, BIS Admin(includinganon-devolvedelementforoverheadcosts)andFCO Resource(splitbetween“devolved”–covering,amongotherthings,thecostofUK-basedemployees,trainingandIT,and“non-devolved”–coveringthecostoflocallyengagedemployees,overheads,etc).

7.2 TherewillcontinuetobesignificantpressuresontheFCOringfencedbudgets,andwewillneedtomanagethesepressurescorporatelyinordertodeliverourTreasuryefficiencytargets.ButalldepartmentswillfaceincreasedresourcepressuresoverthecomingyearsandweinUKTIwillneedtostep-upandrespondaccordingly.Wecandothisbycontinuingtodeliverourservicesandachieveourtargetswhilethinkinginnovativelyandusingourresourcesefficiently.Themessageisweallneedtodomorewithless.

Chapter 7 organisation and Budgets

Efficiencies Case StudyWiththepressuresonpublicspendinglikelytobecomegreater,itisimportantthatweallworktodeliverefficienciesateveryopportunity.Oneexampleofthebenefitsthatsucheffortscandeliveristherecentsavingachievedthroughextensivecommercialdiscussions/negotiationswithUKTI’sITprovidersandchangestoITcontracts.Thesesavingsareinexcessof£3millionperannum,equatingtoareductionofsome40percentinannualrunningcosts.

Budget by Funding Stream (£m)UKTIProgramme

BISAdmin

BISNon-devolved

FCODevolved

FCONon-devolved 0 20 40 60 80 100 120 140 160


UKTI’SPEOPLE

7.3 Wehavesome2,325peopleworkingforUKTIofwhichbroadly1,300areoverseaslocatedin96markets.625areinUKHQposts(approximately544inLondon,47inGlasgow,30inLarkhill/Bovington,andfourinCambridge),whilesome400arebasedinthenineEnglishregions.Ofthe625employeesinHQposts,some90percentareinfront

linedeliveryposts,theremainderareincorporatesupportfunctions.Ourpeoplearedrawnfromavarietyofsources,includingGovernmentDepartments,theprivatesector,theGovernmentOfficenetwork,andmanyarelocallyemployedoverseas.Thisisareflectionoftheincrediblediversityandlocationofourwork.Abreakdownofourstaffingbylocationisasfollows:

UKTI’s people by locationOverseas

London

UKRegions

Glasgow

Larkhill&Bovington

Cambridge 0 200 400 600 800 1,000 1,200 1.400

our people are drawn from a variety of sources, including Government Departments, the private sector, the Government office network, and many are locally employed overseas. This is a reflection of the incredible diversity and location of our work.


What we deliver…2008/09

600 inward investment decisions10,000 new jobs created by investment 18,000 jobs safeguarded by investment

2009/1023,700 business assists

£3.6bn value to UK economy

Where the money is spent…

2010/11Trade £238mInvestment £75m

Where the money comes from…

2010/11UKTI £98mBIS £49mFCo £166m


Group Responsibilities and Resources

Business Group (BG)Resources

2010/11 (£m)

UKTIProgramme 34.5Capital 0.0RDA Grant 16.0BISAdmin 7.4FCOResource 1.0Total Budget 58.9

StaffLondon 115Regional 400

TargetsFDITargets 525ofwhichHighValue 125ofwhichGoodQuality 285ofwhichRDAPriority 115IncreasedR&DActivity 1,000BusinessesAssisted 8,000OperationalRevenue(£m) 4.0

Brian Shaw Managing Director Business GroupBG’sprimaryroleistodevelopandnurturerelationshipswithindividualcompaniestoensuretheycanbenefitfromUKTIsupport.WedothisbytailoringUKTI’sexpertservicestotheneedsofindividualbusinessestomaximisetheirinternationalsuccess.OurnineinternationaltradeteamsintheEnglishregionsarethefirstpointofcontactformanyofourclients,whileourinwardinvestmentteamsoverseasandourHQInvestmentProjectsteamhelpoverseascompaniestobringtheirhigh-qualityinvestmenttotheUK.

Sectors Group (SG)Resources

2010/11 (£m)

UKTIProgramme 23.7Capital 0.0BISAdmin 6.7FCOResource 2.5Total Budget 32.9

StaffLondon 86Glasgow 47Cambridge 4

TargetsIncreasedR&DActivity 1,000BusinessesAssisted 11,000

Michael Ward Acting Managing Director Sectors GroupSectorsGroupmarketsUKexcellenceinkeysectorsandhelpsUKcompaniesinternationalisebyopeningupnewmarketsaroundtheworld.Wefocusonthesectorswherewecanaddmostvalueandonthemarketswherethepotentialforgrowthishighest–workinginpartnershipwithUKTI’sglobalandregionalnetworkstoensurethatcustomershaveaccesstotherightpeopleandtherightinformation.


UKTI Defence & Security Organisation (UKTI DSO)Resources

2010/11 (£m)


StaffLondon 126Larkhill/Bovington 32

TargetsBusinessesAssisted 1,000OperationalRevenue(£m) 1.1

International Group (IG) Resources

2010/11 (£m)


StaffLondon 93Overseas 1,300

TargetsBusinessesAssisted 22,000

Richard Paniguian Managing Director UKTI Defence & Security OrganisationUKTIDSOhelpstheUKdefenceandsecuritysectorssucceedinternationally.WiththecontinuedsupportoftheMOD,UKTIDSOdeliverstheessentialgovernment-to-governmentdimensiontocompany-ledmarketingcampaignsinpursuitofmaintainingtheUK’sstrongpositionintheglobaldefenceexportmarket.

