Tag: Speeches

  • Oliver Dowden – 2024 Statement on Emirates Telecommunications Group Company PJSC

    Oliver Dowden – 2024 Statement on Emirates Telecommunications Group Company PJSC

    The statement made by Oliver Dowden, the Deputy Prime Minister, on 26 January 2024.

    The UK Government has approved the Strategic Relationship Agreement between Vodafone and e&. Using the National Security & Investment Act it has put in place proportionate measures to address any potential national security concerns.

    The UK is rightly a magnet for global investment and, in this spirit, the Act is entirely country-agnostic.

    Where investment might impact the UK’s national security – for example through the acquisition of certain technologies or infrastructure – we will work with investment partners to minimise any risk. As part of our Critical National Infrastructure, telecoms is one such sector. Vodafone is also a particularly important company for the UK Government given its critical functions, including as a key partner in HMG’s Cyber Security Strategy.

  • Bim Afolami – 2024 Speech at Bloomberg

    Bim Afolami – 2024 Speech at Bloomberg

    The speech made by Bim Afolami, the Economic Secretary to the Treasury, on 25 January 2024.

    This building and indeed this city, but this building in particular, reflects the UK’s commitment to openness, competitiveness and innovation in financial services and the significant role that financial services can play in growing our broader economy, and there’s been a great deal of talk in recent months about this.

    Since 2010, the British economy has seen the third fastest growth in the G7 faster than France, Germany, Italy, Japan. It is clear that our long-term underlying growth rate needs to rise in order for us to deliver prosperity, lower taxes and more effective public services.

    And it’s right then, that our long-term plan for this country’s growth is our commitment to openness, competitiveness and innovation writ large.

    That’s why we’re cutting taxes, to ensure hard work is rewarded, and to allow businesses to take long, firm decisions and investment in R&D.

    That’s why we’ll continue to reduce our national debt, to fight inflation and deliver affordable mortgages for working people.

    That’s why, through investment, we will ensure that our supply of homegrown, clean, affordable power is matched by home grown teachers, doctors and nurses.

    Because since the beginning of 2023, we’ve seen real progress. Inflation and borrowing costs have fallen with inflation more than halving, our economy has bounced back, outperforming the forecasters, outperforming many of our European neighbours, and our national debt continues to fall.

    I know that all of you, not just in Bloomberg, will continue to monitor our progress closely. But today I want to focus on the role that our capital markets can play in building our economy for the future. Rising to our economic challenges and achieving Britain’s economic potential.

    Well, the first thing we should say is, well, what are we talking about? What are capital markets? Why do they matter? They play a key role in our economy because by allocating capital, facilitating investment, growth and job creation, they create investor returns. And those investors are not just international conglomerates. They’re British businesses. They are British people. And all of this drive’s activity across the economy.

    London in particular, is an international powerhouse with a foreign exchange market three times the size of the American one. The derivatives market 50% bigger than the American one, all of which helps to make us a global hub for investment.

    Now, I have, this Chancellor, this government, we’re not the first to recognise the potential of capital markets to grow the British economy in the 1980s, Nigel Lawson’s reforms, the Big Bang suspect, so to speak, unlocked the UK’s capital markets.

    However, in recent years they have lost some of the dynamism for which they became well known in that generation. We in this country have not been immune to the global shift away from public equities to private equity.

    According to a recent paper by McKinsey, total private market assets under management have grown at an annual rate of nearly 20% since 2017, which was the first year I was elected to parliament.

    But between 2015 and 2020, London accounted for only 5% of global IPOs, and the number of listed companies in the UK has fallen by about 40% from as recently as 2008, the year of the financial crisis. Now those, I’m sure you agree, are sobering figures. And we take that on, and we know that we need to change them. But to change them, we must first understand what’s driving them.

    A large part of this story is the success of New York across the pond. Over the past five years, the FTSE 100 increased by 12%, while the S&P 500 increased by 81%. Nasdaq has been very successful in attracting new listings, especially big tech firms. There, American home grown American tech firms like Apple, Meta and Alphabet.

    And interestingly, if you remove the seven big tech companies from the S&P 500, the gap in performance is not anything like as wide as one thinks. Indeed, at one point in time, and this is quite an interesting fact, at one point in time, Apple alone out valued the entire FTSE 100. And we are also seeing greater competition from smaller EU exchanges such as Amsterdam.

    It’s true however, there has been a broader trend over the past decade or so of a change in British investor behaviour, with domestic British investors shifting away from investing in UK equities and moving beyond our shores. Why has that happened?

    My thinking after speaking with I don’t know how many people in the last few weeks a month since taking this job. Is that our approach to capital markets must carefully balance appropriate regulation with investors’ appetite for risk. And our post 2008 approach has focused too much on the former and not enough on the latter. In part that reflects the culture mindset of the government and our regulators.

    Now, as many of you may know, I’ve spent some time in this office and beforehand making the case for the importance, the importance of risk in our society. And I pushed against the modern trend across the whole Western world. It’s not just Britain. Pushed against the modern trend to seek to eliminate all risk, which has only accelerated after the Covid pandemic.

    Now, look, this is an understandable, but it’s a deeply damaging instinct. We have to move faster. Yes, with speed limits and controls. But accepting that innovation and growth cannot come and an entirely risk free environment.

    As I argued in my remarks to the FT banking summit, which was, I think, the first public statement I made in this post. There is no point us in the UK having the safest graveyard.

    Through a journey of root and branch reform. We need to move from a risk off to a risk on outlook, to move from a complacent incumbent mindset to an insurgent one, whilst recognising the challenges that we face because it’s only through measured and purposeful risk taking that we can deliver progress, economic growth and a capital markets renaissance.

    Here’s what we’ve already achieved. Here’s what we’ve already done. First step on our reform journey was to properly diagnose the problem that started in earnest in 2020, the end of 2020 with my very good friend Lord Hill. The UK Listings Review, which built consensus across government and the industry on how to boost IPOs and capital raising on UK markets.

    Then 2021 Mansion House, our then Chancellor, now Prime Minister mapped out our destination and he said he wanted a more open, competitive, technologically advanced financial services sector. And he launched the Wholesale Markets Review to consider how we could use our newfound regulatory freedoms to make UK markets more competitive. So having diagnosed the problem, next came our solutions.

    Reforms progressed across all areas in our legislation and regulatory regimes, but also in the culture and mindset of government and regulators. On the legal and regulatory front, we have passed a huge act, the new Financial Markets and Services Act 2023. This delivered the Wholesale Market Review’s most urgent changes, and as a result, firms can now trade in the most liquid market and get the best price for investors.

    We’ve also set statutory growth and competitiveness objectives for our regulators, established the new Regulatory Complaints Commissioner, Rachel Kent, who is here in the front row. So, she is, to ensure that regulators are fully accountable to market participants as well as accountable to consumers. And we’ve worked hand in hand with industry to carefully review every single aspect of our rulebook.

    Now, this issue is very close to my heart. As the former chair of the Regulatory Reform Group in Parliament, which I set up. I’ve long been a critic of the accountability gaps in our regulatory system and the disproportionately anti-growth mindset of many regulators.

    However. As my thinking has evolved over time, I’ve come to understand the responsibility that politicians have, not just regulators. Politicians from all parties. We as politicians must take a lot more responsibility for this. We created the system and incentives that the regulators operate in, whilst often blaming them for not acting fast enough on an issue of consumer harm, and then staying silent when industry complains about an ever more complex and costly rulebook.

    This culture of risk aversion has been very present in politics as much as it has been present in the regulatory state, and this must change. So be in no doubt. While I’m closely monitoring how the new system breaks down and closely monitoring how our regulators take on this growth and competitiveness objective that we have given them.

    I will act and we will act further if we don’t see a sensible shift in our regulators toward more pro-growth mindset. At the same time, I want to lead a cultural shift within our politics and within our politicians. More immediately, we are taking forward a host of new initiatives like the Digital Security Sandbox, which will test the use of distributed ledger technology in trading and settlement. That’s just one of the huge range of reforms coming up stream. The results of these reforms is that after three and a half years, we are now within sight of making the UK’s public markets match fit again.

    But you and I know we must go further to fully deliver on the promise of our capital markets. The regulatory and legal reforms are a necessary but not sufficient condition. So let me tell you about the steps that we are taking now to go further, because we’re supporting companies through every stage of their investment life cycle.

    First, we will ensure that companies can scale up effectively so that they are primed and ready for listing. To do this, we are establishing a world first, a new class of exchange, which will allow private companies to raise capital on an intermittent basis.

    Now, the private intermittent securities and capital exchange system. And this came across my desk and I said, guys, this isn’t going to work. I don’t even understand what that is. So, what I did was I played around with the acronyms with the words, and we’re going to call it Pisces. Pisces for short will be established before the end of this year.

