Tag: Sajid Javid

  • Sajid Javid – 2016 Speech on Cornwall

    Below is the text of the speech made by Sajid Javid, the Secretary of State for Communities and Local Government, in Penhale, Cornwall, on 8 December 2016.

    It’s great to be here, many thanks to Joel for the invite.

    Thanks to Barclays for hosting us today.

    And thank you all for coming along.

    I know you’re all busy people with businesses to run.

    But this is a very good opportunity for me to tell you what government is up to, and for you to tell me what more we need to do.

    Like most of you I’m a businessman at heart.

    I’m a relative novice at politics.

    I spent the first 20 years of my adult life working in international finance.

    Some would say that’s not a good thing.

    I remember when I became culture secretary in 2014, some leading lights of the arts world asked “what does this banker know about culture?”

    At least I think they said “banker”.

    I don’t know if you saw, earlier this week, the new list of Britain’s most and least-trusted professions.

    Nurses, doctors and teachers are at the top, the people the public thinks are most likely to tell the truth.

    And down at the very bottom, the least-trusted professions included government ministers, politicians generally, and of course bankers!

    Three out of three for me!

    For my next job, I’m going to become an estate agent.

    Joking aside, I know that everyone in this room went into business or politics for the right reasons.

    We all want to make things better.

    It might mean passing laws or allocating funding that make a difference.

    It might mean delivering a service or a product that nobody else can deliver.

    We’re all here because we want to serve our communities in the best way we can.

    From what I’ve seen today I think that’s particularly true of smaller businesses here in Cornwall.

    It’s a place that has a very strong sense of identity and community, and a very real pride in that.

    And that’s something I applaud.

    The last time I was back in the south west of England was in October, speaking at a business event in Exeter.

    And I talked about how all the counties in the south-west of England can achieve even more when they work together on issues that affect all the people who live here.

    This seemed to upset a few people, certainly on Twitter, who thought I was talking up some kind of regional assembly idea.

    I think the comment that hurt most was “what do you expect from someone who went to university in Devon!”

    But the critics couldn’t be more wrong.

    Cornwall is a unique place. A very special place.

    By far the biggest county in southern England, it has its own history, its own culture, its own needs.

    I’ve absolutely no interest in steamrollering Cornwall into some kind of forced regional identity.

    The failed vision of a South West Assembly has rightly been consigned to the scrapheap of history, and there it will stay.

    Of course, that doesn’t mean Cornwall exists in isolation.

    Devon lies just across the Tamar.

    The rest of the South West and the United Kingdom lie beyond.

    And, while it’s vitally important that we protect and respect the Cornish identity, there are undoubtedly areas in which working across boundaries can bring benefits to the people of this very special county.

    In 2016 people live, work and shop across county lines, across national borders even.

    Supply chains and customer bases for even the smallest companies can stretch for hundreds or thousands of miles.

    Joined-up, strategic thinking can bring huge benefits to employers, employees and the general public alike.

    There are plenty of cases where that’s happening already.

    Thanks to Devon and Cornwall Police you have some of the lowest crime rates in the country.

    Exeter and Plymouth universities operate in both counties too, with numerous projects that help people right across the south west and beyond.

    It just shows how locally-led co-operation is much more effective than top-down, Westminster-imposed regional government.

    Which is precisely why I’m an enthusiastic supporter of the Cornwall Devolution Deal.

    The devolution deal was conceived locally, refined locally and now it’s going to be delivered locally.

    It will bring the county closer together and give it a stronger voice when dealing with the wider south west and the rest of the UK.

    And, most importantly, it puts power over decisions that affect Cornwall right back where it should be.

    In the hands of Cornish people.

    That doesn’t mean central government is just leaving Cornwall to get on with it, to sink or swim alone.

    We’re still very much on your side.

    For starters, we’re guaranteeing funding for European Union projects signed before the UK’s departure from the EU.

    You don’t need me to tell you that this move is particularly important for Cornwall and the Isles of Scilly.

    The area has an allocation of almost £350 million in the current European Regional Development Fund round, nearly £160 million of which has already been allocated.

    This guarantee gives Cornish businesses the certainty they need, allowing you to plan for funding that’s already in place and even apply for further EU funding right up until the moment we leave.

    And let me be very, very clear that we WILL be leaving the European Union.

    The majority of people in Cornwall voted for it, the majority of people right across the UK voted for it.

    There will be no backdoor attempts to remain a member, and certainly no second referendum.

    Now, you’re all business leaders.

    You know as well as I do that you don’t go into a negotiation with all your cards on the table – at least not if you want a good outcome!

    When I worked in finance, I knew that the key to landing the best deal was always having better information.

    Knowing the stuff the guys on the other side of the table didn’t.

    It gave us leverage, it gave us power and it repeatedly gave us success.

    So I can’t give you the inside track on our negotiating position.

    We won’t be giving you a running commentary on every twist and turn as the negotiations unfold.

    But know this.

    We’re going to secure a deal that works for all British businesses.

    Large and small, international and local, online and high street, in the service sector, in tourism, in the creative industries, in manufacturing, in fisheries, in farming…

    Nobody will be left behind.

    Of course, there’s more to life than Brexit.

    You might not believe it from reading the papers recently, but it’s true!

    So our commitment to Cornwall’s economy goes beyond simply steering you through our departure from the EU.

    Over the past few years we’ve invested tens of millions of pounds in Cornwall and Isles of Scilly through Local Growth Deals.

    The latest round of funding will be announced shortly, but to see the kind of impact it can make you just have to look at the Newquay Growth Area, which I visited earlier today.

    £2 million from the first Local Growth Deal paid for transport improvements that have opened up the enterprise zone and created countless jobs for Cornish people.

    In the grand scheme of things it’s a relatively small amount of money.

    But thanks to the Local Enterprise Partnership (LEP) it was carefully targeted exactly where it would make the biggest difference.

    And that’s what local growth funding is all about.

    Local business leaders working with local political leaders to deliver local economic success

    You’ve got a great LEP here in Cornwall.

    I know that your brilliant local MPs are really closely involved with it.

    And if you’re not already engaging with the LEP I’d urge you to do so.

    After all, you understand Cornish business needs far better than any politician or Westminster bureaucrat. But I know there are some things that ALL businesses want and need.

    Top of that list is a strong, stable, growing economy.

    And that’s exactly what this government has helped give you for nearly 7 years now.

    The economy is 14.3 per cent bigger than it was in 2010

    The deficit has been cut by two-thirds.

    In 2014, we were the fastest growing economy in the G7.

    And in ‎2015 only the US did better than us.

    But this isn’t just a paper recovery, something of interest only to economists.

    It’s changing real lives.

    Since 2010, the number of unemployed people in Cornwall has halved.

    Nationwide, more people are in work than ever before.

    We’ve gone from a record-breaking recession to record-breaking employment.

    The number of households in which nobody works has fallen by more than 20%t.

    And more than a million private sector businesses have been created, a 20% rise.

    We want that success to continue.

    So we’re cutting Corporation Tax to 17%, the lowest in the G7.

    We’re doubling Small Business Rate Relief and cutting the Business Rates of 900,000 smaller properties.

    We’re increasing the Employment Allowance by £1,000, helping half a million businesses.

    And we’re helping small businesses secure the funding they need in order to grow, with the British Business Bank supporting more than £3 billion of finance.

    Businesses leaders like the people in this room are capable of doing great things.

    All you need is the right conditions, the right environment.

    And I’m proud to say you’ve got a government that’s totally committed to giving you just that.

    Maintaining that success for another six, seven, eight years or more is not going to be easy.

    There are storm clouds over the global economy.

    There are challenges ahead.

    And leaving the European Union will be a momentous change for many businesses in this country.

    But we’re here today to talk about moving forward in business.

    Not looking back, not pondering what might have been.

    So let’s look forwards.

    Let’s move forwards.

    And let’s work together.

    So I don’t want to just stand here and talk at you all afternoon.

    I’d much rather hear from you.

    The truth is, in this job, it’s very easy to spend too much time stuck in London surrounded by politicians, lobbyists and Civil Servants.

    If we’re going to make Brexit work, if we’re going to make LEPs work, if we’re going to maintain Cornwall’s incredible record of success, we can’t just be a government of Westminster navel-gazers.

    That’s why this government got behind initiatives like the creation of the Tourism Industry Council.

    It gives the people who actually work in the tourism sector a direct line to government.

    And it helps us all work together to deliver the change you need.

    Nobody knows Cornwall better than you.

    Nobody else knows as much as you do about what investment is needed where, about what regulations are causing you problems, about what infrastructure needs updating in order to let the economy grow.

    So there’s no point me coming here and just giving you the usual sales pitch for half an hour or more.

    I’d rather have a conversation.

    I’d rather hear what’s on your minds.

    If we talk together we can work together.

    And if we work together we can do what we’re all here today to do.

    We can build a Cornwall that works for everyone.

    Thank you.

  • Sajid Javid – 2016 Speech on Future of County Councils

    CBI Conference

    Below is the text of the speech made by Sajid Javid, the Secretary of State for Communities and Local Government, in Guildford on 7 November 2016.

    Good evening everyone, it’s great to be here.

    And it’s a pleasure to be speaking alongside some really great people.

    Unfortunately I won’t be here to catch Ben Page’s talk tomorrow.

    I know that in 2013 he did a presentation that featured, in huge bold text, the message “ERIC PICKLES WAS RIGHT”.

    That’s about the best endorsement any DCLG (Department for Communities and Local Government) Secretary of State has ever had!

    I’m hoping tomorrow he’ll have a slide that says “SAJID’S OK TOO”…

    Ben’s team at Ipsos Mori have also found that local government is the most trusted part of government in England.