Susan Haird Deputy Chief Executive UKTI, Head of International Group, Strategy and Human Resources Group, Economics and Evaluation Team, Olympics Legacy UnitIGmanagesUKTI’sextensiveoverseasnetwork.Itco-ordinatesactiononthedevelopmentandimplementationofnewstrategiesandstructuresinPostsoverseastotakeaccountofchangesandnewprioritiesinthebusinessenvironment.IGdeliversitstargetsinpartnershipwiththeoverseasnetwork.Italsoleadsonhigh-levelinterventions,includingmarketaccesscampaigns.


Olympics Legacy Unit Resources

2010/11 (£m)


StaffLondon 3Overseas 1

UKTIisplayingakeyroleindeliveringthebusinessandeconomicbenefitsoftheGovernment’sOlympicLegacyobjectives:“tomaximisethewidereconomicbenefitsoftheGamesacrosstheUK,includingthosefortourismandbusinesspromotion”and“topromotepositiveimagesoftheUKtointernationalaudiences”.WearedevelopingaseriesofprogrammestomaximisetheimpactoftheLondon2012GamesonBritishbusinessandtheUKeconomy,andtodemonstratetopotentialinwardinvestorsthattheUKistheplacewithwhichandinwhichtodobusiness.

Economics and Evaluation Team (EET)Resources

2010/11 (£m)


StaffLondon 4

EETcontributestothetop-leveltargetsbyprovidingrobustmeasurementofperformanceagainstthem;bydrawingoutinsightstohelpmanagersanddeliveryteamsunderstandthedriversunderpinningtheresults;andbyprovidingtheeconomicevidenceandanalysiswhichisneededbytheExecutiveTeamandBoard,Groupsandemployeestoinformstrategicplanning,resourceallocation,andguideperformanceimprovement.

Strategy and Human Resources Group (SHRG)Resources

2010/11 (£m)


StaffLondon 32

SHRGprovidesstrategicdirection,performancemanagementandreputationmanagementforUKTI,workingcloselywiththeExecutiveTeamandExecutiveBoardandinpartnershipwithotherGroups.Itdeliverstheorganisation’sHumanResources,InternalCommunicationsandBoardSecretariatfunctions,anditleadsthedeliveryofchangeacrossUKTI.

Image courtesy of the olympic Delivery Authority


IT and Finance Group (ITFG) Resources

2010/11 (£m)

UKTIProgramme 1.6Capital 2.7Unallocated 1.1BISAdmin 5.6FCOResourceIT 0.4Devolvedbudget(Pay) 11.4Total Budget 24.8

StaffLondon 48

Curtis Juman Director of Finance & ITTheITteamprovideourICTandinformationmanagementinfrastructure.Thisincludessignificantbusinessoutput-relatedsystems:CRM,OMISandhostingfortheUKTIwebsite.TheCentralFinanceTeamcontributestothetop-leveltargetsbysecuringandallocatingtheresourcesUKTIneedstoachievethesuccessfuldeliveryofourobjectives.

Marketing Group (MG)Resources

2010/11 (£m)


StaffLondon 36

TargetsOperationalRevenue(£m) 0.1

Caoimhe Buckley Managing Director Marketing GroupMarketingGroupprovideshighlycost-effectivemarketingservicestosupportthedeliveryofUKTrade&Investment’sfive-yearStrategy.WeaddvaluetotheworkofteamsacrossUKTIthroughourexpertiseinstrategydevelopment,marketandclientanalysis,propositionbuilding,anddeliveryandevaluationofcommunicationsacrossthemarketingmix.

A range of UK Government support is available from a portfolio of initiatives called Solutions for Business (SfB). The “solutions” are available to qualifying businesses, and cover everything from investment and grants through to specialist advice, collaborations and partnerships.

UK Trade & Investment is the government organisation that helps UK-based companies succeed in the global economy, and is responsible for the delivery of the two SfB products, “Developing Your International Trade potential” and “Accessing International Markets”.

We also help overseas companies bring their high-quality investment to the UK’s dynamic economy – acknowledged as Europe’s best place from which to succeed in global business.

UK Trade & Investment offers expertise and contacts through its extensive network of specialists in the UK, and in British embassies and other diplomatic offices around the world. We provide companies with the tools they require to be competitive on the world stage.

For further information please visit www.ukti.gov.uk or telephone +44 (0)20 7215 8000.

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Whereas every effort has been made to ensure that the information given in this document is accurate, neither UK Trade & Investment nor its parent Departments (the Department for Business, Innovation and Skills, and the Foreign and Commonwealth office) accept liability for any errors, omissions or misleading statements, and no warranty is given or responsibility accepted as to the standing of any individual, firm, company or other organisation mentioned.

The paper in this document is made from 50 per cent recycled fibre and is sourced from sustainable and well-managed forests. The inks are vegetable oil based and contain resins from plants/trees.

URN 10/852 March 2010

uk trade & investment corporate plan 2010-11 · in providing greater value for money. whatever...

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