    The Pisces platform will give private companies better access to UK capital markets, break down the artificial regulatory cliff edge that exists between the public and private markets. This development will allow us to take advantage of the structural shift that I was discussing earlier to private markets, rather than suffer from.

    Secondly, we want to ensure that when companies choose to list, when they do that, the process of doing so is as frictionless as possible. And as I’ve now taken the UK’s new prospectus legislation through Parliament in recent days, the FCA can now complete their entire rewrite of the prospectus regimes rulebook to deliver on the recommendations from the Lord Hill reforms and indeed the Mark Austin reviews. This will boost the operating environment for our capital markets in two principal ways.

    First, by increasing the pool of investors in participating capital raises and enabling firms to raise larger sums of capital more quickly and more easily.

    Finally, we want to ensure that once listed companies are matched with the best investors for their offering, we will achieve this by taking forward Rachel Kent’s Investment Research Review recommendations.

    We aim to revive the research market, which has been damaged in recent years, by delivering more efficient and accurate pricing, in particular for small and medium sized businesses, whilst attracting a more diverse range of investors, including retail investors.

    And I’m not going to have any more time to list some of our wider initiatives, like Charlie Gatlin’s Accelerator Settlement Taskforce, which will upgrade our back office operations for the 21st century by moving from a T2 to a T1 settlement, or our form of Solvency II which were released 100 billion pounds of investment into our economy.

    But given present company that, of course, seeking a balance of risk and reward, I’m prepared to make a bet with you about our future delivery of these reforms and then make a bet with you. This is dangerous. The Mansion House 2024 will mark substantial progress in all three of the investment lifecycle stages that I’ve set out today.

    First, the FCA’s new listing rules will consolidate our dual segment structure into a simpler single listing segment. And that would have narrowed the gap with our international competitors. I am confident that as part of this transition, the FCA will engage with firms who want their IP to benefit from our new regime, ensuring that the UK IPO pipeline is ready for action.

    Secondly, we will be well on our way by Mansion House midway through this year to delivering the regulatory framework for Pisces by the end of 2024.

    And finally by taking forward Rachel Kent’s IRR recommendations, the Investment Research Review recommendations, we will allow much more investment research to be produced in this country on smaller, mid-cap British businesses giving more information to investors, particularly retail investors.

    Now, why am I so confident in this agenda? Well, partly that’s just because that’s an occupational hazard of being politicians. But in all seriousness, I’m confident in this agenda. I’m saying it to all of you today because it’s underpinned by our commitment to where I started to openness, competitiveness, growth, dynamism, innovation in financial services. That is not for financial services. It is for the British economy as a whole.

    Now, I know, or at least I hope very strongly that the people in this room share those values. When they are properly applied, they will have an impact far beyond financial markets. After all, the Big Bang improved the lives of millions across this country. And I’m confident that when we have delivered our capital markets renaissance, those will too. Thank you.

  • John Glen – 2024 Speech at the Institute for Government’s Annual Conference

    John Glen – 2024 Speech at the Institute for Government’s Annual Conference

    The speech made by John Glen, the Minister for the Cabinet Office, on 23 January 2024.

    Ladies and Gentlemen, it’s a pleasure to be here with you all today.

    I would like to start by thanking the Institute for Government for hosting this event. In particular, thank you to Dr Hannah White for her engagement leading up to it. I enjoyed your blog and the recently released Whitehall monitor.

    Today, I want to outline the next steps of civil service reform and how I will build on my predecessors’ work to make the Civil Service a lean, keen and productive machine.

    But, before I look to the future, I would like to look to the past.

    Modernisation and reform have always been a crucial part of the Civil Service.

    In fact, the modern Civil Service was born out of a report f- as I’m sure many of you know – from 1854, one that argued the case for urgent reform.

    The Northcote-Trevelyan Report focused on creating a permanent Civil Service based on integrity and honesty.

    Now, I’m paraphrasing here, but the report ends by stating: “Our priorities are, to provide efficient public servants, to foster merit, to overcome the fragmentary nature of the service”.

    To get the best people to encourage good work, to improve the structures of central government.

    It could have been written yesterday, but actually next month that report celebrates its 170th anniversary.

    I think these priorities will speak to the public’s concerns. They want a public service that is easy to navigate, one where the best people are in the right jobs, where their lives are made easier by Government decisions.

    It’s these priorities that I will discuss today and how I will seek to help the Civil Service to achieve them.

    Recent Change & Future Challenge

    Now, the size of our Civil Service has always shifted.

    It shrunk following the financial crisis after 2010, in 2016, it grew to deliver Brexit and it grew in 2020 to respond to the pandemic.

    It’s clear that if the world changes, the Civil Service must change, too. And this is right – the public would expect an adaptive and agile service, one that can respond to the big challenges facing the country.

    Just think of the Furlough scheme, the AI Safety Summit, or all the work that’s gone into making us one of the highest performing education leaders in the world, these are significant achievements worth remembering.

    It is also worth remembering the range of roles in the Civil Service.

    They make up our government departments, agencies and public bodies, but they’re also the people who translate policies of politicians into action.

    They work incredibly hard but crucially hard work does not always equal great productivity.

    We must improve to keep pace with innovation in the private sector. For too long, productivity in the public sector has not been a high-enough priority, we have thrown more people at our biggest challenges, but have more to do to embrace the potential of technology and innovative ways of working.

    As a recent Chief Secretary to the Treasury, I know that public finances are tight, they are always tight. Having established the Public Sector Productivity Review, I focused on squeezing every pound to deliver for taxpayers and I carry that focus with me in my new role in the Cabinet Office.

    I know how important it is that the Civil Service cracks its productivity puzzle, because doing so will open the door to greater productivity across our entire public sector.

    We can only afford a Civil Service that embraces innovation, especially when we consider the challenges ahead.

    Demand for public services is growing – not just because of the immediate cost-of-living pressures, but an ageing population means we need to carefully consider many of our policies.

    The cost of running Government is also increasing – tech costs more, and Government debt costs more to manage.

    So, we have a public that is rightly expecting more, but it is also costing us more just to stand still.

    As the Minister responsible for Civil Service reform, I am relentlessly focused on its future.

    It is clear we have to do more with less, but I don’t think it’s about cutting corners.

    It’s about being more productive. It’s about encouraging the best possible performance. It’s about bringing our people with us, to embrace the possibilities that modernisation brings.

    Changes Already Made

    Now, I hope I’m not arrogant enough – 10 weeks into the job – to think I’m the first to recognise these challenges.

    My predecessors have set some fantastic work in motion already – most recently Sir Jeremy Quin, and not least the inimitable Lord Maude and his series of reforms. I was happy to discuss this speech with him yesterday evening.

    The foundation for my work is the Declaration on Government Reform led by Michael Gove in 2021, where all permanent secretaries and the Cabinet agreed a programme of reform.

    It was an ambitious programme focussed on greater efficiency and productivity – and we’ve already made some great progress.

    Like merging 200 legacy IT systems into 5 corporate services.

    And we’ve moved 16,000 London Civil Service roles into cities like Aberdeen, Cardiff, Wrexham and Belfast, making a Civil Service representative of the public it serves.

    That’s all good, but what’s missing?

    For me, there are three areas we can focus on to accelerate Civil Service modernisation: embedding technology, embracing simplicity, and enabling people’s potential.

    Embedding Technology

    So, first, let me turn to technology.

    My vision is that every single civil servant is either actively delivering – or enabled by – digital technology in their day-to-day job, whether that’s eliminating bureaucracy. or coming up with new ideas to support our citizens.

    Much of the focus is on how we in Government use AI, but I am clear that is not an inevitable solution.

    AI will only work if it’s properly embedded, if it’s clear why and how we’re using it, and that civil servants get the right training and support to use it well.

    I’m pleased to say we are already taking exciting first steps to unlock the benefits of generative AI, ensuring that our AI teams are working with industry experts, in order to solve some of the public sector’s most pressing problems.

    Like launching AI pilots to make it easier for people to claim compensation in the case of criminal injury.

    I believe better use of technology allows us to encapsulate everything that I’ve already spoken about: powered by the right people, it will improve how we deliver to the public at lower cost.

    For example: before, if you wanted to sign a mortgage deed, complete a DBS check, or manage your company’s apprenticeship scheme, you had to sign in to each specific Government website, re-enter your personal details again and again and again.

    So, we released a Gov.UK app that uses the One Login system, it’s already been downloaded 4.5 million times, and it has whittled 29 service logins down to just one sign-in process.

    It’s so successful we’re rolling it out to over 100 other services this year.

    It’s a great example of how we can better serve the public especially where they engage directly with public service.

    Embrace Simplicity

    But tech and artificial intelligence are not a one-size fits all solution to our issues, I believe there is a lot we can do by simplifying our processes.

    Inevitably, the Government is – and always will be – a complex organisation. But I fear that now, it’s more complex than it needs to be.