    That’s certainly something you should be proud of.

    Although of course it’s all relative.

    Saying you’re the most popular kind of politician is a bit like saying you’re the most pleasant form of root canal surgery!

    Given the choice, most people would rather not have any at all…

    When I left the banking industry a few years ago I was the only new MP who came to politics from a less popular profession!

    When I’m done with Westminster I might go for the hat-trick, become an estate agent.

    Joking aside, I fully understand why the public put more faith in their local representatives.

    It’s precisely because you’re local.

    You’re right there.

    You deliver the day-to-day services we all rely on.

    And you tirelessly dedicate yourselves to the people you serve.

    County councils also have a special place in English hearts and history.

    Most of you, including our hosts here in Surrey, have been around since Victoria was on the throne.

    I’m not talking about you, Dave!

    In many cases the areas you serve reflect boundaries that have been there for centuries more.

    And with that history comes a strong sense of local identity and pride.

    Passions can run high, as I found in my home town of Rochdale recently.

    I met a woman who said “You’re in charge of local government? Well I’m not happy about you making Rochdale part of Manchester!”

    I assumed she was talking about the new devolved administration we’re creating there, so I tried to reassure her.

    But no.

    She was still angry about 1974!

    I told her it really wasn’t my fault, I was 5 years old then.

    Didn’t help.

    “Typical politician, always making excuses …”

    But for all that history, local government in England has always evolved to meet the needs of the day.

    And that’s as true of the counties as it is of the cities.

    After all, I’m not standing here tonight speaking at the Network of Wapentakes, Hundreds and Quarter Sessions!

    Although I do like a nice Wapentake!

    Times change, boundaries shift, responsibilities are taken on or given away.

    I don’t believe in change for the sake of change.

    But I’m sure you all agree that, where something can be done better, more effectively or more efficiently, you need a very good argument to stand in the way.

    When change comes, even if you’re not entirely happy with it, the best course of action is to embrace it.

    To make the most of it.

    To make it work.

    That’s what’s happening on the national stage with the Brexit negotiations.

    MPs and ministers who voted remain are working to secure the best possible deal.

    And I’m delighted to see so many examples of it at county council level too.

    Just look at funding.

    Over the past 6 years we in central government have asked a lot of you.

    And you have certainly delivered.

    The savings you have achieved have been nothing short of remarkable.

    I know it’s not been easy.

    But you’ve got on with it.

    You’ve done the job we asked of you.

    We asked you to put forward efficiency plans and sign up for 4-year funding settlements.

    And nearly every council in England has done exactly that, including almost all of you here this evening.

    It’s a great step forward that means more certainty for councils and better services for taxpayers.

    You’ve also embraced change in the way you drive economic growth.

    We asked you to work with the Local Enterprise Partnerships (LEPs) and, again, you’ve done exactly that.

    Time and again, when I speak to leading figures from LEPs, I hear praise for the proactive, can-do attitude of their local councils.

    Maybe some of you still long for the days of the Regional Development Agencies?

    I don’t know.

    What matters is that you’ve embraced the new way of doing things.

    You’ve made it work for the people you serve.

    More investment, more jobs, more growth.

    I really couldn’t have asked for anything more.

    With funding and with efficiency plans and with local growth councils have done so well because they’ve thought for themselves.

    We in central government have set out a destination – better value for money, business-led development – and you have worked out your own way of getting there.

    That for me is what localism is all about.

    Local ideas.

    Local implementation.

    Delivering for local people.

    Councils figuring out what’s right for their areas and getting on with it.

    Not sitting around waiting to be told what to do by DCLG.

    That’s why my door will always be open to councils with interesting, locally driven solutions to the challenges we face.

    I’ve seen councils sharing services, pooling back-offices, rationalising their physical footprints.

    Meanwhile, some councils are even prepared to think about changing the very structure of local government itself.

    For example, Buckinghamshire has just delivered a detailed, innovative and original proposal to transform the county into a single unitary authority.

    Obviously there’s a long way to go yet.

    A lot of conversations to be had.

    A lot of decisions to be made.

    And I certainly don’t want to say anything today that could prejudice any of that.

    But the plans put forward by Martin Tett and his team in Aylesbury are exactly the kind of proactive, locally driven thinking I want to see.

    They were conceived locally.

    They were developed locally.

    And they have a firm focus on what’s best for local people.

    Now, let me be absolutely, 100% clear.

    I think unitary status can be a great model.

    It certainly seems to be working well in Durham and Wiltshire.

    And, as we’ve seen from the CCN reports being published last week, it has the potential to save a lot of money.

    But I’m not for one moment saying it’s for everyone.

    I’m not even saying it’s definitely right for Bucks.

    And – don’t worry Gary Porter! – I’m certainly not saying that I want to make every council go unitary.

    This is not compulsory.

    It’s not going to be imposed.

    If you choose to stick with a 2-tier model I’m not going send Lord Heseltine round to play with your kids’ pet dog!

    However, if the people of your county want it, and if it’s going to make their services and their lives better, I’ll do my best to help you make it happen.

    The same goes for any reform that can offer better local services, greater value for money and stronger local leadership.

    And that final point, stronger local leadership, is particularly important.

    Because the main lesson from the result of the EU referendum was that the people of Britain want to take back control.

    We don’t want our country to be run by a remote, anonymous elite.

    We don’t want our taxes to be spent by a faceless bureaucracy.

    The opposite is true.

    We want to know who’s in charge.

    Who holds the purse strings.

    Who’s making the decisions.

    And we want to be able to chuck them out if they’re not doing a good job!

    That’s why increasing accountability is at the heart of the devolution deals I’ve been working on.

    Now, I get that directly elected mayors aren’t universally popular within local government.

    And I know that’s especially true of the counties.

    Even up here I can see the eyes starting to roll!

    I’ve heard all the arguments.

    Mayors are something that cities have.

    The counties are too big, too rural, for one person to control.

    Everything’s fine as it is, we don’t need change.

    And, again, if you don’t want a directly elected leader, that’s fine.

    I’m not going to demand that you have one.

    But I’m not going to devolve significant new powers and more taxpayers’ money without a corresponding increase in local accountability.

    It’s a real red line for me when it comes to negotiating devolution deals.

    So a directly elected leader can get you the full Monty.

    Everything I can offer under the terms of the 2016 Act.

    Powers we’ve handed out so far include additional investment of tens of million of pounds for the next 30 years.

    Multi-year transport budgets.

    Strategic planning powers.

    Adult education budget funding.

    And greater local influence on employment support.

    But people want to know who is in charge of spending that money.

    Who is in charge of delivering those services.

    So I’m not going to devolve power without clearer responsibility.

    I often get told that directly elected leaders are only suitable for huge urban centres.

    And yes, the office of mayor has transformed how London works.

    Yes, next year will see mayoral elections in the urban areas centred on Liverpool, Manchester, and Birmingham.

    But elected leaders are also being rolled out in places like Cambridgeshire and Peterborough, and the West of England.

    In both cases, local leaders have stepped up to the mark and negotiated agreements that work for their communities.

    And, in return, they’re being given a much greater level of control over their affairs.

    Once again, it’s about councils putting themselves at the heart of change.

    About actively seeking new opportunities.

    About shaping your own destiny in a changing world instead of just hoping things will go back the way they were.

    This kind of thinking is especially relevant around education.

    For decades, it’s something local authorities had a monopoly on.

    Today that’s all changed.

    Academies and free schools are here to stay.

    And councils need to think about the role they want to play now that education is no longer their sole dominion.

    Again, my door is open to ideas.

    Rather than complaining about extremely popular policies, tell me how you can work with them.

    Pining for the past will not serve our children well.

    The innovations of a forward-thinking council will.

    Seize the opportunity.

    Shape your own future.

    None of this means you’re on your own.

    Central government is not leaving you to sink or swim.

    For example, something that always keeps my inbox full is adult social care.

    While I was Business Secretary I was very proud to create the National Living Wage.

    It’s a much-needed and well-earned pay rise for millions of hardworking people, and one that will help grow the economy too.

    But I know it’s causing some concern for councils, especially around the impact on provision of adult social care.

    So let me reassure you.

    This government has provided and will continue to provide support to local authorities to manage this important change.

    And I know demand pressures keep many of you awake at night.

    I understand this.

    That’s why we’re giving councils access to £3.5 billion of new support for social care by the end of this Parliament.

    As part of this, the social care precept will give you the flexibility to raise taxes if you need to, potentially bringing in £2 billion to help some of your most vulnerable people.

    I know that some councils can’t raise as much as others this way.

    That’s why we’re providing additional funding for the Better Care Fund through a separate grant to local government.

    One that targets support where it’s needed most.

    And that’s why, together, we are undertaking the Fair Funding Review.

    I know many of you work hard to join up with the NHS and give local people a seamless service.

    And I know that’s not always easy.

    So we’re continuing to work with you and with the NHS to make health and social care integration a success.

    Health is not just hospitals and the NHS.

    We need a place-based approach, with strong local leaders working to shape provision around the needs of their communities.

    And we need them to push forward the integration of health and social care.

    The people of England voted for it in 2015, and by 2020 it’s exactly what they’ll get.

    But it will only be a real success if it is locally led.

    Through all this change, all this turbulence, I want you to remember one thing.

    I’m on your side.

    We might not always see eye-to-eye.

    We might not agree on the best way forward.

    We might not find much common ground.

    But I am the Secretary of State for Local Government.

    And that means I am your secretary of state.

    Your voice in Cabinet.

    Other ministers may occasionally drift into your orbit.

    You’ve already heard from Chris Grayling on transport today.

