Business and Trade Committee: Industrial Strategy: Government Response
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Contents — Fourth Special Report — Appendix 1: Letter from Minister
of State for Industry, Department for Energy Security & Net
Zero and Department for Business and Trade, 8 August 2025 —
Appendix 2: Government Response Fourth Special Report The Business
and Trade Committee published its Seventh Report of Session
2024–26, Industrial Strategy(HC 727) on 6 June 2025. A letter and
the Government's response were...Request free trial
Contents
Fourth Special Report The Business and Trade Committee published its Seventh Report of Session 2024–26, Industrial Strategy(HC 727) on 6 June 2025. A letter and the Government's response were received on 8 August 2025 and are appended below. Appendix 1: Letter from Minister of State for Industry, Department for Energy Security & Net Zero and Department for Business and Trade, 8 August 2025 I would like to thank the Business and Trade Committee for its inquiry into the Industrial Strategy and for its ongoing engagement and support. Since the Committee completed its report, the Government has published the Industrial Strategy, with seven Sector Plans. These documents set out a long-term plan to increase business investment, grow the industries of the future in the UK, put more money in people's pockets, and deliver economic growth that pays for our NHS, schools and military. I have attached a formal response to the recommendations set out in the Committee's report. I agree wholeheartedly that delivery is key to success and welcome the ten tests set out in the report as metrics to assess progress. As we set out, the launch of the Industrial Strategy is just the beginning of a 10-year plan and I look forward to continuing engagement with you and the Committee as we move forwards. SARAH JONES MP Minister of State for Industry Department for Energy Security & Net Zero and Department for Business and Trade Appendix 2: Government ResponseTen BTC tests for judging the new Industrial StrategyTest 1: Is there a clear vision for the Industrial Strategy? The Government published the modern Industrial Strategy in June 2025. The Strategy defined the Government's 10-year plan to realise the UK's potential and to back its strengths. It sets out the Government's ambition to create a connected, high-skilled, economically growing country, where opportunity, skills and wealth abound are spread fairly and where every person and every business has the chance to flourish. The overarching vision for the Strategy is to focus on the critical need to increase business investment, capturing a greater share of internationally mobile capital, spurring domestic businesses to scale up, and supporting small and medium-sized businesses reliant on supply-chains. This is about positive choices: backing eight sectors with the highest potential, and the frontier industries at their leading edge to support the next generation of industry leaders. This will be delivered by focusing on eight growth-driving sectors and the frontier industries within them. For each sector, the Government has set out a clear, measurable ambition:
Test 2: Are there clear metrics to help judge progress closing the growth-gap? 1. BTC recommendation: The industrial strategy must clarify how the Government plans to balance any tensions between maximising the headline rate of growth, supporting new sectors and existing jobs in industry, and achieving its net zero, economic security and regional growth objectives. 2. BTC recommendation: We recognise that ‘what gets measured gets managed'. The forthcoming industrial strategy and sector plans must set out how their economic contribution to the Growth Mission and the Government's strategic objectives will be measured. To track the progress of the industrial strategy, we recommend the Government sets a robust framework, with clear targets for the remainder of this Parliament and for the 10-year span of the industrial strategy, along with clear metrics. The framework should allow the Parliament and the Industrial Strategy Advisory Council to assess how the industrial strategy is contributing to the Growth Mission as well as the strategy's contribution to inclusive growth, net zero and the UK's economic security and resilience. Key targets must be set for each of these objectives and enshrined in public spending agreements between the Treasury and individual departments to ensure that public spending across government is supporting the Industrial Strategy. The Industrial Strategy Advisory Council should conduct an annual progress review against these targets, and this review should be reported to Parliament. This framework should be reflected in plans for each of the growth-driving sectors, while also allowing for sector-specific metrics and targets. 1.1. Strategies make choices. The Industrial Strategy Green Paper, published in October 2024, identified the Industrial Strategy eight growth driving sectors using a multi-indicator assessment of current and emerging UK sector strengths. The main indicators assessed were output growth, productivity growth and international position. IS-8 were chosen based on this analysis as the sectors that should increase overall investment. These sectors will create the right kind of growth; sustainable, inclusive and secure. The aim in selecting these sectors for the Strategy is to create a more dynamic and competitive landscape, where challenger firms can emerge and create high-quality jobs, and incumbents have to invest to compete. 1.2. Since the Invest 2035 publication, the department has undertaken a full assessment of frontier industries' strengths within the Industrial Strategy eight growth driving sectors, as well as considered supporting foundational sectors. This included an assessment of how these industries align with the government's objectives of sustainable, inclusive, and resilient growth. 