    Complex processes hide inefficiencies, simplifying how we work will make the Civil Service more productive, and will help us improve public services.

    I want to acknowledge the work of my Ministerial colleague Esther McVey, who has come into her new post in the Cabinet Office to root out our inefficiencies.

    She brings a refreshing clarity and analysis to how the Government works, a clarity which I – and the public – truly welcome.

    It was a vision shared by Lord Maude, who also wanted to see improved accountability.

    Today, we are considering ways to improve accountability in the Civil Service, including accountability to ministers.

    The public expect no less, because they too want the processes and services they use to be more straightforward.

    Take Universal Credit, for instance: it replaced a complicated landscape of multiple benefits administered by multiple organisations.

    When we were delivering it, people were complaining it was taking too long, but we stuck to it, and steadily implemented it, and now, five years after its introduction, the change it has brought is remarkable.

    It provided essential support throughout the pandemic rapidly, and will save £650m per year by 2027.

    Now – that was a big idea with big benefits and it didn’t just happen.

    It took the combined effort of civil servants, local councils, politicians and thousands more to make it work.

    I pay tribute to them all, who – over half a generation – have transformed this complex service into a simple and productive one.

    Projects like that demonstrate how our approach to policy development needs to change.

    It needs to prioritise productivity as a goal from the outset, and ensure we are building an evidence base demonstrating which interventions work and which don’t.

    But it’s not just the public-facing work we need to reconsider we also need to re-evaluate the labyrinth of processes that make up the back office of government.

    That means doubling down on the functional reform agenda that Lord Maude began.

    Which is why we introduced functions in 2013 to raise standards of specialist work across government.

    Renewed approaches to functions like commercial, finance and project delivery have delivered £7.8bn in efficiencies just between 2020 and 2022.

    But we need to go further, and actually create a way of doing things that gets things done well and done quickly.

    So let me give you an example of the kind of efficiency I’m talking about.

    Let’s say you’re a new civil servant, and it’s your first day in a Government department.

    You need to get an ID card, but security clearance is a rigorous process, and for some that can take many months, so you get a temporary pass.

    You need a laptop, but I.T. don’t have one available, so you have someone else print out all your induction material, and you remain offline for a while in a very online world.

    It’s now a couple of weeks. Without proper access to the building, you don’t have a laptop and you don’t have an online account, and to resolve each one of these pressing issues, you have to speak to a different person.

    Does this sound productive to you? Of course it doesn’t.

    From launching a job advert to getting that new civil servant sat at their desk, takes – an astonishing average – of up to 115 days.

    We can, we must and we will do better.

    Which is why we are piloting a new model to make one person accountable for this process end to end, making sure that new starters in the Civil Service can start quickly with all their needs met and be productive from day one.

    Enabling People’s Potential

    That leads me on to my final focus for my speech – people.

    Undeniably, people are the Civil Service’s greatest asset, but I believe that the current system is letting us all down and doesn’t enable our staff to achieve their best.

    Complex structures mean that measuring progress can be difficult, our ways of incentivising high-quality performance are limited, people feel like the only way they can progress is to shuffle roles, all leading to dissatisfaction which, of course, results in the Civil Service churn being too high.

    It’s a serious challenge for us – one which the IFG says costs the public nearly £36m a year on recruitment, training and loss of productivity.

    We know that pay isn’t everything for civil servants, but it is undeniable that it is a deciding factor for them to move roles.

    Pay, too, can prevent the external talent the Civil Service desperately needs.
    Only one in five successful Senior Civil Service recruits is external, and vacancy rates for crucial digital and data professionals are at 15%, which undermines our digital transformation ambitions.

    So, my ambition is simple: a smaller, more skilled Civil Service that is better rewarded.

    Its simplicity masks the challenge, however, in implementing it, but I believe the time to make that change is now.

    Which is why I am pleased that we are reviewing our pay framework for digital and data professionals, to ensure these roles can compete with similar roles in the private sector, especially those that will be at the forefront of AI delivery.

    Not only will this attract and retain talent, but it will also save the taxpayer money, with savings of up to £270m by reducing reliance on expensive contractors.

    My message to today’s tech leaders is this: yes, the Civil Service is doing everything it can to compete on pay – but no tech giant, no FTSE100 company, no unicorn anywhere will ever compete with the level of the work you will do in the Civil Service.

    I have been fortunate enough to work in a number of Government departments, alongside many great people and some of them are here today. I’m loathed to name any of them individually, yet the commitment they showed me, the great advice they have given me, and go the extra mile –  all this allowed me to achieve everything I could.

    That environment often comes down to the culture our line managers create, they help improve performance, giving their teams clarity, support and accountability.

    When line management is done well, it is transformational. There are over 100,000 civil servants with line management duties and, if they’re good at their job, this can improve productivity by providing clear expectations, training and support for their teams.

    We also know that standards of performance management can too often vary between teams and departments.

    Staff might not be getting full, honest feedback that helps them address issues, or help them progress their career at the right pace.

    That is why we will be setting out the line management standards we want across the Civil Service and providing the support to managers they need to achieve these.

    Yet, in some cases, consistently underperforming staff can languish in roles, or move between departments without properly addressing the reasons for poor performance.

    In the worst cases, managers can too often feel unable to remove consistently poor performers

    This is a problem that needs a solution, which is why I’m pleased to announce that I will work with Civil Service leaders to review our performance management approach.

    This will build on the best practice already happening across much of the Civil Service and it’s only fair to our staff that we support them with proper, honest management.

    But let me be clear – we are not dodging our responsibilities to deal with bad performance.

    Where there is consistent poor performance in a very small minority of staff, we must take necessary action to address that.

    It’s something which is a cause of real frustration for our civil servants – particularly senior civil servants – some of whom can feel they have to tiptoe around a colleague’s lacklustre performance, or have to work extra hard to make up for it.

    It’s just one of the many things that frustrate them which can be resolved by better management. Another is working from the office.

    There is no denying that there are many benefits to colleagues working all together in an office. People can be more productive, and complex tasks often can be overcome more efficiently.

    I have already set out the expectation for staff to be in the office at least 60% of the time, and I believe that our senior civil servants need to set an example as leaders.

    I want to consider how this expectation can be baked into our management of senior staff, which is why we will be making this distinction clearer for senior civil servants at the start of the performance year.

    Ultimately, I want staff to bring themselves – their ideas, their passion and their dedication – into the office to tackle problems together.

    I’ve already spoken about how we are building a public sector that reflects the society it serves, but I know there have been questions raised on the role of staff networks in supporting that effort.

    Now, I’m sincerely grateful to the work of civil servants to make their profession open and inclusive.

    Staff networks can create collaborative spaces, build a sense of belonging, helping us to work across-departments.

    But, managing these networks should not become a second job.

    I believe we have an opportunity to improve how these networks operate and ensure they do not impact our broader productivity.

    So I have been working with Ministerial colleague Esther McVey to look into how staff networks operate across the civil service, and we will be publishing guidance in due course.

    We must also ensure these networks uphold the Civil Service’s long-established rules on impartiality.

    That’s why we are introducing new impartiality guidance which will support Civil Servants to remain objective when engaging in diversity and inclusion work.

    We must make sure our civil servants can express themselves and maintain the trust and confidence of the public.

    Conclusion

    So, ladies and gentlemen, we have seen – whether it’s in 1854 or in 2024 – our civil servants have the capacity to adapt to the challenges of the day, but we must adapt today to prepare for the urgent challenges of tomorrow.

    Over the next six months, I will address these and other Civil Service priorities, including the use of consultants in the public sector, and the responsibility of public bodies to the government.

    But, for today, I want to reaffirm the kind of Civil Service I want to help create: a Civil Service that can meet the productivity challenge, where the most innovative and inspired minds are called to serve, to stay, and to be successful and fulfilled, where our processes are borne of robust evaluation, where innovation supports how people actually use our public services.

    Our citizens deserve nothing less, and I believe we can do so much more to serve them better.

    Thank you very much.

  • Anne-Marie Trevelyan – 2024 Speech at Asia House Annual Outlook

    Anne-Marie Trevelyan – 2024 Speech at Asia House Annual Outlook

    The speech made by Anne-Marie Trevelyan, the Minister for the Indo-Pacific, at Asia House in London on 23 January 2024.

    It is a real pleasure to be here again for the launch, gosh in a blink of an eye isn’t it, the 2024 Outlook. And it really doesn’t seem like a year since I was standing at this lectern, predicting I think as I was, ‘months of change ahead’. But I wasn’t entirely wrong because it has indeed been a busy year and an awful lot has happened.

    Now we did know even then that we were going to be looking at an unpredictable year, but I’m not sure that any of us would have anticipated the scale of events that has impacted economies over the last year, from the continuing challenges around climate change, to cybersecurity, from the conflicts in Ukraine which continue to create huge strains and of course in Gaza, US-China competition, the really substantial impacts we’re seeing through BRICS expansion and of course the Saudi-Iran deal.