    Jeremy Hunt is in charge of health.

    Justine Greening runs education.

    They all have some interest in different areas of local government.

    But I’m there for you and you alone.

    That’s my job.

    I know we’ve asked a lot of you over the past few years.

    I wish I could say the tough times are behind us.

    But unfortunately there are plenty of difficult decisions that still need to be made.

    We need to decide where and how to build the hundreds of thousands of homes this country needs, and you have a vital role in that.

    We need to decide how to make local government more effective, more efficient and more accountable.

    We need to deliver the training that young people and adults need.

    We need to make choices about infrastructure and economic development.

    We need to meet the ever-changing needs of an ever-growing population in an ever-changing world. That’s a quite intimidating to-do list!

    But this is also a hugely exciting time for local government.

    Devolution deals are re-energising and re-shaping local democracy.

    Local Enterprise Partnerships are breaking down old barriers and bringing communities together to create jobs.

    Initiatives like the Midlands Engine and Northern Powerhouse are putting England’s regions on the world stage.

    And you’re about to take control of £26 billion of business rates.

    By 2020, every council represented in this room is going to be self-financing.

    Your taxpayers’ money being spent in your areas.

    It’s something you’ve been calling for for decades and I’m hugely proud that it will be delivered on my watch.

    You really deserve nothing less.

    Our local councils are the bedrock of our democracy, our local councillors are its foot soldiers.

    You do so much for so many, and yet you seldom get the credit you deserve.

    And that’s particularly true of the counties.

    You quietly get on with delivering word-class services to millions of hardworking people – just as you have done since the 19th century.

    That’s why people trust you.

    That’s why I trust you.

    And that’s why we’re devolving so much.

    The changes we’re introducing give unprecedented independence and control to county councils.

    I know that change can sometimes be difficult.

    But if you put yourself at the heart of it…

    If you embrace change and strive to succeed…

    Well, the opportunities for county councils are almost limitless.

    And I will be working every day to help you make the most of them.

    Thank you.

  • Sajid Javid – 2016 Speech to Automotive Summit

    CBI Conference

    Below is the text of the speech made by Sajid Javid, the Secretary of State for Business, Innovation and Skills at the SMMT International Automotive Summit 2016 held in London on 29 June 2016.

    As the apocryphal Chinese curse says, “May you live in interesting times”.

    Well, it has certainly been an interesting seven days in Westminster.

    If nothing else, our nation’s political journalists are enjoying themselves tremendously!

    The past week has produced millions of words of comment, analysis and discussion.

    There’s been endless Parliamentary parlour games and Westminster whispers.

    But none of that should distract us from the very real, very serious issues at hand.

    Since Friday morning we’ve seen instability in the stock market.

    We’ve seen the pound drop to a 31-year low.

    We’ve heard talk of major employers making plans to move jobs out of the UK.

    There’s no question about it, this is a challenging time for British business.

    The nation and the economy are facing a situation is that completely without precedent.

    Literally nobody has been here before.

    There is no instruction manual.

    And I know it’s a situation the SMMT had hoped to avoid.

    Like me, three-quarters of your members wanted Britain to remain a member of the European Union.

    Just last week Mike called it “critical” for the future of British car-making.

    From multinationals to small specialist suppliers, the industry was unambiguous in its support for Remain.

    Now I’m not going to pretend the past couple of months never happened.

    I’m not about to start backtracking on some of the warnings that were made.

    I don’t doubt that there will be difficult times ahead for Britain, particularly for British employers.

    We’re entering a period of uncertainty and – let’s be completely honest – we don’t have a good idea how long it will last. But you can only play with the cards you’ve been dealt.

    The people of the United Kingdom have issued their orders.

    And as a Cabinet Minister it’s my job to put those orders into action.

    So I won’t be sitting around complaining, pointing fingers, or reflecting on what might have been.

    The UK will be leaving the European Union.

    I have to make sure that happens in a way that works for British business.

    A way that works for you.

    The easiest thing in the world would be to stand on the sidelines throwing rocks.

    But I’m not that kind of politician.

    And if there’s one thing I’ve learned in my time as Business Secretary, it’s that you’re not that kind of industry.

    You’re forward-thinking.

    You’re innovative.

    You don’t shirk from challenges, you rise to them.

    Those qualities helped you become one of Britain’s most successful manufacturing sectors.

    And those are the qualities that will help all of us to make it through the days to come.

    So where do we go from here?

    What happens next for Britain, for manufacturing, for the automotive industry?

    Well, this decision may make conditions more challenging.

    But it won’t make things impossible.

    It creates a number of large, complex issues to overcome.

    But we can overcome them.

    And yes, we are sailing into unchartered waters.

    But we are far from rudderless.

    Contrary to some of the more alarmist headlines, the business of government continues.

    Since Friday I’ve been in regular touch with heads of some of our biggest companies to reassure them and talk about next steps.

    Cabinet met on Monday and we agreed to set up a cross-government Europe taskforce.

    Yesterday I met with Britain’s business leaders, including Mike, to hear their views and set out our plans.

    Through all that, my message for British business has been clear and simple.

    Britain remains open for business.

    This is not time for hasty decisions or rushed judgements.

    The markets are volatile right now.

    But this volatility has not come as a surprise.

    All the experts predicted it.

    And the government, the Bank of England and the Financial Conduct Authority have spent the past few months putting in place robust plans to deal with it.

    The Treasury has been working with the major financial institutions to make sure they are able to deal with just this situation.

    Swap lines had been arranged in advance, so the Bank of England can lend in foreign currency if needed.

    The Bank of England stands ready to provide up to £250 billion to support banks and the smooth functioning of markets.

    And the Chancellor has been in contact with G7 and European finance ministers, with the IMF, and with central bank governors around the world.

    Most important of all, Britain’s economy is fundamentally strong.

    And for that, much of the credit must go to our Prime Minister.

    When David Cameron arrived in Downing Street in 2010 he inherited an economy that was on the brink.

    The deepest recession in living memory, spiralling debt, a deficit that was out of control.

    It speaks volumes about the Prime Minister that, just six years later, the economy is almost unrecognisable.

    We’ve gone from a record-breaking recession to record employment.

    During the last Parliament more jobs were created in Birmingham than in the whole of France.

    The country is home to more private sector businesses than at any point in history.

    The deficit is down from 11 per cent of national income to just three per cent.

    Even after this week’s shock, the UK is still one of the biggest economies in the world.

    And in a sky full of stars, your sector shines brighter than most.

    The past few years have been incredible for the UK’s automotive industry.

    A vehicle rolls off our production lines every 16 seconds, most destined for export.

    Last year we built more cars than at any point in the past decade.

    From the consumer forecourt to Formula One gird, the UK’s automotive expertise is clear to all.

    And from apprenticeships to the Automotive Council to the Advanced Propulsion Centre, automotive has been a model of co-operation between government and industry.

    The politicians and the engineers coming together to do what’s right for business.

    What’s right for jobs.

    What’s right for the people of Britain.

    That is how we achieved the level of success the sector is experiencing today – and that is going to continue no matter what.

    So although I’m here today to talk, I’m also keen to listen.

    What can we do for you right now and in the future?

    What do you need from the negotiations to come?

    What does Britain’s motor industry want our new relationship with Europe to look like?

    The decision the British people made last week will undoubtedly create many challenges.

    But it also gives us a unique opportunity.

    An opportunity to build from the ground up in a way that really works for Britain’s employers and employees.

    And I want you to be a part of that.

    I want to hear from you in the weeks and months ahead.

    You know your sector, your suppliers, your investors better than anyone.

    And remember this.

    We are still a member of the European Union.

    We are still inside the single market.

    None of that is going to change overnight.

    There’s a lot of negotiation to come, a lot of difficult decisions to make.

    But let me reassure each and every one of you that I will be fighting each and every day to secure a settlement that works for British business.

    We’ve all worked too hard to get our economy growing again.

    Top of my list will be securing the tariff-free access to markets that are so important to Britain’s automotive industry.

    I also want to make sure Britain continues to attract the best design and manufacturing talent from across Europe and around the world.

    And I want the UK to remain a leading destination for international investment in manufacturing.

    Because we cannot afford to turn our backs on the world.

    Last Thursday we saw a vote to have more control over immigration.

    Not a vote to put up the “closed” sign.

    It’s almost 175 years since a young German named William Siemens arrived in Britain to set up what would become one of the world’s biggest engineering firms.

    In a letter to his brother he wrote that “England is the place if anything is to be done.”

    Long before the EU, long before the Common Market, the world knew that Britain was the place to do business.

    That is not going to change.

    Britain is open for business, and Britain will remain open for business.

    Thank you.

  • Sajid Javid – 2016 Speech to Business After EU Referendum Result

    CBI Conference

    Below is the text of the speech made by Sajid Javid, the Secretary of State for Business, Innovation and Skills, in London on 28 June 2016.

    Good afternoon everyone, and thank you all for coming.

    Following last week’s historic decision by the British people, I’ve just chaired a meeting of the chairs of UK’s largest business organisations, and CEOs and senior representatives from many of our biggest employers.

    My message for them was very clear. Britain is open for business.

    Yes, the financial markets are still reacting to the result.

    But the fundamental facts remain unchanged.

    The UK is still a member of the European Union, and still a member of the single market.

    Employment is still at a record high.

    And this government is still 100% committed to making the UK the best place in Europe to start and grow a business.

    None of this has changed on Friday morning.

    None of this will change overnight.

    This is not the time for hasty decisions that will be regretted later.

    Rather, it is the time for government to work with businesses large and small up and down the country so they don’t just deal with the challenges that the result brings, but are also able to embrace the opportunities that it creates.