1.3. The department also assessed the fronter industries where government intervention could have the greatest impact. This identified over 30 ‘frontier industries' within the Industrial Strategy eight growth driving sectors as well as eight supporting foundational sectors and inputs which were critical to these frontier industries' success. 1.4. The trade-off between growth and other objectives was handled by selecting frontier industries that were good for both growth and other objectives. Frontier industries needed to have good growth opportunities to be included but also needed to score well on one or more of the strategic objectives of net zero, regional growth, and economic security & resilience. 2.1. The Government agrees that there must be clear measures in place to assess progress on delivering the Industrial Strategy. The Strategy set out a robust approach to Monitoring and Evaluation (M&E), which is an essential component of any successful policy programme. M&E will be overseen by the Industrial Strategy Advisory Council, this will also ensure that the Government can adapt the Industrial Strategy in response to policies that are not having their desired effect and/or economic developments. 2.2. The Council will report annually on its work, as well as produce bespoke reports on specific topics of interest. 2.3. In the Industrial Strategy, the Government has also set out six economic indicator metrics These are: business investment, gross value added, productivity growth, trade exports, labour market outcomes and the number of large ‘home-grown' firms. The Government and Council will also use operational data on the delivery and impact of policies, to monitor progress in delivering individual Industrial Strategy policies. 2.4. Sector Plans also include targets, as set out above, which vary to account for the different objectives and characteristics of their sector and existing government ambitions. These will be tracked by the lead department for each plan as part of their M&E programme which will subsequently feed into the overall M&E programme. Test 3: Are there grand challenges or clear goals to galvanise a whole-of-government effort to deliver the industrial strategy with the private sector? 3. BTC recommendation: We recommend that the Industrial Strategy Advisory Council works quickly to specify some selective grand challenges designed to galvanise whole-of-government efforts to boost the priority sectors set out in the Industrial Strategy. The challenges should be designed in a way to help transform public-private collaboration across a larger part of the economy and stimulate greater potential for growth. 3.1. Our modern Industrial Strategy will help us seize the most significant opportunities and create the most favourable conditions in key UK sectors for the companies of the future to emerge here – the ones that have a transformative role to play in the clean energy transition, the tech revolution, the fundamental impact of AI on every sector, and the new geopolitics. 3.2. The Industrial Strategy Advisory Council underpins the government's commitment to embed longevity in the strategy by providing a permanent institution to provide advice, monitor delivery, evaluate impact and build the evidence base to support future policy development. As set out in the Industrial Strategy, the Council will be part of the new Labour Market Evidence Group to provide analysis and share evidence to support the development of workforce strategies and help government ensure that UK businesses in the IS-8 have access to the skilled workers they need. In addition, the Council will support work led by the Chair of Skills England to explore how employers, individuals and local and central government work together to address the UK's skills needs to support jobs of the future in the growth-driving sectors. 3.3. The Government will seek the Council's advice on a range of key areas of industrial strategy delivery through further commissions in due course, ensuring that delivery of the strategy benefits from expert, evidence-led advice. Test 4: Are there clear targets for using our trade deals and export teams to deliver a growing share of export markets for priority sectors? 4. BTC recommendation: We recommend that the Government develops its forthcoming trade strategy with the industrial strategy and makes sure that it enables the 8 growth-driving sectors to grow exports, including in the food and drink sector. We also recommend that the Government publishes a 10-year plan for working to take down non-tariff barriers and ‘behind the border' barriers to UK exporters in the growth driving sectors. 5. BTC recommendation: We recommend that Department for Business and Trade teams based abroad are given a clear framework, which they report to Parliament, for how they can support export opportunities for each of the growth driving sectors, in the most important UK markets accounting for 80% of UK export growth. This framework should specify (a) DBT's estimate of potential export growth opportunity for priority sectors over the decade to come, (b) DBT staff resource on the ground (c) objectives for trade barrier removal and (d) trade promotion budget and activities. 4.1. The Trade Strategy and the Industrial Strategy were developed together, and they will work together hand-in-glove to give UK businesses the support they need to invest and grow. 4.2. The Trade Strategy sets out an ambitious plan for reshaping the way that the UK trades and marks a reset in our approach to international trade. Building on traditional Free Trade Agreements (FTAs), this strategy is designed to stimulate economic growth, through delivery of targeted business benefits, in a rapidly changing global landscape. 4.3. Together, these strategies set out how we will provide businesses with more and better direct support to grow exports, ranging from information and guidance to commercial diplomacy tailored export finance to international marketing campaigns. This includes bringing forward legislation to increase the maximum size of UK Export Finance's financial portfolio, and supporting UK regulators to remove barriers to businesses trading abroad, creating a dedicated new “Ricardo Fund” for this purpose. 5.1. The Industrial Strategy sets out that we will refocus the overseas network on Industrial Strategy growth driving sectors, including by:
Test 5: Is public procurement being used effectively to deliver the strategy's goals? 6. BTC recommendation: We recommend that alongside the industrial strategy, the Government publishes a clear estimate of the number of jobs in the eight growth driving sectors that are supported by public procurement as well as the contribution of procurement spend to the economic growth of the sectors. We recommend that the Government Chief Commercial Officer sits on the Industrial Strategy Council and provides to Parliament a clear ten-year plan, reported annually, on the way in which public procurement will help deliver on the ambitions of the industrial strategy. This should include clear performance data. This plan and these annual reports should be signed off by the Secretary of State for Business and Trade. 7. BTC recommendation: To support SMEs to innovate and to continue to grow, we recommend that multi-year framework contracts are available for SMEs in the sectors in which the state is the biggest customer, such as defence and life sciences. We also recommend that the Government set a target for how much of public procurement spend is direct spend to SMEs. 8. BTC recommendation: To ensure that there is sufficient long-term demand signaling, we recommend that Government Departments increase the proportion of public contract opportunities in their pipeline that are five to ten years out. We also recommend that the Government update its public procurement strategy to include a comply-or-explain process for declaring why products are not procured from the UK. 6.1. The Government agrees that public procurement is a powerful lever for driving economic growth in the UK. The Industrial Strategy set out how the Government will implement current reforms and also go further to ensure that public purchasing power is used strategically to support the Government's priorities. Further detail on the Government's approach to procurement will be set out following the consultation which was launched in June 2025, which proposed options to improve domestic competitiveness, strengthening the UK's economic resilience and supporting British businesses. 6.2. The Council brings together experts and thought leaders from across business, academia and trade unions. Members have been appointed based on their expertise and wide-ranging experience. 6.3. The Council in its role will have oversight for robust and comprehensive monitoring and evaluation (M&E) of the Industrial Strategy. The Council will work closely with government departments and public bodies (such as regulators) that are responsible for developing the M&E programmes for individual Sector Plans and policies. 7.1. For SMEs, the Procurement Act (2023), which came into force in February 2025, and National Procurement Policy Statement include a suite of measures including requiring all central government departments and their arms length bodies to set 3-year targets for direct spend with SMEs from 1 April 2025 (with targets for voluntary, community, and social enterprises (VCSEs) to follow in 2026). 7.2. The Government is also currently consulting on options to go further to: require large contracting authorities with spend over £100m p.a. to publish their own 3-year target for direct spend with SMEs and VCSEs with annual reporting; require contracting authorities to exclude suppliers from bidding on major contracts if they cannot demonstrate prompt payment of invoices to their supply chains, and; clarifying in primary legislation where it may be appropriate to award contracts for certain services to vulnerable citizens without full competitive procedure. 7.3. The MOD has committed in the Industrial Strategy to increasing annual defence spending with SMEs by £2.5 billion by May 2028, which equates to a 50% increase in the value of work delivered by SMEs compared to FY 23 /24 and will take total MOD spending with SMEs to £7.5 billion covering both direct and indirect spend. 8.1. The Government also recognises that long-term signalling is critical, and the provision of clear, long-term signals to suppliers, for example by targeting at least 10% of the MOD's equipment procurement budget for novel technologies will seek to accelerate innovation and create investment opportunities. The introduction of the Procurement Act (2023) seeks to create a simpler, more commercial and transparent regime that will reinforce commitment to long-term signalling. 8.2. The current consultation on options to go further to strategically support our Industrial Strategy priorities includes growing British industry, jobs and skills. The Government recognises that public procurement can help to improve domestic competitiveness, make the economy stronger and more resilient, and help provide a foundation of security for British businesses. The consultation proposes options on how we can open up contracts to more small businesses and ensure public bodies give more weight to firms that show they will boost British jobs. Test 6: Is government improving the private sector's access to capital to deliver the strategy? 