    And not wishing to be a predicter I think 2024 is probably going to be equally unpredictable. As you mentioned we have got elections in 60 countries, over 2 billion people going to the polls. Which is an extraordinary thing when you think about that sort of voice being spoken from citizens across the world. It is actually a global first – from Bangladesh and Taiwan in the last few weeks to India, Indonesia, South Korea, Sri Lanka… our own UK general election at some point, I can give you no insider information, and of course at the end of the year the USA’s Presidential election.

    So I think Lord Green is right to talk about ‘turbulence’ in the coming year. But there will be 2 things that will remain consistent in 2024. One of those is Asian growth, and the other one is the UK’s commitment to be at the heart of that.

    So we’re going to be continuing to seek those deeper partnerships with all these amazing countries across the Indo-Pacific, and with the regional network in partnership with ASEAN, the Indian Ocean Rim Association (IORA) and the Pacific Islands Forum (PIF), amongst others.

    I had the great pleasure to attend the IORA Ministerial in Colombo in October last year, and indeed the Pacific Islands Forum in the Cook Islands in November. I spend a lot of time on planes these days, some of which work better than others. I think what I’ve heard time and again from my counterparts, in spite of their very diverse interests, was a desire for the kind of stable world order that will support economic growth and genuinely allow sustainable development. Because that stable world order in which we can all win that race for climate security, and of course the health security. And a stable world order that gets that prosperity that every country needs back on track.

    Now the Foreign Secretary has called this an ‘age of insecurity’, and that insecurity can fan out both by land and by sea. And of course the recent situations in the Red Sea are a blunt reminder of what that looks like.

    Something that became particularly stark in 2023 is that Euro-Atlantic and Indo-Pacific security are clearly inseparable. Understanding that, and for that reason, that’s why the UK and so many of our partners want to be part of sustaining a free and open Indo-Pacific. Simply put, it is in our interests for the Indo-Pacific to be secure and stable. And it is in the interests of the region’s people to build a free, fair future, where top quality trade rules are respected, trade routes can stay open, data and energies can flow freely, and countries have free choices.

    So the UK’s deployment of HMS Diamond in support of Operation Prosperity Guardian, an international taskforce to protect commercial shipping in the Red Sea and the Gulf of Aden, is perhaps a clear example of the UK’s intent. On maritime security, I’m looking forward to continuing engagement with the AUKUS partnership this year, as well as working with some key Indo-Pacific partners to assure global waters are safer for everyone.

    The UK knows that security and trade will form a virtuous circle in our relationships throughout Asia. In 2023 we saw a number of notable successes for this approach, as we signed our Accession Protocol to the Comprehensive and Progressive Agreement for Trans-Pacific Partnership – CPTPP – that was in July. Now joining CPTPP is going to give UK businesses an extraordinarily exciting enhanced access to the Malaysian market for the first time, and it puts the UK at the heart of a dynamic group of free trading countries, which are in the right place, and at the right time.

    And we of course have our Free Trade Agreements with Australia and New Zealand came into force last year, with an expectation to increase bilateral trade by 53 and 59% respectively over the long term.

    And in May we announced the expansion of British International Investments (BII as it’s known) to the Indo-Pacific, which is going to invest up to £500 million of climate finance. And we’ve also agreed the UK-Singapore Green Economy Framework MoU.

    These are pillars if you like in the UK’s continuing growth and development of that commitment to the Indo-Pacific. More widely in support of regional security and stability, we’ve agreed a Reciprocal Access Agreement with Japan in January last year. The UK is the first European country to agree an RAA with Japan, which is enabling both countries to undertake longer, larger, more frequent and more complex joint exercising. And we are also sharing our cutting edge technology through the Global Combat Air Programme (GCAP for short), to strengthen our deterrence and defence and the signing of the GCAP treaty with Japan and Italy in December was a really important milestone for that.

    We’ve also been strengthening important bilateral relationships, with a new Strategic Partnership with Singapore, and the Downing Street Accord with the Republic of Korea. The Downing Street Accord commits both sides to deeper cooperation on defence and security, on trade and investment, on science and technology and on wider global issues together.

    Now all of these relationships require a degree of trust. Trust that there are certain rules of engagement that the parties agree to follow. 2023 saw an important moment in this regard, as the UK, China and 27 other countries signed the Bletchley Declaration at the AI Safety Summit, to voice our mutual concern at the dangers of unfettered AI development, and to work together on safety research. This work is a cornerstone of the UK’s leadership in digital transformation, as we carve out our role in a new technical world this year.

    2023 also saw publication of the UK Government’s Integrated Review Refresh, which set out the UK’s approach to global threats more widely, as well as our approach to the UK-China relationship. As Permanent Members of the UN Security Council together, each with a powerful global reach, the UK’s relationship with China has enormous potential to overcome some of the greatest global challenges together. So I welcomed China’s attendance at the AI Summit and also the UK-China engagement on climate change at COP28.

    The COVID pandemic taught us that it is prudent to reduce dependencies in our critical supply chains, but we do believe that a positive trade and investment relationship with China is also critically important for both our countries’ interests. So we must maintain open channels to discuss all areas of our relationship, including where we have concerns. That includes the deterioration of freedoms in Hong Kong and the need to preserve peace in the South China Sea and Taiwan Strait. These are matters of global interest. And so following Taiwan’s recent elections, I hope that those on both sides of the Strait will renew efforts to resolve differences through constructive dialogue. It is important that engagement between the UK and China continues to grow throughout 2024, and I am very pleased to be joined here today by our esteemed colleague, His Excellency.

    Looking to the opportunities to come, Outlook 2024 rightly notes the importance of digital transformation to support economic growth. We know that AI and other critical technologies have the potential to transform our societies and improve the lives of millions. So we will build on the AI Safety Summit and continue to spur collective international action to navigate both the opportunities and the risks of this new frontier. We seek to ensure public safety, to drive commercial benefits and to promote values in line with our democratic ideals, assisting businesses in the process.

    On trade, we’ve continued negotiations on our UK-India Free Trade Agreement: a deal to boost our current trading relationship, already worth £38 billion, and we are working to upgrade the UK-Korea FTA as announced during the recent State Visit, to enhance our existing £18 billion trade relationship with South Korea.

    And of course, our ambition is to complete the required domestic procedures to join CPTPP as soon as possible, with the aim of completing that in the second half of this year. This is all before we mention the long-term benefits that membership of CPTPP presents for the UK: that stronger voice to shape global standards in areas like digital trade, more resilience and security in our supply chains, and more opportunities for jobs and growth right across the UK.

    And as Asia House correctly foresees, this will likely be a turbulent year. Therefore, 2024 also needs to be a year of patient diplomacy, as we continue to put in place these long term frameworks that will build the range of partnerships required to protect UK prosperity and security and to support global efforts to tackle those shared challenges. Whether those frameworks are FTAs, defence and security arrangements or innovative approaches to mitigating the impacts of climate change.

    So it is my great honour, as Minister for the Indo-Pacific, and our superb team of Ambassadors and High Commissioners around the world, to understand our partners’ priorities and to respond to them and work with you. We will encourage and work with our brilliant businesses, our investors, our entrepreneurs and their counterparts across the region to maximise these opportunities, for 2024, and for the long-term. Thank you.

  • David Cameron – 2024 Speech at the Holocaust Memorial Day Reception

    David Cameron – 2024 Speech at the Holocaust Memorial Day Reception

    The speech made by David Cameron, the Prime Minister, at King Charles Street in London, on 23 January 2024.

    Introduction

    Your Excellency, distinguished guests, today we honour the 6 million Jews murdered in the Holocaust – humanity’s darkest hour.

    We reflect on subsequent genocides, in Rwanda, Cambodia, Bosnia and Iraq. And we recommit to rid the world of the prejudice and hatred that persists today.

    Let me begin by thanking those who work so hard to support this work, including the Holocaust Memorial Day and Holocaust Educational Trusts, who both do so much to sustain memories and understanding.

    I would also like to thank Ambassador Hotovely for joining me to host today’s event and for her remarks.

    There are lots of days in your life that you remember. I remember the birth of our first child. I remember the death of our first child.

    But there are 2 other days that I will never forget. One was a winter’s day 9 years ago where I had the privilege of visiting Auschwitz.

    It’s an extraordinary thing to go through. And, of course, you are struck by this massive architecture of murder, these famous archways, the mechanics of deaths, the scale of murder.

    But what really hits you is when you see those displays of the luggage, the suitcases piled high. The children’s toys taken from the children before they were killed. The hair taken from those that went into the gas chamber.

    These are things you never forget when you see them. And it’s so important that children have the opportunity today to see first hand what this architecture of mass murder is all about.