    The biggest issue raised was the need to secure continued access to the single market.

    While I’m not in a position to make promises, I assured everyone that my number one priority will be just that in the negotiations to come.

    I also set out the wide-ranging, globe-spanning process of engagement that has been underway at my department since the result became known.

    I’ve personally been in regular contact with many CEOs and business leaders, a process that will continue in the days and weeks that lie ahead.

    Trade Minister Lord Price is in contact with many of Britain’s biggest inward investors.

    Over the next few months he will be visiting key overseas markets including China, Hong Kong and Brazil and reminding firms there that the UK is still very much open for business, just as before.

    My department already has a single, named contact minister for more than 80 of Britain’s top inward investors and exporters.

    I’m ensuring that they will make contact with all of their companies over the next few weeks.

    Similarly, the Prime Minister’s business ambassadors and trade envoys, drawn from across the business world and political spectrum, are out there representing the UK in the key markets and sectors around the world.

    UK Trade and Investment (UKTI) our international trade promotion body, has a presence in more than 100 markets around the world.

    I’ve instructed all the heads of UKTI to engage with the key investors locally to reassure them that the UK remains open for business and an attractive inward investment destination.

    Between now and the end of the year I will be leading a series of trade missions in order to communicate that message myself.

    Our unrivalled network of ambassadors and high commissioners have been reaching out to their local governments.

    In the past 48 hours we’ve heard senior politicians in Australia and South Korea calling for immediate talks on trade deals with the UK.

    Of course, the impact of last week’s vote will not just be felt among exporters and foreign investors.

    Across the country there are millions of businesses, large and small, that are not directly trading into EU, but who also have questions.

    In the weeks to come my ministerial team and I will be visiting businesses right across the country.

    This is not just about big business and not just about London.

    And I’m delighted that at today’s meeting the heads of the largest business organisations – the CBI, IoD, FSB, BCC and EEF – they all agreed to work together with the government to provide consistent support and advice for their members.

    As I’ve said before, we have to collaborate to ensure the best outcomes.

    Unions also have an important role to play.

    And I will be speaking to the TUC’s Frances O’Grady this afternoon to discuss the best way to engage and work with them.

    Over the past few days the main aim has been to reassure business.

    But we’ve also received plenty of reassurance from business.

    Investors have reaffirmed their commitment to the UK.

    For example, Huawei has today confirmed to government that its planned £1.3 billion investment in the UK will go ahead.

    The referendum will make no difference to that commitment.

    Numerous other companies have offered us staff to help with negotiations.

    We’ve had offers of support with surveys and intelligence gathering.

    Again and again we have heard business leaders mirroring the government’s position – that they are determined to make this work.

    Although many were shocked by the result, they are all doing what British businesses have always done.

    They are adapting, they are innovating, they are rising to the challenge.

    Finally, let me remind all of Britain’s businesses that, even in the face of market volatility, our economy remains fundamentally strong.

    The deficit is down, employment is up, Britain is home to more private businesses than at any point in its history.

    There will be challenging times ahead, of course, but we are more than well-placed to get through them.

    There is much more to be done in the weeks and months that lie ahead.

    And I look forward to working with businesses of all sizes.

    Thank you.

  • Sajid Javid – 2016 Speech at International Festival of Business

    CBI Conference

    Below is the text of the speech made by Sajid Javid, the Secretary of State for Business, in Liverpool on 13 June 2016.

    Good afternoon everyone.

    It’s great to be here in Liverpool.

    It’s great to be at the International Festival of Business (IFB).

    And it’s great to be kicking off the Blue Skies sessions.

    Looking at the weather forecast I fear this is the only place we’re going to get blue skies today!

    We’re here to talk about the future of manufacturing.

    And it seems kind of appropriate that we’ve gathered next to the China and India suites.

    Because within the past couple of decades both China and India have rapidly established themselves as major global manufacturers.

    And that presents something of a dilemma for more traditional manufacturing countries like the UK.

    Because developing nations often have a lot of factors on their side.

    Cheaper labour, lower standards.

    Raw materials on site.

    And, sometimes, governments that are focused on economic success at the expense of workers’ safety and wellbeing.

    Faced with that, it’s hard to see how British manufacturers can possibly compete.

    We have higher standards.

    Higher wages too, both secured over many years of development and growth.

    And while we’re rightly proud of that, it translates into higher costs.

    The way I see it, we have 2 choices.

    We can get into a race to the bottom with the developing economies.

    We can cut corners, costs and quality in order to get by.

    Or we can do what Britain has always done.

    We can innovate.

    We can do things nobody else can do.

    We can take our skills and our experience and our history and our heritage and apply it to the challenges of the future.

    And make no mistake, the future is coming and it is coming fast.

    Whether you call it Industry 4.0 or the Fourth Industrial Revolution, it’s impossible to deny that the way in which we live and work is undergoing a seismic shift.

    People often talk about how nobody would have predicted a company the size of Kodak suddenly disappearing from view.

    But the biggest changes aren’t going to be in what we manufacture so much as how we manufacture.

    Where we manufacture.

    Even who does the manufacturing.

    From 3D printing to virtual factories to the internet of things, the old order is being turned on its head.

    And I don’t want to see British manufacturers just responding to the changes and challenges the future will bring.

    I want to see them shaping that future.

    But before I get on to that, let me set one myth to bed once and for all.

    I often hear people say that the UK is no longer a manufacturing nation.

    That we simply don’t make things anymore.

    That’s utter nonsense.

    Our service economy has been an incredible success story and now accounts for something like 80% of British jobs.

    But manufacturing is still going strong.

    It contributed £168 billion to our economy last year.

    In the past 10 years it has grown 2.5 times faster than the rest of UK PLC.

    The sector spans almost 90,000 companies and provides work for literally millions of people.

    And it accounts for half of all British exports.

    The world wants what we’re making.

    2015 was the most successful year ever for our £23 billion aircraft industry.

    Delivery numbers are up 44% since 2010.

    A new car rolls off a British production line every 20 seconds, with 80% destined for export.

    So around the world people are flying on British-built planes and driving in British-built cars.

    And the Australians are even throwing British-made boomerangs!

    That’s right, the world’s biggest boomerang manufacturer is based in south-west London.

    And our Aussie friends provide one of their biggest export markets.

    Although there’s a chance they’re just exporting one boomerang that keeps on coming back!

    But the world doesn’t just want to passively consume what we’re selling.

    The world wants in.

    Since 2010, foreign direct investment in British manufacturing has risen by 60%.

    Now, I used to work in international finance.

    And I know that investment on that scale is a massive vote of confidence in a country’s economy.

    It’s not all plain sailing.

    Unprecedented conditions in the international steel market have had a devastating impact on too many British communities.

    But alongside the steel industry, the unions and politicians of all parties, we’re doing all we can secure the future of UK steelmaking.

    That work is beginning to bear fruit.

    The British Steel brand has returned to Scunthorpe thanks to Greybull Capital.

    And bidders from around the world are keen to take over Tata’s remaining British assets.

    People know that British steelmakers are the best in the world and they’re willing to invest serious money in the sector.

    So British manufacturing has a proud history, and strong present.

    And, most importantly, it also has a bright future.

    As I said, that future doesn’t lie in a race to the bottom with developing economies.

    It lies in using our unique capability to shape the future of a sector that we did so much to create 2 centuries ago.

    That’s something we’re already excelling at.

    Around 70% of all UK research and development (R&D) spending takes place in manufacturing.

    This is a sector that’s used to pushing boundaries, used to experimenting.

    Used to turning the blue sky thinking of today into the must-have products of tomorrow.

    And I’m one business secretary who’s determined to play an active role in making that happen.

    Now it’s not the job of government to come up with the ideas.

    That’s not something politicians and civil servants are generally very good at!

    And it’s certainly not our job to try and pick winners – to look at one company or one individual and throw taxpayers’ money at them to try and secure success.

    But what we can, should, must do, is create the environment in which modern manufacturing can thrive.

    That’s why, later this year, our national innovation plan will provide a clear framework for ensuring the UK is at the forefront of the fourth industrial revolution.

    But our support goes way beyond that.

    We’re also encouraging long-term investment and a dynamic economy with open and competitive markets.

    That includes cutting corporation tax to 17%, slashing a further £10 billion of red tape, and investing £6.9 billion in the UK’s research infrastructure up to 2021.

    We’re also making sure our young people have the skills they need to fill the jobs of tomorrow, for which job descriptions have not yet been written.

    We’re developing digital skills capability.

    We’re reforming the computing science curriculum.

    We’re establishing a National Institute for Coding, and the new National College for Digital Skills.

    And Higher Apprenticeships and Degree Apprenticeships are also helping to develop the higher level technical skills that manufacturers need.

    Our High Value Manufacturing Catapult is helping smaller businesses access the R&D technology and knowhow they need in order to grow.

    In its first 5 years of operation, around £300 million has been invested through the Catapult.

    And in the past year alone it has worked with more than 1,600 private sector clients on over 1,300 projects.

    Manufacturing is now a truly international industry, so this work doesn’t begin and end at the UK border.

    I’m personally working with the World Economic Forum to shape the focus of its work on the fourth industrial revolution.

    The G20 has established a new industrial revolution task force.

    And the UK is leading an EU-wide project on the digitisation of European industry.

    Now it’s no coincidence that the IFB is being held here in Liverpool.

    This is a city whose reputation is built on creativity, innovation, and reinvention.

    Whether it’s in industry or music or football, Liverpool is known throughout the world for doing things differently.

    The Albert Dock, right next door, was revolutionary in its day, the first of its kind.

    Today it’s home to Tate Liverpool and The Beatles Story, both showcases for groundbreaking creative talent.