9. BTC recommendation: We recommend, in line with the Harrington review, that the Government should consolidate the public finance institutions, especially the National Wealth Fund and the British Business Bank, preferably into a single body to simplify the system for business and investors looking for government support, together with the reforms we set out below. 10. BTC recommendation: The Industrial Strategy must set out measures that will be used to help firms access the funding they need to scale-up and commercialise in the UK. As an initial step, we recommend that the Government increase the amount of support the British Business Bank can provide to help firms scale-up. 11. BTC recommendation: We welcome the Government's plans to expand the Office for Investment. To help drive strategic investments across the country, we recommend that a reformed and expanded Office for Investment should be build a team to work with Mayoral Combined Authorities and newly created strategic authorities capable of building a ‘term-sheet ready' prospectus of investments in our regions, in the eight priority sectors listed by the Industrial Strategy. 12. BTC recommendation: We recommend that through the Spending Review the Government provides clarity about the sum of public expenditure that will be allocated to the industrial strategy and the wider Growth Mission over the remainder of this Parliament. 9.1. The Government agrees that public finance has an ability to crowd-in private investment into key sectors and places, which is crucial for firms starting and scaling; and for increasing productivity growth across the UK economy. We must leverage the state's ability to pool risk, provide long-term stability and create positive conditions for investment to facilitate the growth of the IS-8 sectors and boost the availability of capital for UK firms. 9.2. The Government and PuFIns are committed to strengthening coordination across the landscape via the new UK Strategic Public Investment Forum, ensuring PuFIns' roles are complementary and distinct to make the landscape clearer for business and investors looking for support. The Forum will bring together the National Wealth Fund, British Business Bank, UK Export Finance, Innovate UK, Great British Energy, Homes England, and the Crown Estate, with a focus on coordination and collaboration to deliver investment to drive progress on the Industrial Strategy, as well as broader Growth and Clean Energy missions. 10.1. The Industrial Strategy sets out how Government will deliver through the UK's Public Financial Institutions (PuFIns) to ensure globally competitive support to businesses, titling their focus to the IS-8 and frontier industries to help firms in these areas access finance. This includes:
11.1. The reformed Office for Investment will provide seamless support to the government's most important international and domestic investors to secure a greater proportion of international mobile investment into the UK. As part of this, the government has launched a new Strategic Investment Opportunities unit within OfI, to work closely with the Place Unit. The two units will partner with key places (for example, Mayoral Strategic Authorities), government departments, and wider public organisations – including NWF's advisory functions, to identify, shape and deliver on strategic investment opportunities with significant scope for private capital and investor interest. There will be a particular focus on areas prioritised in the Infrastructure Strategy and Industrial Strategy. 12.1. The government is investing billions to support the Industrial Strategy's 8 growth driving sectors, including with £4bn of additional capital through the British Business Bank, and up to £4.3bn for Advanced Manufacturing. Through these investments, the government is also unlocking billions in private investment. The strategy sits alongside the Government's Spending Review, ensuring its priorities are hardwired into departments' budgets for the rest of this Parliament, alongside 10-year R&D commitments and infrastructure plans that support the wider Growth Mission, such as:
12.2. Overall, the government increased the capital envelope by over £100 billion at Autumn Budget 2024 and by a further £13 billion at Spring Statement 2025. Taken together, the government is investing an additional £120 billion over the SR period, compared to the plans set out at Spring Budget 2024. The government is maintaining investment at the highest sustained level since the 1970s, which will help deliver secure, strong and sustainable growth to boost prosperity and living standards across the UK. Test 7: Are our energy prices internationally competitive? 13. BTC recommendation: We recommend that the Industrial Strategy must include measures that level the playing field with our international competitors on industrial energy prices. Priority should be given to leading sectors, and other foundational industries, in which high energy prices have the greatest impact on the ability of UK-based businesses to compete and attract investment. As an initial step, we recommend the Government consider extending the British Industry Supercharger scheme. 13.1. The Industrial Strategy announced that we will increase support for our most energy-intensive industries eligible for the British Industry Supercharger package, with an uplift of the Network Charging Compensation (NCC) scheme from 60% to 90%. This will provide additional price relief from 2026 for around 500 eligible businesses, further reducing the competitiveness gap with comparable neighboring countries. The NCC uplift will reduce electricity prices for large industrial users by around a further £10/MWh, bringing the total reduction offered by the British Industry Supercharger to around £78/MWh. 13.2. From 2027, a new British Industrial Competitiveness Scheme will reduce electricity costs by c.