    That’s why it’s important to say, ‘never again’ and to hear this testimony. That’s why the work you do is so important.

    But there is another day that I will never forget, and that was the attacks on 7 October last year.

    Not long after the event, I stood in Kibbutz Be’eri. The first thing that strikes me is what a place of peace it is. Built out of nothing in the desert, inhabited by people who went to make a life and a future for themselves and their families.

    But then you go house to house, and you can see the bullet holes in the walls. The blood on the floors. The cupboards where children hid before they were pulled out and murdered in front of their parents. The appalling death and destruction on what was, let’s remember, the deadliest assault on Jewish people since the holocaust.

    And since then, not only have those people had to live with that tragedy. Not only have they had to live with the fact that there are still 130 more hostages in Gaza whose fate we are so worried about and who we want to see released so badly.

    But there has been this upsurge in antisemitism here in Britain as well as elsewhere.

    So, in my view, it has never been more important to say so clearly that we stand with Jewish people. We stand with the state of Israel, We stand with their right to defend themselves as they go through this terrible ordeal with the legacy of the holocaust. And that’s why it’s so important we are gathered here today.

    Diplomacy and freedom

    We gather today in the Foreign Office, with me standing before you as Foreign Secretary, to recognise that diplomacy is a profession dedicated to building bridges. To strengthening alliances. To promoting peace and freedom.

    The Foreign, Commonwealth & Development Office and the Holocaust

    And this is a department with its own history. Today we are all telling stories about this period in history, and I want to tell you a quick story about what this department did.

    Many British diplomats saved lives in the face of hatred and tyranny. I want to share with you one example.

    From 1938, a brave team of Foreign Office and church officials in Vienna took huge risks, provided travel documents and baptismal certificates for Jews who were desperate to cross Austria’s borders to safety.

    Reverends Hugh Grimes and Reverend Frederick Collard carried out hundreds of baptisms every day. Officials led by Thomas Kendrick and George Berry worked around the clock to exploit every possible loophole to issue travel permits and passports.

    It was a dangerous business. Two members of this group – Kendrick and Collard – were harshly interrogated by the Nazis. The Jewish-born verger of Christ Church was sent to Auschwitz, where he died.

    But thanks to the courage of some 25 individuals, tens of thousands of lives were saved.

    Until recently, their devoted efforts were unknown. But the FCDO were determined they should not be forgotten. So last March, relatives of survivors joined us, faith groups and Lord Pickles, in unveiling a plaque at the British Embassy, opposite Christ Church.

    Kindertransport

    British officials also played a role in that great rescue operation led by Jewish organisations 85 years ago.

    That operation saved thousands of children from Nazi persecution in Germany, Austria and Czechoslovakia.

    I’ll never forget meeting one in Number 10 Downing Street when she showed me the little pocketbook that her father had written when she got off her train. It just said, ‘be a good daughter to the country that gives you hope’.

    But while many children found safety here, they paid a high price – the murder of their parents, who were not allowed to accompany them. Freedom, for those children, was indeed fragile, and tinged with what must have been deep and abiding sadness.

    So, we are equally determined this story – in all its complexity – is not forgotten. Last year, during the first State Visit of his reign, His Majesty the King and German President Steinmeier paid tribute at a memorial to the Kindertransport in Hamburg.

    The present day

    I share these stories as we must truly grasp their lessons for today. These are once again dangerous and volatile times. We and our partners must show strength and unity if we are to defend freedom.

    In March, the UK assumes an important mantle, the Presidency of the International Holocaust Remembrance Alliance.

    We will use this opportunity to explore the circumstances of the Holocaust, and highlight the nature of societies that allowed mass murder to take place. And crucially we want to emphasise that these things take place in plain sight, and we must shine a spotlight on all those who had a part to play.

    We want all generations to grapple with the legacy of the past, and recognise its relevance in the present. Because with memory of the Holocaust soon to pass from our living history, we must never allow it to slip from our consciousness.

    After the horrors of 7 October, we must renew our vow – never again. That is our solemn duty – today, tomorrow and always.

    Thank you.

  • Chris Heaton-Harris – 2024 Statement on Public Sector Pay

    Chris Heaton-Harris – 2024 Statement on Public Sector Pay

    The statement made by Chris Heaton-Harris, the Secretary of State for Northern Ireland, on 18 January 2024.

    Today’s strike will be disruptive for people across Northern Ireland. I understand the serious concerns that people across Northern Ireland have about the impact this action will have on vital public services.

    While public sector pay is devolved, the UK Government has offered a fair and generous package worth over £3bn which would address public sector pay and provides more than £1bn to stabilise public services. This will require Ministers being back to work in Stormont so that decisions on governing can be taken in the round.

    I am deeply disappointed that the significant funding offer from the UK Government to address such issues has not been taken up. This package has been on the table since before Christmas and will remain there, available on day one for an incoming Northern Ireland Executive.

    It is regrettable that the NI Parties were unable to come together yesterday to elect a Speaker and restore the executive. The people of Northern Ireland deserve local political leadership from representatives they have elected to govern on their behalf.

    The UK Government has made a significant offer that would help address the challenges facing public sector pay and Northern Ireland’s finances. It is time for the NI Parties to take decisions on how they will best serve the interests of the people of Northern Ireland.

  • Victoria Atkins – 2024 Speech to the Women’s Health Strategy

    Victoria Atkins – 2024 Speech to the Women’s Health Strategy

    The speech made by Victoria Atkins, the Health and Social Care Secretary, on 17 January 2024.

    Thank you so very much everyone.

    Can I just say, I’ve been looking forward to today.

    Because, apologies gents, but I view this as a sort of feminist’s Christmas.

    So, it is a genuine pleasure to be here with you all. I know there are incredible leaders here in what we are trying to achieve in women’s health.

    There are women in this room who are midwives, nurses, doctors, healthcare professionals and leaders.

    There are women who do amazing work through charities.

    There are women who campaign on issues.

    And, of course, there are women here who have told their stories, in public, so that others know that they are not alone.

    And to all of you, I say thank you.

    You are making our NHS a better service for us all.

    And I also want to promise you that I get it.

    Because women’s health and maternity care is one of my top priorities as Health Secretary.

    Because we are more than half the population, and our healthcare matters. Not just to us as individuals, but to our families and wider society.

    Now, as Maria rightly said, we have already come a long way, and transformed many lives by driving forward the Women’s Health Strategy we launched some 18 months ago.

    But together, we can go further still.

    I want to reform our NHS and care system to make it faster, simpler and fairer for all of us – and that includes women.

    Because for me this is personal.

    The NHS diagnosed me with type 1 diabetes at the age of 3.

    So, I have seen the very best of the NHS.

    But I have also seen some of its darker corners.

    One of those darker corners was when I was pregnant.

    As the clinicians in the room will understand, pregnancy with type 1 diabetes can be a very medicalised process. And there came a point in the pregnancy when it became clear that the baby was going to have to be delivered early.

    And so, I was rushed into hospital – and the hospital that looked after me amazingly well simply did not, at that point, have the facilities to look after someone who was both very early in pregnancy, but also with complications.

    And so they put me in a ward with women who had just given birth – literally rushed from theatre – who had had very traumatic experiences.

    And you will understand how deeply worrying – and dare I say it, frightening – it was to be lying in that ward with women who had gone through, frankly, a hellish experience. Who were in agony, who were needing very urgent medical treatment.

    And for me to be there ready to have my baby.

    Looking back, I know that everybody was doing their best.

    But I desperately want to ensure that women who are expecting, and who find themselves needing a bit of extra help are not in that situation, and they’re not facing the fear that I faced.

    So, I absolutely get it.

    And it is very much personal for me.

    But I want to set out some of the policies this year that will help light the way to better health and happiness for women.

    And I’m going to start with a number.

    Two hundred and ninety three.

    From the independent research published last week, that is the number of women who died in pregnancy or within 42 days of the end of pregnancy in the 3 years between 2020 and 2022.

    That number means that 293 families are grieving the profound loss of a mother – who will also be someone’s daughter, partner, wife, sister or friend.

    And their babies who have lived – their loss is indescribable.

    They will never know the warmth of their mother’s cuddle.

    The tinkle of her laughter.

    Or the limitless love that we have for our children.

    Not all of these deaths are linked to poor maternity care, but many will be.

    And this must stop.

    Important, and frankly stark, reviews into maternity services have identified how, why and where mistakes happen and harm is done.

    And in response, NHS England has set out a large programme of work to tackle this through its maternity and neonatal services plan.

    This includes the establishment of 14 maternal medicine networks across England. Which will ensure that women with medical conditions that pre-date, or develop during pregnancy, from cardiac disease to diabetes, all receive the specialist care they need.

    Fairer access to services must be achieved, and underperforming trusts must shape up.