    Up on Prince’s Dock you can find the Liverpool City Region Local Enterprise Partnership.

    It has a vision to make the city region a global manufacturing hotspot with the smartest networks, talent, technology and investment.

    So Liverpool is synonymous with innovation.

    And if businesses are going to thrive in the global markets of the 21st century they have to embrace that spirit themselves.

    That’s what this session is all about.

    Over the next few weeks, each day will end with ‘Blue Skies’.

    It’s an opportunity to hear from some of the great creative thinkers from all kinds of different fields.

    The people who, as George Bernard Shaw put it, “dream things that never were; and say ‘why not?’”

    There’s the first sailor to complete a non-stop solo circumnavigation.

    The politician who ended apartheid.

    The extreme adventurer who’s all set to become the fastest woman on water.

    Thinkers and dreamers, sure.

    But most important of all do-ers.

    They’re the kind of people you’re going to be hearing from at Blue Skies.

    And they’re the kind of people I want to be hearing from as Business Secretary.

    My door is always open to blue sky thinkers who can help British industry thrive in the years to come.

    Because Liverpool has long been inspiring the world.

    And in the 21st century I want Britain’s manufacturers to do the same.

    Thank you.

  • Sajid Javid – 2016 Speech on Manufacturing

    CBI Conference

    Below is the text of the speech made by Sajid Javid, the Secretary of State for Business, Innovation and Skills, in Sheffield on 19 May 2016.

    Master and Mistress Cutler.

    Lord Lieutenant.

    High Sheriff.

    Lord Mayor.

    My lords, ladies and gentlemen.

    Let me start by thanking the Senior Warden for being so forthright in his remarks.

    I always knew Yorkshiremen were direct!

    But I was genuinely interested in what John had to say.

    Because I’m not just here tonight to talk.

    I’m here to listen.

    After all, good friends are open and honest with each other.

    And I hope that, 20 minutes from now, you’ll appreciate that I’ve been candid with you too.

    I know that might not be easy for all of you.

    I can think of a few reasons why not everyone in Sheffield will be delighted to hear from me this evening!

    For one thing I’m a proud member of the Conservative Party.

    It’s OK, you can boo if you want.

    I’m also a big fan of the late Lady Thatcher.

    When she spoke at this dinner 33 years ago she was greeted by 2,000 protesters being held back by mounted police.

    It was one of the warmer welcomes she received in the north of England!

    But if all that wasn’t bad enough, I have one more sin to confess to the good people of Yorkshire.

    I come, originally, from a distant, foreign land.

    A place many of you will find strange.

    A little primitive.

    Even a little scary.

    That’s right.

    I’m a Lancastrian.

    I was born under the Red Rose, in Rochdale.

    And the highlight of my year as Secretary of State for Sport was walking out from the pavilion at Old Trafford.

    For that, I can only beg your forgiveness.

    More than 400 years ago, calligrapher Peter Bales wrote that “for a good knife … Sheffield is best”.

    That was back in 1590, half a century before the Cutlers’ Feast became an annual event.

    Yet even then Sheffield’s name was forged into the public imagination as a byword for quality in manufacturing.

    In 2016 that’s still the case.

    The companies represented in this hall tonight are some of the finest engineers and metalworkers not just in Yorkshire or Britain but in the world.

    But that doesn’t mean Sheffield itself has remained unchanged for half a millennium.

    Ask many young people what this city means to them and they won’t mention heavy industry at all. They’ll talk about the offbeat nightclubs. The Devonshire Quarter. Warp Records.

    Business leaders will talk about the cutting-edge R&D and world-class universities.

    Elite sportsmen and women will tell you about Ponds Forge or the Olympic Legacy Park.

    Sheffield’s story has always been one of regeneration, reinvention and renewal.

    Not forgetting the past or ignoring it, but building on it.

    Learning from it.

    Shunning conventional wisdom and focusing on what works.

    That’s what makes this city so successful.

    That’s what makes your businesses so successful.

    And at risk of blowing my own trumpet, that’s what’s made our government’s support for industry so successful too.

    That’s why I was slightly puzzled by the Senior Warden’s suggestion that Britain is crying out for an industrial strategy.

    Because we already have one.

    You can argue about what it should contain, what it should seek to achieve.

    But you can’t deny that it exists.

    My department has had a fully functioning industrial strategy for several years now.

    Working with business we’ve taken real action to put in place the strategic support that British industry needs.

    We’ve set up the Aerospace Technology Institute.

    The Advanced Propulsion Centre.

    The Automotive Investment Organisation.

    The Infrastructure and Projects Authority.

    Today I visited the Advanced Manufacturing Research Centre, which we’ve supported with hundreds of millions of pounds.

    There’s the Nuclear Industry Council and the Offshore Wind Investment Organisation.

    We’ve launched Catapult Centres, Innovation Centres and Catalyst Funds.

    A short walk from Cutlers’ Hall stands the headquarters of the British Business Bank.

    That is what an industrial strategy looks like.

    And the results are clear to see.

    Manufacturing employment is up.

    Manufacturing exports are up.

    Manufacturing output is up.

    All that in the face of an intensely competitive global market.

    So I believe in industrial strategy all right.

    I just think one that delivers growth and jobs is better than one delivers stagnation and decline.

    And that applies to ALL industries, not just a chosen few.

    Sheffield is still a manufacturing city in the UK’s manufacturing heartland.

    But it’s also a city of vibrant, thriving cultural industries.

    It’s home to a rapidly growing tourist industry.

    To a retail sector that, from Meadowhall to Fargate to Division Street, employs tens of thousands of people.

    And all those sectors deserve our support too.

    So the old industrial strategy’s closed shop has been replaced with an open door.

    We’re still supporting the 11 key sectors Vince Cable identified, that’s not changed.

    But I’m not going to ignore a multi-billion pound part of the economy simply because its name’s not on the list.

    Britain’s business leaders deserve a strategy as wide-ranging as the economy you serve so well.

    A strategy of deeds, not words.

    And that’s exactly what you’re getting from this government.

    We’re cutting Corporation Tax to the lowest level of any major industrialised nation.

    So more of your hard-earned profits stay right here in Yorkshire rather than being sent off to Whitehall.

    We’ve raised the investment allowance to its highest-ever permanent level.

    So you don’t get penalised for putting money back into your businesses.

    We’ve lifted thousands of smaller companies out of Employer National Insurance Contributions.

    So you don’t get taxed for creating jobs.

    We’ve passed the Enterprise Act, cut billions of pounds of red tape and protected funding for science technology, innovation and the future of manufacturing.

    And we’re continuing to take serious, sustained action to support the British steel industry.

    Of course, there are some things no national government can do.

    We cannot change the global steel price.

    But that doesn’t mean we’re standing by and doing nothing.

    We were the first government to implement new guidelines making it easier for the public sector to buy British steel.

    We have paid out tens of millions of pounds to compensate energy intensive industries, and we will be exempting them from renewable policy costs.

    We’re working hard to help Tata find a buyer for its strip products and speciality steel division – I was at Stocksbridge just today.

    We’ve made it clear that we’ll offer financial support to help secure a deal.

    And, despite what some political point-scorers would have you believe, we are consistently fighting for British steel in Europe.

    I pushed for and secured an emergency meeting of the EU Council to co-ordinate a continent-wide approach.

    I secured flexibility over new emissions rules so that steel companies aren’t faced with even higher bills.

    I have led calls for the speeding up of trade defence investigations.

    And I have repeatedly supported tariffs on unfairly traded steel.

    All have led to a significant drop in Chinese imports.

    I’m not a fan of tariffs and duties.

    I certainly don’t believe in protectionism.

    But I’m even less keen on unfair trading.

    And where the rules of the free market are being flouted, I won’t hesitate to step up and demand action.

    Because I am a Business Secretary who is not afraid to fight for British industry.

    Yes, I believe in the transformative power of capitalism.

    Yes, I believe in free markets.

    But, unlike some, I’m not bound by ideology.

    I’m interested in doing what works, even if it means government stepping in to help.

    That’s why I’m proud to have introduced the National Living Wage.

    That’s why I’m proud to be introducing the Apprenticeship Levy.

    And that’s why I’m proud to play a role in creating a Northern Powerhouse.

    I’m committed to it, and the government is committed to it.

    It’s not just rhetoric.

    It’s not just some short-term marketing campaign.

    It’s a serious vision for the future of the North.

    And it’s a vision that we’re working hard to turn into reality.

    For too long, the north was neglected by successive governments.

    As a result, productivity is lower than average.

    Skill levels are lower.

    In the region that gave the world the railways, transport infrastructure has been allowed to decay.

    Repairing that damage will take time.

    It won’t happen overnight.

    But we’re in this for the long-haul.

    Last autumn we pledged to invest £13 billion in northern transport over the course of this Parliament.

    Sheffield will be connected to Britain’s new high speed rail network, linking this great city to its counterparts in the north, south and Midlands.

    One of the National Colleges for High Speed Rail will be based in Doncaster.

    Last year I took 50 companies to Singapore and Malaysia in the first-ever Northern Powerhouse overseas trade mission.

    It was a huge success, helping employers from across the region build business links that will pay off for years to come.

    Now the Senior Warden raised the Master Cutler’s forthcoming trade mission to Canada.

    I can promise that I’ll be looking into that. What we can still do to help, both before you set off and once you’re on the ground.

    It’s the kind of project the government should be supporting.

    And it’s exactly the kind of thing we have supported in the past.

    Since 2012 we’ve offered financial assistance to at least 3 South Yorkshire International Trade Forum trips.

    Back here at home we’re investing £14 million in Sheffield’s Advanced Wellbeing Research Centre.