£35- 40/MWh and support over 7000 thousand businesses. The scheme will benefit electricity-intensive frontier manufacturing industries in the IS-8, such as automotive and aerospace, and electricity-intensive foundational manufacturing industries in the supply chains, such as chemicals. Eligible businesses will be exempt from paying the costs of the Renewables Obligation, Feed-in Tariffs and the Capacity Market. The scheme will bring electricity costs in Great Britain more in line with other major economies in Europe and help level the playing field for British businesses. Eligibility will be determined following consultation, which will open shortly, with a review point in 2030. 13.3. The Government will also continue support for the Energy-Intensive Industries Compensation Scheme to support energy efficiency, decarbonisation, and technological innovation. We will conduct a review of the scheme by the end of this year that will set out how we plan to continue supporting energy- intensive industries when the UK Carbon Border Adjustment Mechanism is implemented in 2027. Test 8: Are we closing skills gaps for firms in the priority sectors? 14. BTC recommendation:
14.1. Skills England will be data-driven. It will be the single authoritative voice on current and future skills needs allowing Government to make informed decisions. 14.2. It will use this data to find the right solutions at a national and regional level to improve the training available to young people and adults. It will co-create training products with employers and others to meet economic need. 14.3. It has already begun to deliver its assessments of current and future skills needs, having published two documents, and a third document coming out shortly:
14.4. Skills England will use these assessments to ensure that there is a comprehensive suite of apprenticeships, training and technical qualifications for individuals and employers to access and work together with regional partners to ensure that regional and national skills needs are met. The analysis will also feed into the Skill Strategy to shape funding priorities. 14.5. The enhanced skills offer set out in the English Devolution White Paper will strengthen the important role that Mayors play in driving local growth and supporting labour market and skills needs. 14.6. As well as consolidating various adult funding streams, we have also committed to giving Strategic Authorities a strengthened role in Local Skills Improvement Plans, through joint ownership of the model with Employer Representative Bodies. 14.7. We agree with the intention that the devolution framework is the floor not the ceiling and continue to work with Mayoral Strategic Authorities (MSAs) to explore where we can go further on devolution, including through the Greater Manchester Task and Finish Group. 14.8. We will work with the MSAs on delivery of the Construction Skills Package to enable them to bring a place-based approach to the delivery of this crucial funding. Currently, over 60% of the £1.34bn Adult Skills Fund (ASF) is devolved to 10 Mayoral Strategic Authorities (MSAs). This will rise to 67.5% when 3 new areas, East Midlands, York and North Yorkshire and Cornwall begin to receive adult skills funding in August 2025. 14.9. Seven more areas are on track to receive devolved ASF from 1 August 2026: Lancashire, Greater Lincolnshire, Hull & East Yorkshire, Devon & Torbay, Surrey, Buckinghamshire, and Warwickshire. (approximately 75% of the total ASF budget would then be devolved). 14.10. Six further areas have agreed devolution deals through this Government's Devolution Priority Programme. We expect them to receive devolved skills funding from August 2027 14.11. We recognise the crucial role Mayoral Strategic Authorities have in ensuring there are clear pathways of progression from education into both further and higher education and local employment opportunities and in the English Devolution White Paper we committed to work with Mayoral Strategic Authorities to develop the tools needed to support them in delivering this. 14.12. The Department for Education and the Department for Business and Trade work closely on co-ordination of skills policy, for example in shaping the skills focus of the Industrial Strategy to ensure alignment with industry. This close collaboration helps to ensure that both local and national skills policy are aligned to the needs of the Industrial Strategy, Growth Mission and employer and labour market needs. 14.13. Skills England also works closely with the Industrial Strategy Advisory Council, Migration Advisory Committee, and the Department for Work and Pensions, as part of the Labour Market Evidence Group, to ensure the government has the analysis and advice needed to inform a coherent approach to the labour market, industrial strategy, migration, and skills policy. Test 9: Is there clear, well-resourced institutional leadership for research and development in each of the growth sectors? 15. BTC recommendation: We recommend that the Department for Business & Trade and Department for Science, Innovation and Technology now conduct a review of the UK's public research and innovation institutions to ensure they are in alignment with the industrial strategy and that there is clear institutional leadership of research and development for the eight priority sectors, for example by ensuring a lead Catapult in each sector. In particular, the Government should focus on ensuring that the UK has an effective system in place to help UK firms commercialise their innovations in the UK. We recommend the review looks at the lessons the UK can learn from institutions in other countries, such as Fraunhofer Centres in Germany. 