    To achieve this, a Maternity Safety Support Programme is giving underperforming trusts assistance before serious safety issues arise.

    And I will give these and other measures my full backing to support families, and to end preventable maternal and baby deaths.

    Because the birth of a child should be among the happiest moments of our lives.

    And for the overwhelming majority of families, of course – it is.

    We want this for every woman, and every family.

    But this commitment also requires a laser-like focus on birth trauma.

    Some mums endure simply unacceptable care and live with the consequences of that trauma for the rest of their lives.

    Some have told their stories to the media – harrowing experiences of tears, prolapses, operations and agony.

    They’ve done this because they want to shine a light on the impact of such experiences.

    Some of those amazing mums are here today in the audience.

    You deserve our thanks, our admiration and our applause.

    And the importance of women speaking up for other women is demonstrated through the work of my colleague, Theo Clarke, the MP for Stafford.

    Theo suffered a horribly traumatic birth. And when she regained her strength, and returned to work, she called a debate in the House of Commons on birth trauma.

    This was the first debate on birth trauma in the centuries that we have had a Parliament, and this shows some of the journey we still have to travel.

    And when you spoke, Theo, women around the country heard you and responded – sharing their stories too.

    Theo is now leading an inquiry into birth trauma on behalf of Parliament, with the backing of the Birth Trauma Association, and I encourage any mother who has been through a traumatic birth to share their story with this inquiry.

    But I am impatient, and I want to see progress quickly.

    We recognise that pregnancy and birth can take an enormous mental and emotional toll, particularly if a woman has to deal with physical illness too.

    This was demonstrated in the case of a young woman who passed away when extreme pregnancy sickness left her unable to eat, drink or complete daily tasks.

    Thanks to the advocacy of her MP, Sara Britcliffe, and others, specialist maternal mental health services will be available to women in every part of England by March.

    So, thank you Sara, and thank you to all the women who have campaigned for that.

    And we want to take care of the physical injuries caused in traumatic childbirths, which is why we are rolling out comprehensive physical care for those who experience serious tears during childbirth by March as well.

    But sometimes, a simple and thoughtful question is what is needed.

    “Are you ok, Mum?”

    This year, every woman who gives birth will be offered a comprehensive check-up with their GP within 8 weeks, focused solely on her mental and physical health – in other words, asking her whether she’s ok.

    Now, the baby girls born to these amazing women in our NHS will of course grow up into young women.

    For most girls and women, starting our periods is a part of life.

    It’s an extra thing we have to think about. It’s annoying at times, it’s sometimes painful, but it isn’t life-impacting.

    For some girls and women, however, their periods are a time of severe pain and exhaustion which they come to dread because of the impact it has on their lives.

    Painful periods and conditions such as endometriosis can stop girls and women from living their lives to the full – preventing them from going to school or to work, playing sport, from meeting their friends, or even starting a family.

    We are going to hear from Emma Cox later about her work to educate us all about endometriosis.

    But she and I have already met, when in my previous role, I was Financial Secretary to the Treasury.

    Now. in that role, I was responsible for the UK’s tax system. And it tended to involve rather dry discussions about the interpretation of tax law.

    So, after I’d settled in, I decided to bring a little more human into the Treasury – which is a very imposing institution.

    And it turns out that the Treasury can do human.

    Because last year, at the 2 fiscal events, the Chancellor announced the removal of VAT on period pants.

    And also asked the Office for National Statistics to investigate the impact of endometriosis on women’s employment, so that we can find solutions to ensure that we are helping them to live to their full potential.

    This is a groundbreaking piece of work and is part of the government’s commitment to ensuring women can lead full and fulfilling careers.

    And to mark that announcement, I invited Emma and women living with endometriosis into Number 11 Downing Street, so their voices were heard at the very centre of government.

    A few months later as Health Secretary, I am proud that we will build better guidance on endometriosis for healthcare professionals, so they can offer women the right treatment at the right time.

    But periods and pregnancy go together.

    We should also be able to control when and if we fall pregnant.

    We have therefore made contraception more accessible through our Pharmacy First programme.

    From December, oral contraception is now available on more high streets, using our pharmacists to their full potential – making it faster, simpler and fairer for women to access this healthcare.

    We will also roll out long-lasting contraception through women’s health hubs – which brings me onto our next priority.

    We will expand women’s health hubs so that every integrated care system has at least one hub up and running.

    So that women across England will be able to benefit from faster, simpler and fairer comprehensive care for menstrual problems, menopause, conditions such as endometriosis and contraception.

    We will also make sure hubs provide care that meets more women’s needs.

    Whether that’s making it quicker and easier to access long-acting reversible contraception, like coils and implants.

    Or setting up information sessions and consultations to help women understand their menopause.

    Or facilitating smooth and speedy referrals to specialist hospital treatment whenever it’s needed.

    Women’s health hubs benefit women and they benefit our NHS.

    They boost efficiency, they reduce unnecessary hospital referrals and they end the obstacle course of appointments women face to find the care they need.

    This is why we support them, and this is why we are expanding them.

    I have already said that I want to reform our NHS and social care system to be faster, simpler and fairer.

    And that point about fairness is shown shockingly in maternity.

    Black women are almost 3 times more likely to die while giving birth, or shortly after, than white women.

    Women of Asian ethnic backgrounds are 1.67 times more likely to die while giving birth, or shortly after, than white women.

    In modern Britain, this is absolutely unacceptable.

    And I want to thank the Women and Equalities Select Committee for carrying out an inquiry and amplifying this issue.

    We are serious about ending maternity disparities. And I have confidence that we will do this.

    Not only because of the intensive work in the NHS that I have set out, but also because of our unique status on the international stage.

    The world is on the cusp of a healthcare revolution.

    Researchers are discovering answers to the largest and most intractable healthcare issues facing all developed economies.

    The UK is at the front of this race.

    We are genuinely a world leader in life sciences.

    We have the largest life sciences industry in Europe, and businesses around the world are moving to the UK because of the tax and investment regimes we have built over the last decade to encourage them.

    And I am delighted to welcome pioneers in femtech here today.

    But we want to go further and faster.

    So, I am delighted to announce the launch of the first ever Research Challenge, worth £50 million, to tackle maternity disparities from the National Institute for Health and Care Research, the research arm of the Department of Health and Social Care.

    This spring, the call will go out to research teams for their ideas.

    By autumn, they will be innovating together, finding ways to give mums a helping hand before, during and after pregnancy.

    And I am hugely optimistic about what this can achieve. And this is just one of the projects we are funding to improve women’s health.

    Recently, I met 2 inspiring women who have been diagnosed with an aggressive and very difficult to diagnose form of breast cancer.

    Lobular breast cancer accounts for 15% of breast cancers, yet far more research is needed into its symptoms and treatments.

    Thanks to their campaigning, and the support of their MPs Jeremy Quin and Dehenna Davison, we will encourage more research into lobular breast cancer and other under-researched women’s health issues. As well as conditions that affect women and men differently, such as heart attacks.

    So that the symptoms we suffer from are recognised as symptoms that are perhaps different to the symptoms men would suffer from.

    It is precisely because we have such an established system of healthcare and research, with committed workforces and plans for how to meet these challenges, that I am confident about the future.

    We are making long-term decisions to support, strengthen and safeguard the health and wellbeing of women up and down the country.

    And my ministerial colleague and friend, Maria, has done so much to bring about real change for women. From new women’s health hubs to HRT for less than £20 a year.

    She does this while still practising as a nurse.

    So, an enormous thank you to Maria.

    Thank you for everything you do as an MP, and as a minister, and as a nurse.

    But there is another woman I would like to thank as well, our Women’s Health Ambassador, Dame Lesley Regan.

    I know Dame Lesley is raring to do even more than she has already achieved.

    And so, I am very pleased to confirm that we are reappointing Dame Lesley as our Women’s Health Ambassador for another 2 years.

    Thank you, Dame Lesley.

    So, this is our 5-point plan for women’s health.

    Maternity care that every mother can have faith in.

    Better care for menstrual problems.

    More women’s health hubs offering more treatments.

    Improving fairness and tackling inequalities and disparities.

    And more research into the health needs of women.

    In my very first speech as Health and Social Care Secretary, I said I was an optimist.

    And I remain an optimist.

    I’m optimistic about Britain’s long-term future, I’m optimistic about our NHS, and I’m optimistic about what the Women’s Health Strategy can achieve in 2024.

    By working together, we can build an NHS that is faster, simpler, and fairer for women across the country.

    And build a future that is brighter for our children and grandchildren.

    I want to thank you all for helping us achieve this – thank you very much.

  • Chris Heaton-Harris – 2024 Statement at Hillsborough Castle

    Chris Heaton-Harris – 2024 Statement at Hillsborough Castle

    The statement made by Chris Heaton-Harris, the Secretary of State for Northern Ireland, on 15 January 2024.