    We’re investing £11 million in tech incubators here and in Manchester and Leeds.

    £250 million will help support the region’s Centre of Nuclear Excellence.

    More than £300 million is coming to the Sheffield City Region through the local growth deal.

    There’s £8 million to build the digital infrastructure that all 21st century businesses rely on.

    £14 million for the Enterprise Zone at Markham Vale.

    All this is possible because we believe that government should be investing in business, not in more government.

    That we can’t go on spending and borrowing, manufacturing nothing but an ever-larger public sector.

    That we cannot and should not leave a huge burden of debt for our children and grandchildren to pay off.

    That’s why I told my department to find £350 million of savings over the next 5 years.

    I want BIS to be leaner.

    I want it to be more efficient, more flexible, more focussed, just like the businesses it serves.

    I want us to be spending money where it can really make a difference.

    Those £350 million savings are being found in lots of ways.

    We’re cutting our headcount related to operating expenses by up to 40%.

    We’re halving the number of public bodies.

    And we’re reducing our number of offices.

    The proposal to close our Sheffield office is one part of that.

    This hall is full of business leaders.

    You know that no employer ever takes pleasure in proposing redundancies, however necessary they may be.

    It’s painful, it’s difficult.

    And it’s certainly not a reflection of the quality of work being done at St Paul’s Place.

    Nor is it a sign that we’re turning our backs on the north and hunkering down in London.

    Even if all of the proposed restructuring goes ahead, more than 80% of BIS staff will still be based outside the capital.

    We’re also reducing the size of our London footprint, both in terms of office space and headcount.

    Above all, we’re doing more with less so that we can really focus on what matters most.

    Delivering for businesses across the country, across Yorkshire, and right here in Sheffield.

    But the Northern Powerhouse has never been just about investment in infrastructure.

    It’s about giving the people of the north the tools they need to succeed, and the freedom they need to do so.

    Nobody knows this part of the world better than you, and nobody is better-placed to build a better future for it.

    That’s why a core plank of the powerhouse is devolution.

    Next year the people of the Sheffield city region will vote for their first ever directly elected mayor.

    Breaking down barriers between counties, cities and local authorities, allowing the people of the region to come together and work together to deliver success.

    London, Bristol and Liverpool have been revolutionised by single elected mayors.

    Now it’s your turn.

    Of course, it’s not the only vote that’s coming up.

    As you may have noticed, there’s the small matter of the EU referendum to deal with too!

    As the Senior Warden said, the uncertainty is already causing problems for businesses here in Sheffield.

    That’s something I’m hearing from businesses right across the UK.

    But if on the 23 June we vote to leave the EU, we won’t wake up the next morning and find the uncertainty has evaporated.

    British businesses will be looking at years of it while we unpick existing trade agreements and negotiate new ones.

    I spent enough time in business to know that uncertainty, doubt and fear stops investment and kills jobs.

    That’s the last thing Sheffield needs right now.

    I recognise that the EU is a long way from perfect.

    I share the Senior Warden’s concerns about the gold-plating of directives, something I’m personally leading the fight against in Whitehall.

    So I’m certainly not some born-again Europhile.

    But I do love British business and British industry.

    I want them to succeed, I want them to thrive.

    And that’s why I’d urge you all to head to the polling stations next month and vote for Britain to remain a member of the European Union.

    Master Cutler, in centuries past this feast used to go on for up to two weeks.

    I can’t imagine what that did to local productivity levels!

    But times have changed, and I fear I’ve already spoken for too long.

    So let me finish by saying this.

    These are exciting times for Sheffield.

    And I’m not just talking about Wednesday making the play-off final!

    Thanks to your ceaseless efforts and this government’s unstinting support, the number of jobs in and around Sheffield has risen by 60,000 since 2010.

    More people are working, fewer are claiming benefits.

    The city region has got more productive.

    More than 20,000 young people have started an apprenticeship.

    The challenges facing business are many.

    However, Sheffield is responding by doing what it has always done.

    Adapting, innovating, doing things nobody else can do.

    And as long as you do that, as long as you strive to succeed through honest endeavour, I will be proud to stand alongside you.

    I will do everything I can to help nurture and support that success.

    And I will always be ready to listen.

    300 years ago Sheffield steelworkers kept trying to take their trade secrets and set up shop on the continent.

    I’m told the company spent a small fortune stopping them.

    But the fact is that Europe and the world wanted the ideas and the products that only Sheffield could produce.

    That’s what made ‘Made in Sheffield’ a badge of honour in the first place.

    And that’s why this city continues to thrive today.

    So I’m not going to stand here and say “Sheffield was great and can be great again”.

    Because I know that Sheffield IS great.

    And together we can make it greater still.

    My lords, ladies and gentlemen: “The manufacturing industries of Hallamshire”.

  • Sajid Javid – 2016 Statement on UK Steel Industry

    CBI Conference

    Below is the text of the statement made by Sajid Javid, the Business Secretary, in the House of Commons on 11 April 2016.

    All of us are by now familiar with the perfect storm of factors that has led to the global price of steel collapsing during 2015.

    But for all the economic challenges we face, the real tragedy is a human one.

    Over the past 11 months I’ve visited steelmaking communities right across the UK.

    They’re very different plants in very different places.

    But one thing unites them.

    The pride and dedication of the highly-skilled people I meet.

    All they want is to be able to carry on doing what they do so well.

    And I’m doing everything I can to help them do just that.

    I’ll talk first about Port Talbot.

    Since becoming Secretary of State for Business I have been in frequent contact with the senior management of Tata.

    This includes several meetings with the group’s chairman last year and this.

    Several weeks ago Tata told me, in confidence, that they were seriously considering an immediate closure of Port Talbot.

    Not a sale, a closure.

    That would have meant thousands of hard-working men and women could already be out of a job.

    Thousands more would be facing a bleak future.

    I was not prepared to let that happen.

    In the days that followed, I worked relentlessly to convince Tata that it was in everyone’s interests to keep the plant open and find a new buyer.

    I also made it very clear that the government is totally committed to supporting and facilitating that process.

    This work paid off.

    Last month Tata announced its intention to sell the plant and its wider UK assets rather than close it.

    Since then, I have continued to meet with its executives here and in Mumbai.

    I’ve been joined in this by my Right Honourable friend the Secretary of State for Wales.

    And we’ve secured assurances that Tata will be a responsible seller, and will allow appropriate time to find a buyer.

    The formal sale process begins today.

    I’ve been in contact with potential buyers, making clear that the government stands ready to help.

    This includes looking at the possibility of co-investing with a buyer on commercial terms.

    And we have appointed E&Y to act as financial advisors on behalf of the government.

    Commercial confidentiality means I cannot go into detail about ongoing discussions.

    However, I will update the House as soon as it is appropriate.

    And let me just thank the First Minister of Wales for all his work so far.

    His support in these talks has been invaluable.

    I’ll turn now to Tata’s Long Products division.

    I’m sure all members will join me in welcoming today’s news of a conditional agreement between Tata and Greybull.

    It’s an agreement that protects jobs and minimises the cost to taxpayers.

    We’ve been closely involved in the sale process from day one, including making a commercial offer on financing if required.

    And we’ll continue to work with them to get the deal done.

    Moving on to Scotland, on Friday we saw Liberty House receiving the keys to 2 Tata mills in Motherwell and Cambuslang.

    It’s a great result for the people of Scotland, and the Scottish government deserves thanks for helping to secure it.

    And finally, since January the global price of steel has started to recover, although it is still a long way from its pre-crisis peak.

    So there has been some positive news for Britain’s steelmakers.

    But our support for the industry and its supply chain continues.

    The Steel Council, which met for the first time early last month, is bringing together government and industry to find solutions.

    We’ve been working closely with the unions.

    And let me take this opportunity to thank Community, in particular, for its positive, constructive approach.

    We’ve taken action on power.

    £76 million has already been paid to steelmakers to compensate for high energy bills, and we expect to pay over £100 million this year alone.

    We’ve taken action on procurement.

    New rules make it easier for the public sector to buy British.

    And we’re leading calls for EU action against unfair trading practices.

    We voted in favour of anti-dumping measures on wire rod and on steel pipes in July and October last year.

    And we voted in favour of measures on rebar and cold-rolled products in February this year.

    These measures are having a real effect, with rebar imports from China down 99%.

    However, we’re still looking at ways of improving the EU tariff mechanism so we can help the steel industry without harming other sectors.

    I’m happy to hear any suggestions that Honourable Members have on that front.

    And let me make one thing very clear.

    We have repeatedly demanded and voted for tariffs on unfairly traded Chinese steel, and we will continue to do so.

    Mr Speaker, I would love to stand here today and declare the crisis over.

    To say that not one more job will be lost in Britain’s steel industry.

    That’s not a promise I, or anyone in this chamber, can make.

    But I can promise this.

    This government has consistently done all we can to support Britain’s steel industry.

    And that will continue.

    We know there are no easy answers.

    The challenges facing the industry are vast.

    Too many jobs have already been lost.

    Where that has happened, we have worked to ensure nobody is left behind.

    For example, we have committed up to £80 million to help those affected by the closure in Redcar.

    And we stand ready to support any steel community facing redundancies.

    But that’s something I am doing everything in my power to prevent.

    Britain’s steel industry is a vital part of our economy.

    I want to secure its long-term future.

    I want to see ‘Made in Britain’ stamped on steel used around the world.

    And I want to protect the jobs of the skilled men and women who work in the industry.

    The people of Port Talbot, of Scunthorpe, and of steelmaking communities across the UK deserve nothing less.