16. BTC recommendation: We welcome the further support the Government has provided for the Made Smarter programme this year. We recommend that the Government provide further support in the Spending Review to substantially scale-up the programme. 15.1. The Government recognises the importance of aligning the UK's R&D spend with our Industrial Strategy priorities. The Industrial Strategy confirms that the Government will prioritise support for innovation towards the eight growth-driving sectors, and the city regions and clusters where they are concentrated, ensuring that they are prioritised by our public funding bodies, such as UK Research and Innovation (UKRI). 15.2. To ensure there is clear institutional leadership, UKRI will be given new objectives to set out its role in delivering government priorities, including enabling innovation, commercialisation, and scale-up across the UK. Innovate UK, as the UK's innovation agency, will play a central role in accelerating the commercialisation of new technology. We will ensure that the Catapult Network, which Innovate UK funds, is also focused on our Industrial Strategy priorities. 16.1. The Industrial Strategy set out that the Government has committed to expanding our successful Made Smarter Adoption programme across England, with up to £99 million from 2026 to support a further 5,500 small and medium-sized manufacturing businesses to take up new technologies. We will also expand the model to create a dedicated scheme for the Professional and Business Services sector. Test 10: Is there leadership from the top, delivering kinetic energy and coherence? 17. BTC recommendation: We recommend that the Regulatory Innovation Office should be expanded to act as a clearing house for regulatory conflicts and give businesses a place to report conflicting regulations. We recommend that this expanded Regulatory Innovation Office sits within the Cabinet Office and is resourced appropriately to carry out this expanded role. We recommend that the Government publishes a list of the series of projects that the single lead regulator model will be tested through and commits to publishing an assessment of the new model's impact. A minister from the Department for Business and Trade should help oversee the Regulatory Innovation Office and should be tasked with presenting for resolution examples of regulations from either government departments or regulators, which conflict or which are incoherent, given the growth objectives. 18. BTC recommendation: First, and as a priority, we recommend that the Government introduces legislation to put the Industrial Strategy Council on a statutory footing, alongside the publication of the industrial strategy. We also recommend that the Industrial Strategy Council meets with Combined Authority Mayors on a quarterly basis. 19. BTC recommendation: Finally, it is crucial that the industrial strategy and the wider growth mission has clear support from the Prime Minister. As such we recommend that the Prime Minister chairs quarterly sessions of the Growth Mission Board and that progress on the industrial strategy is reviewed at each such meeting that he chairs. 17.1. The Regulatory Innovation Office (RIO) will play an important role in ensuring that regulation keeps pace with innovation so it supports rather than restricts fast-growing industries such as biotechnology, AI, and autonomous vehicles. There are not current plans to change the Department or scope of the RIO. 17.2. In addition, across the sector plans that were published in June (Clean Energy Industries, Advanced Manufacturing, Professional Business Services, Digital & Technologies, Creative Industries), we are setting out more than 30 regulatory changes to drive growth in priority areas. These reforms will also contribute to our commitment to cut the administrative costs of regulation by 25% by the end of this Parliament. 18.1. Regarding the IS Council's statutory status, the Government agrees that this is an important step to underpin the Government's commitment to policy stability and longevity of the Industrial Strategy. The Industrial Strategy committed to putting the Industrial Strategy Advisory Council on a statutory footing when parliamentary time allows. 18.2. The IS Bill will include provisions to put the Industrial Strategy Council on a statutory footing, with clearly defined duties and functions, underlining our commitment to policy stability, continuity, and delivery of a 10-year plan. Legislation will also enable the Council to access government data more easily. 18.4. The Council has met with Mayors and will continue to engage with them as key stakeholders. 19.1. Delivery is central to the Growth Mission. Across government, strong emphasis is placed on ensuring that key growth measures and projects are not only announced but actively progressed and implemented. 19.2. Delivering the Industrial Strategy is a core part of that. DBT and HMT are working with other government departments (OGDs) to establish strong delivery mechanisms to drive progress. These will be being aligned with existing Growth Mission governance, including the ministerial Growth Mission Board. 19.3. The Growth Mission Board (GMB) is a Cabinet committee which oversees and drive progress on the Growth Mission, including the Industrial Strategy. The Growth Mission Board is chaired by the Chancellor. The Prime Minister is not a member of the Board but engages frequently via other means with the progress of the Growth Mission, including the Industrial Strategy. The Prime Minister has made his strong support for the Industrial Strategy clear, recognising it as a pivotal moment for Britain's economy. |