    Today I have met  representatives of the main Northern Ireland political parties to discuss why it is important an Executive is restored before the clock ticks past 18th of January.

    As you know, at that point, a duty falls upon me to call an election and I will need to decide on various other important matters that require primary legislation in Westminster.

    In my meetings today I emphasised it is now 23 months that the people of Northern Ireland have been without the locally-elected politicians they voted for, taking the decisions needed to tackle the issues faced by people and businesses across Northern Ireland.

    And I outlined the generous financial package offered to the parties before Christmas, worth over £3 billion, that is currently available from day one of a reformed Executive.

    A financial package which provides solutions to many issues raised by the parties, including money that would enable a restored Executive to give public sector workers a pay award.

    I also emphasised that the Windsor Framework talks with the DUP had effectively concluded. I’m pleased to say that we were able to make some further progress last week, and today I have urged all the parties to take the next step and form an executive. It is hard to see any barriers whatsoever to stop this from happening as soon as possible.

    The people of Northern Ireland deserve to have the people they voted for, working for them.

    In recent weeks, we’ve seen strikes across Northern Ireland’s public sector over pay and I know more are planned for Thursday.

    The industrial action taken by the unions will disrupt the lives of many people across Northern Ireland.

    Public sector pay in Northern Ireland is devolved.This is properly a matter for locally-elected politicians who are best placed – and I quote others here – “to tackle the unprecedented challenges confronting citizens…public services, particularly the immediate matter of public sector pay today” in Northern Ireland.

    If an Executive has not been reformed by Friday, then, as I say, I will have various decisions to make and I will set out my next steps in due course.

    To end, I do believe that all the conditions necessary are now in place for the political representatives of Northern Ireland to govern on behalf of the people who elected them.

    It is time for talking and debate to finish. It is time for Stormont to get back to work.

  • Grant Shapps – 2024 Speech on Defending Britain from a More Dangerous World

    Grant Shapps – 2024 Speech on Defending Britain from a More Dangerous World

    The speech made by Grant Shapps, the Secretary of State for Defence, at Lancaster House in London on 15 January 2024.

    Thirty-five years ago, Margaret Thatcher gave a short speech here in Lancaster House.

    She spoke of her optimism about the changes taking place between East and West. Barely two weeks later the Berlin Wall fell.

    It was the dawn of a new era. Existential threats were banished. And a new global feel good factor spread to Defence.

    This was the age of the peace dividend. The notion that while our defences should be maximised at times of tension they could be minimised in times of peace.

    Conflict didn’t disappear of course. But with no great power menacing the continent, peace gave the impression of being just around the corner.

    Yet, not everyone got the memo. In fact our adversaries were mobilising.

    The belligerent autocratic state was making a comeback – having got away with the illegal annexation of Crimea in 2014, Putin launched his brutal invasion of Ukraine eight years later.

    And as Russia continues its illegal campaign in Ukraine, China is assessing whether the West loses its patience.

    Today, Russia and China have been joined by new nuclear, and soon to be nuclear, powers.

    North Korea promising to expand its own nuclear arsenal.

    And then there is Iran, whose enriched uranium is up to 83.7%, a level at which there is no civilian application.

    Back in the days of the Cold War there remained a sense that we were dealing with rational actors.

    But these new powers are far more unstable, and irrational.

    Can we really assume the strategy of Mutually Assured Destruction that stopped wars in the past will stop them in future, when applied to the Iranian Revolutionary Guard or North Korea?

    I am afraid we cannot.

    Particularly since there is now another new worrying consideration: Our adversaries are now more connected with each other.

    For example, we have seen how Iranian proxies are causing havoc from Israel to the Red Sea.

    That Russia has what the two countries describe as a “no limits partnership” with China – with whom they conduct regular joint exercises.

    Meanwhile, Putin is relying on Iranian drones and North Korean ballistic missiles to fuel his illegal bombardment in Ukraine.

    With friends like these, the world is becoming more dangerous and has done in recent years.

    But the other threats that plagued the start of the 21st century haven’t gone away.

    The spectre of terrorism and threats from non-state actors, as October 7 showed, still haunts the civilised world.

    Put it all together, and these combined threats risk tearing apart the rules-based international order – established to keep the peace after the Second World War.

    Today’s world then, is sadly far more dangerous.

    With the UN reporting that we are facing the highest number of violent conflicts since the Second World War.

    Now some argue these threats are not existential to the UK.

    And yet, what happens elsewhere, quickly happens here.

    In the past few years we’ve seen terror attacks on the streets of London, attempted assassinations in Salisbury, theft of Intellectual Property, attempted interference in our political processes, a cost-of-living crisis, brought to you by Putin, that’s hurting families here at home.

    And now, our trade. 90 per cent of which comes by sea, is the target of terrorists.

    Proving that not only do our adversaries have the intent to target us but they have a widening array of weapons with which to wreak havoc.

    In our online world our adversaries don’t need to jump in a tank board a sub or strap into a fighter jet to hurt us.

    Cyber warfare simply means hacking into our networks and watching the economic carnage unfold.

    Last year, almost a third of businesses in the UK suffered a cyber breach or attack. And the total cost to the UK economy runs into billions.

    We know significant numbers of these attacks come from Russia and China where they are also developing satellite killing technology, capable of degrading us from space.

    Even mass migration can be cynically used against us as a weapon of war, as Poland, Norway, and Finland have been experiencing.

    In other words, nation states plus non-state actors with greater connections between them plus more creative weapons all adds up to more trouble for the world.

    Over the last decade this government has made great strides to turn the Defence tanker around.

    The refreshes of the Integrated Review and Defence Command Paper have been instrumental in ensuring Britain is defended in this more dangerous world.

    We’ve uplifted our defence spending – investing billions into modernising our Armed Forces and bringing in a raft of next generation capabilities, from new aircraft carriers to F35s; from new drones to Dreadnought submarines; from better trained troops; to the creation of a national cyber force.

    And when the world needed us, we have risen to the moment.

    Giving Ukraine our unwavering support and galvanising others to their cause, including with our biggest ever funding package, announced last week.

    Taking action, we work to stamp out the global ambitions of Daesh.

    We’ve acted at the forefront of global responses to maintain regional stability after October 7th by sending a Royal Navy Task Group, a company of Royal Marines, surveillance planes and lifesaving aid to Gaza.

    And taking a lead role within global forces to protect freedom of navigation in the Red Sea.

    Not only that but we’ve strengthened Britain’s place in the world with expanded partnerships from the Gulf to the Indo-Pacific.

    We’re playing a major part in stirring the West into a renewed commitment to defence, using our 2014 NATO summit in Newport to bring Alliance nations together to stop the rot, by committing to spending 2 per cent of GDP on Defence.

    Today, for the very first time this government is spending more than £50bn a year on Defence in cash terms, more than ever before.

    And we have made the critical decision to set out our aspiration to reach 2.5% of GDP spent on defence.

    And as we stabilise and grow the economy, we will continue to strive to reach it as soon as possible.

    But now is the time for all allied and democratic nations across the world to do the same.

    And ensure their defence spending is growing.

    Because, as discussed, the era of the peace dividend is over.

    In five years’ time we could be looking at multiple theatres involving Russia, China, Iran and North Korea.

    Ask yourselves – looking at today’s conflicts across the world – is it more likely that the number grows, or reduces?

    I suspect we all know the answer – it’s likely to grow. So, 2024 must mark an inflexion point.

    For Ukraine, this will be a year when the fate of their nation may be decided.

    For the world, this will be the greatest democratic year in history with nearly half of the world’s population going to the polls.

    And for the UK it must also be a moment to decide the future of our national defences. The choice is stark.

    Some people, especially on the left, have a tendency to talk Britain down.

    They believe Britain can no longer have the power to influence world events.

    That we should somehow shrink into ourselves and ignore what’s happening beyond our shores.

    I passionately believe these unpatriotic, Britain belittling doom-mongers are simply wrong.

    Their way would lead us sailing blindly into an age of autocracy. So we must make a different choice.

    And the history of our great island nation shows us the way.

    Britain has often accomplished the seemingly impossible before. Our history is littered with moments when we faced down the threat and triumphed.

    But looking ahead, we are in a new era and we must be prepared to deter our enemies, lead our allies, and defend our nation.

    In terms of deterrence, it’s about the UK gaining a strategic advantage over our enemies.

    The foundation of that advantage is, of course, our nuclear enterprise.

    At a time of mounting nuclear danger, our continuous at sea deterrent provides the ultimate protection.

    And that’s why we are spending around £31bn to bring in next generation Dreadnought submarines and upgrade our deterrent.

    In a more contested world, we need to bring that same goal of deterrence to our conventional forces – so we have made modernisation a critical priority.

    Taking the long-term capability decisions we need to transform our Armed Forces into a formidable deterrent.