  • Sajid Javid – 2016 Speech on Apprenticeships

    Below is the text of the speech made by Sajid Javid, the Business Secretary, at the Shard in London in 14 March 2016.

    Thanks Lizzie.

    As a minister I give a lot of speeches at a lot of venues.

    Normally they’re in dull conference centres or anonymous lecture theatres.

    So this is really something else!

    I’m a bit worried everyone’s going to be concentrating on the view rather than on what I have to say. Although I’m sure some people would call it a welcome distraction!

    I’m not a big guy, either, so this a rare opportunity for me to look down on Nick Boles!

    He’s down there somewhere…

    The whole of London is spread out below us.

    I can see everywhere I’ve worked in this great city, from the Square Mile to Westminster.

    And when you were staring out of the windows before the event began, you could see all those tiny little trains and buses snaking their way through the capital.

    They’re carrying millions of people on their way to work, to school, to university.

    And thousands more young Londoners will be on their way to an apprenticeship.

    Now for too long, apprenticeships were seen as a second-best option.

    A safety net for kids who didn’t make it to A-levels or university.

    But we know that’s not true.

    We know apprenticeships are real jobs, paying a real wage and providing a real education.

    We know they’re an excellent way for young people to gain the skills they need to compete and for employers to develop the leaders of tomorrow.

    Some of the apprentices travelling to work down below will be heading to Google, or Burberry, or Pinewood Studios.

    Others will be on their way to Nestle and John Lewis.

    Further afield they’ll be clocking on to maintain giant jet engines at Rolls Royce, or to build Typhoon fighters at BAE.

    Today we’re joined by Starbucks, Greene King, Deloitte, Prezzo, Fortnum & Mason and Goldman Sachs.

    And all of them will be announcing significant plans to take on more apprentices of their own.

    Apprenticeships are an incredible opportunity for people who want to achieve incredible things.

    And that’s why this government is giving them the respect they deserve.

    In the last Parliament we saw more than 2.5 million people start apprenticeships.

    In this one we’re going to create at least 3 million more.

    Think about what that means.

    Millions of young people unlocking a new career.

    Millions of young people gaining the experience, qualifications and business knowledge that can take them anywhere.

    Millions of young people learning the skills they need to rise to the top of the 21st century jobs market.

    And think about the hundreds of thousands of employers who will benefit.

    The successful companies that can plug a skills gap with British workers rather than looking overseas.

    The small businesses that can take on and train up the new staff they need in order to grow.

    I mention small businesses for a reason.

    Many larger employers have already recognised the benefits of offering apprenticeships.

    But too many small and medium-sized firms, the backbone of our economy, are still missing out.

    So I’m pleased to see the National Apprenticeship Service working closely with groups such as the Federation of Small Businesses and the British Chambers of Commerce.

    In turn, they’re asking their members to make a commitment to apprenticeships.

    And together we’re showing how every business, no matter how small, no matter how niche, can see a real return on investment when they take on an apprentice.

    Larger employers, meanwhile, are getting set up for the new Apprenticeship Levy.

    It’s going to arrive next year and I know there’s been a bit of concern about this.

    Some people see it as an extra tax, an extra burden.

    But it’s really nothing to be afraid of.

    For starters, it will only affect the very biggest companies, those with a pay bill of £3 million or more.

    That’s less than 2% of employers, those at the very top.

    I know how hard it is to run a small business, how many demands you face.

    How the last thing you need or want is someone from the government turning up with another bright idea!

    But if that’s you, don’t worry – you’re not going to be affected by the new levy at all.

    And if you ARE in the top 2%, I don’t want you to worry either!

    The levy is simply a straightforward way of funding the increase in high quality apprenticeship training.

    It will be set at 0.5% of your pay bill and will be collected via PAYE.

    Control of the money it raises will be put in the hands of employers, so they can use it to deliver the training they need.

    There won’t be someone sat in Whitehall handing out grants or telling you how to spend it.

    And if you’re really committed to training you’ll even be able to get back more than you put in.

    The whole thing will be managed and run through the Digital Apprenticeship Service.

    But it’s a lot more than an online bank account.

    Through the service, employers will be able to choose an apprenticeship training course, choose a training provider, even find the right candidate to take on.

    And in future, all employers of all sizes will have access to the service – regardless of whether they’re big enough to pay in to it.

    Of course, if you’re paying for something you want to know it’s worth the money.

    It would be easy for us to hit our 3 million target by piling up cheap but useless training courses.

    But that’s not going to help employers or apprentices.

    We need apprenticeships that are relevant, challenging and fit for purpose.

    And we need them to be respected, valued, and held in esteem by employers, individuals and wider society.

    In short, we need apprenticeships that we are all proud of.

    That’s why quality has always been more important to us than quantity.

    That’s why we’re protecting the term ‘apprenticeship’, so cowboy operators can’t use it.

    And that’s why we’re creating an Institute for Apprenticeships.

    The Institute will support the development and delivery of high quality apprenticeship standards and assessment plans.

    It will act as the guarantor of quality in the system. It will do this entirely independently of government.

    And it will be up and running by around this time next year.

    I grew up on Stapleton Road in Bristol, which a tabloid once dubbed ‘Britain’s most dangerous street’.

    Sure, it wasn’t exactly salubrious, but the people I knew around there weren’t bad, or lazy, or stupid.

    More often than not they just lacked the opportunities that many take for granted.

    My school careers advisor told me I should set my sights no higher an entry-level job at Radio Rentals.

    But he didn’t say that because he thought I could learn a trade and get qualifications.

    He was just telling me what kids from Stapleton Road were expected to do.

    We didn’t go to university – we simply left school at 16 and got ourselves a low-paid, low-skilled job.

    In 2016, I’m not prepared to tolerate that attitude.

    Every young person has the potential to succeed, and everyone should have the opportunity to succeed.

    This Apprenticeship Week, I want to see government and business come together to make that happen.

    I want us to deliver high-quality, employer-led training.

    I want us to create the highly skilled workforce Britain needs.

    And I want us to give ALL of Britain’s young people the opportunity they need to rise to the top.

    Thank you.

  • Sajid Javid – 2016 Speech on Iran

    Below is the text of the speech made by Sajid Javid, the Secretary of State for Business, Innovation and Skills, in London on 9 March 2016.

    Good morning everyone.

    I’d like to start by thanking Lionel for inviting me to come and speak today.

    It means a lot to me for 3 reasons.

    First, because Iran offers all kinds of exciting and intriguing possibilities for British business.

    Second, because I feel a slight connection with Iran – Javid is, after all, a Persian name.

    I’m told that it means ‘eternal’, which is a good thing if you’re a politician who has got to be re-elected every 5 years!

    And third, because I can’t tell you how happy it makes me to talk about something other than the EU referendum!

    Twenty-five years ago and straight out of university, I suddenly found myself working in the New York HQ of Chase Manhattan Bank.

    I’d only ever been on a school coach trip to Paris before that, and suddenly here I was – a Bristol boy working in the Big Apple.

    The USA was actually quite a culture shock for me.

    For starters they had more than 4 TV channels!

    But since then work – first in finance and in then in government – has repeatedly taken me around the world.

    I’ve been to plenty of familiar western places, but also lots of emerging markets and frontier economies too.

    And if there’s one thing that’s taught me it’s that the familiar and the safe are all well and good.

    But that if you really want to find new opportunities, you have to step outside your comfort zone.

    A culture may be hard to get your head around, but the greater challenge brings with it greater rewards.

    So if Britain is going to continue to thrive as a trading nation, we shouldn’t just engage with the easy and familiar trading partners.

    Regardless of how June’s referendum goes, our future lies beyond the usual suspects and our traditional Anglophone allies.

    We can’t afford to stick with what we know.

    We have to secure new markets for British goods and services, and attract new sources of investment.

    Which, of course, brings us to Iran.

    Now I know that, just a few years ago, the idea that the UK and Iran could co-operate on anything, let alone trade, would have been seen as quite fanciful.

    But the past is the past.

    Economic sanctions have been lifted.

    Our embassy has reopened.

    And Iran’s nuclear programme is under international supervision.

    The time is now right to build stronger commercial ties between our 2 nations.

    Persia is of course the cradle of civilisation, the place where the modern world began.

    The people there have been trading for centuries.

    The bazaar at Tabriz, I’m told, dates back to at least the 13th century.

    But more than that, modern Iran is home to an economy that some people believe will grow faster than China this year.

    It’s home to a potential market of almost 80 million people.

    And it’s home to an almost unlimited range of opportunities for British businesses.

    Now I’ve already made sure that UK Trade and Investment, our export promotion agency, is providing support and assistance to British companies that want to do business in and with Iran.

    They will be playing an important role in the months ahead, both here at home and in through our Tehran embassy.

    UK Export Finance, our export credit agency, reintroduced cover to support exports to Iran the moment that sanctions were lifted.

    And earlier this morning, it announced that it has signed a memorandum of understanding with Iran’s export credit agency, the Export Guarantee Fund of Iran.

    The 2 organisations have committed to promoting the financing of contracts and projects involving exports between our nations.

    Now partnerships such as this will help British businesses seize the opportunities that economic re-engagement brings.

    And it will give them the opportunity to play a part in realising Iran’s plans for rapid economic and infrastructure development.

    But to really build those ties that bind, to really get to know a country, there’s no substitute for going there in person.

    I visited Iran myself back in my Deutsche Bank days.

    I took home a couple of beautiful paintings.

    One of them still hangs on my wall, up in my bedroom.

    But I also came back with a sense of Iran’s history and its potential.

    Of the appetite that local traders have for doing business with the rest of the world.

    So today I’m delighted to announce that I plan to personally take a UK trade mission to Iran later this year.

    It will see some of our leading companies seeking out new opportunities across the country.

    And it will give me the opportunity to talk face to face with Iranian officials and with Iranian business men and women, so we can remove some of the remaining barriers to trade between our countries.

    Obviously not all of those barriers are located in Iran.

    Even though many EU sanctions have been relaxed or lifted, there is still a certain reluctance to engage.

    It’s particularly true in the financial sector, where multinational banks have to worry about regulations in a host of countries that they operate in.

    And let me reassure everyone here that ministers and officials across Whitehall are working with their international counterparts to resolve these problems.

    There remain areas where the UK and Iran disagree, of course, and areas where we would like to see change.

    But stronger business links are not a sign that such issues are being ignored.

    In fact it’s quite the opposite.

    Trade and industry are part of the solution.

    I want the UK and Iran to have the kind of relationship where you can discuss issues by being frank and open with each other.

    And trade opens doors.

    It provides a platform on which to build diplomatic relations.

    It creates influence and leverage when it comes to negotiation.

    And it builds a bulwark against political instability.

    Last year our embassy in Iran reopened.

    Last month, we received the first bilateral visit from an Iranian foreign minister in well over a decade.

    Just 2 weeks ago, we started offering a full visa service out of our visa application centre in Tehran.

    Relations between our 2 countries are thawing.

    Suspicions are being dropped.

    And the flow of people and ideas is beginning again.

    I want British business to be at the forefront of this new wave.

    I want the people of Iran to see for themselves what British industry looks like, and how it can make a very a real difference to their lives.

    For a thousand years British traders have reached out around the world and travelled where others feared to tread.

    As Iran opens up to the west, I want Britain in pole position.

    And I will be doing everything I can as Business Secretary to make it so.

    Thank you very much.

  • Sajid Javid – 2016 Speech at British Chambers of Commerce

    Below is the text of the speech made by Sajid Javid, the Secretary State of Business, Skills and Innovation, at the British Chambers of Commerce on 3 March 2016.

    Good morning everyone.

    Let me start by saying it’s a real pleasure to be here.

    Over the past year I’ve spoken at least half a dozen local Chamber of Commerce events, everywhere from Westminster to Birmingham to Durham.

    At this rate I’m not quite going to make it round all 52 chambers before the next election!

    But I know that with a membership of 100,000 companies employing almost 5 million people, there’s no better way to take the pulse of British industry than to talk to the BCC.

    As far as I’m concerned, you really are the voice of business in this country.

    Now the name of this session is ‘New Dawn or Back to the Future’.

    So in that spirit let’s hop into our DeLorean, get up to 88 miles per hour and travel back in time to 1978!

    I’m a 9-year-old schoolboy in Bristol, with a full head of thick, dark hair.

    A short walk from here, in Downing Street, Prime Minister James Callaghan is, just about, clinging on to power.

    One of his administration’s final acts is to throw more than £50 million of taxpayers’ money at the creation of an American carmaker. The DeLorean Motor Company. In return for the government covering half of the company’s start-up costs, DMC bases itself in Northern Ireland.

    But construction of its factory is plagued by delays.

    The cars themselves quickly win a reputation for being poorly made, overpriced and unreliable.

    Fewer than 10,000 are ever built.

    And after just 4 years the company goes bankrupt – taking a thousand jobs and a vast pile of taxpayers’ money with it.

    In the end, DeLorean provided the world with 2 things.

    The basis of Doc and Marty’s fictional time machine.

    And an all-too-real case study of what government involvement in business should not look like.

    You see, nobody knows business like business.

    And politicians who use taxpayers’ money to try and pick winners or take over private companies almost inevitably end up with egg on their face.

    That’s why my approach to industry is very different to many of my predecessors.

    I’m not singling out one industry or sector or company and trying to force it to be a success.

    I’m working to create the conditions in which all businesses can thrive.

    Now before I say more about that, let me address an important issue.

    Because the media silence on this issue has been deafening, but you may have heard there’s a referendum coming up on the European Union!

    Later this year we’re going to have a referendum, and we’ve all had to think hard about the decision we’re going to have to make.

    I, personally, have no time for ever-closer political union.

    But I accept the UK does well from being part of a 500-million strong single market.

    I see the benefits of the many trade agreements that have been negotiated by Brussels in the 4 decades since we joined.

    And I recognise that it could take many years to replicate that position following a British withdrawal.

    Since the Single Market was launched it has added more than £200 billion a year to the EU economy in today’s prices.

    However, regardless of whether we vote to stay or go, one thing is clear.

    In 2016 we can’t afford to only trade with the close and the familiar.

    The world is too big, the international marketplace is too diverse to simply stick with our neighbours on the continent or our Anglophone allies in North America.

    But on this incredibly important issue, my mind is made up.

    It’s about head v heart and I thought with my head: for businesses, jobs and growth, remaining in the EU is the best answer.

    Now at the start of this year, John Longworth had a very simple request for government.

    He wanted to see deeds, not words.

    Action, not reviews.

    Decisions, not dithering.

    Well, John, I like to think that’s exactly what we’ve been doing!

    We’ve already delivered the lowest rate of corporation tax in the G7, set the investment allowance at its highest ever permanent level, and lifted thousands of people out of employer National Insurance contributions.

    And in the previous Parliament we gained a unique distinction.

    We became the first government in recent history to reduce overall levels of regulation.

    Between 2010 and 2015 we cut £10 billion of red tape.

    The World Economic Forum says the UK has the lowest burden of regulation in the G7.

    And the proportion of businesses saying government regulation is a barrier to success fell from 62 per cent in 2009 to 51 per cent in 2014.

    But that’s still too high.

    So today I can tell you that we’re going to reduce the regulatory burden still further.

    Under the Small Business, Enterprise and Employment Act, all governments are required to publish and report on their performance against a business impact target (BIT).

    That’s the value of deregulation they hope to achieve, and how they plan to measure it.

    This morning, we’re publishing a BIT of £10 billion.

    That’s right – we want to cut the cost of regulation by another £10 billion.

    It’s an ambitious target not just because of its size, but also because of its scope.

    For the first time ever, the BIT doesn’t just cover the impact of legislation.

    It also includes the way statutory regulators enforce existing rules.

    Rather than being allowed to hide behind red tape, they’re going to have to look at the cost to business of the way they work.

    We’re also introducing a new rule for government departments.

    In the last Parliament we introduced a policy called ‘One in, two out’.

    It meant that every time a new regulation that cost money to comply with was introduced, the government had to remove or modify existing rules with double the cost to business.

    For every 1 pound of regulatory burden we created, 2 pounds worth had to be removed.

    Today I can announce that we’re upgrading that to ‘One in, three out.

    If departments want to bring in new regulatory costs for things that weren’t in our manifesto, they will be expected to find savings worth 3 times as much.

    This won’t be easy to achieve.

    But it will certainly focus the minds of policymakers.

    It’s very easy for a Whitehall bureaucrat to come up with an idea that looks great on paper and, with the stroke of a pen, place a huge extra burden on businesses.

    But if that same civil servant has to also find ways to remove 3 times as much red tape, they’ll think twice before putting new regulations in place.

    We’re also bringing departments, regulators and businesses together for a rolling programme of Cutting Red Tape reviews.

    The first 3 of these reviews, covering waste, energy and adult social care, are being published today.

    And you’ll be pleased to hear that they’re not just languishing on the dusty shelves of Whitehall.

    They’re being used to implement real change.

    So John, while we have brought you reviews, we have also brought you action!

    For example, the waste review found that delays and unnecessary burdens associated with the environmental permit system cost legitimate businesses millions of pounds a year.

    By the end of this month, the Department for the Environment, Food and Rural Affairs will publish revised guidance that makes the whole process a lot less burdensome.

    The energy review revealed that existing rules led to some businesses being charged for both generating and storing energy.

    That cost one company alone, for example, £10 million extra a year.

    Following the review, the Department of Energy and Climate Change is now consulting on whether to update the regulations, a move that could benefit consumers, businesses and the environment.

    And the adult social care review found that care homes in England have to deal with inspections by local authorities, clinical commissioning groups, the Care Quality Commission, their local fire service, the Health and Safety Executive, and independent organisations like Healthwatch.

    Over the course of a year that’s 1 inspection every 8 weeks! And they often involve the same people being asked the same questions.

    As a result, the Department for Health and the Department for Communities and Local Government are putting in place a new action plan.

    It will make co-ordination between all those bodies the norm rather than a novelty.

    Finally, I am today launching a root and branch review of the way local authorities regulate businesses.

    For many businesses, especially smaller ones, your local council is the arm of government you have the most contact with. And it can also be the source of a huge amount of troublesome red tape, much of it built up over many years without being properly reviewed and updated.

    The review’s findings will be shared right across government, going to all relevant departments and regulators.

    And its aim is to agree a set of reforms, covering both legislation and enforcement, that will reduce unnecessary costs and burdens on business.

    It all comes down to my fundamental view that government should stand behind business rather than in your way.

    That regulation should provide necessary protection for consumers, for employers, for employees, without making it harder for you to make a living.

    I grew up above the family business. I spent most of my adult life working in business. I know just how hard it is to make a business work.

    And how that task gets infinitely harder when you have to deal with petty, pointless bureaucracy.

    That’s why I’m different to many previous Business Secretaries. Because I trust you to get on with what you do so well. I don’t believe that you need someone from the government peering over your shoulder all the time.

    I know that the vast, vast majority of British businesses are run by responsible, hardworking men and women who know their jobs much better than I do.

    You deserve a regulatory regime that’s fit for business and fit for the future. And with me, that’s exactly what you’re going to get.

    Thank you.