    Enabling them to maintain the UK’s strategic advantage and empowering them to be able to deliver the outcomes we need in multiple theatres at once.

    The growing success of that work was powerfully shown last week when, in less than 24 hours, the UK was able to both take action to defend ourselves against the Houthis and uplift our support to Ukraine to new record levels.

    If Putin thought we’d be distracted by the events in the Middle East then last week, because of the long-term decisions this government has taken, his hopes were surely dashed.

    In a complex world, no nation can afford to go it alone, so we must continue strengthening our alliances so the world knows they cannot be broken.

    Defence is in many ways the cornerstone of our relations across the world.

    Our world leading Armed Forces, cutting-edge industrial base and willingness to support our allies is the reason why Britain is the partner of choice for so many.

    And among our partnerships, NATO remains pre-eminent. 75 years after its foundation, today NATO is bigger than ever.

    But the challenges are bigger too.

    That’s why the UK has committed nearly the totality of our air, land and maritime assets to NATO.

    But, in 2024, I am determined to do even more.

    Which is why I can announce today that UK will be sending some 20,000 personnel to lead one of NATO’s largest deployments since the end of the Cold War, Exercise Steadfast Defender.

    It will see our military joining forces with counterparts from 30 NATO countries plus Sweden, providing vital reassurance against the Putin menace.

    Our carrier strike group will be out in full force, with our magnificent flagship HMS Queen Elizabeth leading the way.

    And flying from her decks will be the fifth generation F35 lightning jets, accompanied by a fearsome phalanx of frigates, destroyers and helicopters.

    We’ll also have a submarine patrolling the depths and one of our Poseidon P8 aircraft conducting surveillance from the skies above, and more than 400 of our brilliant Royal Marines will be training in the Artic Circle, contending with some of the toughest environments anywhere on the planet.

    On land, we’ll be deploying over 16,000 soldiers, led by our 7th Light Mechanised Brigade Combat Team which superbly led our recent response in Kosovo.

    All of which, makes this our largest deployment of land forces to NATO for 40 years.

    But NATO is only part of our rich tapestry of partnerships.

    And this government has taken bold decisions to embark on the partnerships we need to defend ourselves from a more dangerous world.

    We are rapidly building our AUKUS partnership.

    And last month I signed our Global Combat Air Partnership (or GCAP) with Japan and Italy.

    These projects are not just about building nuclear powered subs, sixth generation fighter planes, and innovating in all forms of Defence.

    They are about sharpening our strategic edge so we can maintain our advantage over our adversaries.

    They are precisely the deep relationships needed to preserve national and regional security.

    And they’re emblematic of the way we will work in the future.

    But it’s not enough to deter. We must lead. Standing up for our values around the world.

    And Ukraine is a test case.

    This year, its future may well be decided.

    Valiant Ukrainian warriors have had incredible success pushing back invading Russian forces, retaking 50 per cent of the territory stolen by Russia, opening up a maritime passage in the Black Sea.

    But the West must not let them down.

    British leadership has already had a galvanising effect.

    We’ve convened some 10 countries to help Ukrainians train here in the UK.

    And today I can announce that our programmes have now trained over 60,000 Ukrainian troops since Russia launched its invasion of Ukraine in 2014.

    Last month, I launched a new maritime coalition with Norway to defend Ukraine’s maritime flank.

    Since then, over 20 partner nations have joined that coalition.

    But the international community cannot let this support slip.

    Putin believes the West lacks staying power.

    And since the future of the world order is at stake, we must prove him wrong.

    Rewarding his war with victory would only increase the risk of escalation.

    Not only because he’s hell bent on rebuilding the Russian empire.

    But because it would signal weakness to other would-be aggressors.

    That is why on Friday the Prime Minister signed the historic UK-Ukraine Agreement on Security Cooperation.

    The start of a 100-year alliance that we are building with our Ukrainian friends.

    It sees us increasing our military support to £2.5bn – taking the total of UK military aid to more than £7bn. With even more gifted directly from the UK’s equipment inventory.

    £200m will be pressed into producing and procuring thousands of drones, including surveillance and long-range strike drones.

    This continues the UK’s proud record as a leading donor – always being the first to get Ukraine exactly what they need.

    The UK was the first to provide Ukraine with weapons training, the first to provide NLAW anti-tank missiles, the first to give modern tanks, the first to send long range missiles.

    Now we will become the largest provider of drones too.

    These will be manufactured here in the UK in tandem with international partners, helping to enhance our unmanned vehicle capabilities at home too.

    But our new agreement with Ukraine is about so much more than money.

    It formalises our support in everything from intelligence sharing and cyber security to medical and military training.

    And it sees us taking the first giant step towards a century long partnership.

    Britain understands that the battle in Ukraine is existential, it proves there is no such thing as an isolated conflict.

    And that to shore up the international order, we must be able to act globally.

    So, just as we were there to help evacuate British citizens from Sudan last year, just as we are working with partners to ensure the territorial integrity of our Commonwealth ally Guyana, we have also been a critical part of the US-led international operation to protect freedom of navigation in the Red Sea and the Gulf of Aden.

    Some 15 per cent of the world’s shipping passes through these narrow shipping lanes.

    But the Houthis have persistently violated the law by menacing commercial vessels in the region.

    In the Red Sea we have seen how our brilliant Royal Navy had to act to defend itself against the intolerable and growing number of Houthi attacks.

    And earlier this month the world sent a very clear message to the Iranian-backed Houthis.

    End your illegal and unjustified actions. Stop risking innocent lives. Cease threatening the global economy.

    We could not have been clearer with our warnings, which they chose to ignore.

    And enough was enough.

    So last Thursday, the Prime Minister and I authorised RAF precision strikes using four RAF Typhoon FGR4s and supported by two Voyager air refuelling tankers.

    The result is the Houthis have been dealt a blow.

    Our decisive response in the Red Sea and our uplift in support for Ukraine offer a direct blueprint for how the UK must continue to lead in the future.

    Offering our unwavering support to our allies, and in times of struggle galvanising global responses to any malign actor seeking to break the rules based international order, and acting decisively when the moment calls for us to defend ourselves.

    So, deter and lead, which brings me to the final essential element of being prepared. Defending our nation.

    If we are to defend our homeland, we must ensure our entire defence eco-system is ready.

    Firstly, we must make our industry more resilient to empower us to re-arm, re-supply and innovate far faster than our opponents.

    There’s a huge opportunity here for British industry.

    The UK has long been a by-word for pioneering technologies.

    We gave the world radar, the jet-engine and the world wide web.

    We’ve not lost that spark of creativity.

    On the contrary, today the UK is one of only three $1 trillion tech economies.

    But just imagine what we could do if we managed to better harness that latent inspiration, ingenuity and invention for the Defence of our nation?

    Just think about the game-changing tech we could supply to our brave men and women.

    From the pilots ready to scramble at a moment’s notice to the soldiers protecting NATO’s flanks from Putin’s fury.

    To the sailors deployed across the seven seas to secure our prosperity.

    To our absolutely essential Royal Marine Commandos, without whom we could not properly defend our nation.

    To those you will never see and never know but who are out there, giving their all, on your behalf.

    They are the cornerstone of our defence and we owe them an unimaginable debt of gratitude.

    Which is why my commitment to getting them what they deserve is iron cast.

    After all, our greatest resource has always been the men and women who work tirelessly to protect our great nation.

    But to defend our nation from the increasing dangers of tomorrow, they must have what they need to do the job.

    That’s why this Conservative government has always and has already taken vital steps to increase defence spending, approving the largest sustained increase in defence spending since the Cold War – injecting a further £5 billion last year to replenish our stocks and modernise our nuclear enterprise.

    Delivering the largest cash terms defence budget ever. Spending over £50 billion on the defence of our nation.

    And just last week, not only maintaining our support to Ukraine but increasing it to its highest level ever.

    To some the costs may seem steep – but Britain cannot afford to reverse the spending gains we have made.

    And under this Conservative government we never will.

    And we will use our influence to ensure other allies and friends, faced with this new reality, and match our commitment.

    So, we find ourselves at the dawn of a new era. The Berlin Wall a distant memory.

    And we have come full circle.

    Moving from a post-war to a pre-war world.

    An age of idealism has been replaced by a period of hard-headed realism.

    Today our adversaries are busily rebuilding their barriers.

    Old enemies are reanimated. New foes are taking shape. Battle lines are being redrawn.

    The tanks are literally on Europe’s Ukrainian lawn.

    And the foundations of the world order are being shaken to their core.

    We stand at this crossroads – whether to surrender to a sea of troubles, or do everything we can to deter the danger.

    I believe that, in reality, it’s no choice at all.

    To guarantee our freedoms, we must be prepared.

    Prepared to deter – the enemies who are gathering all around us. Lead our allies in whatever conflicts are to come.

    Defend our nation whatever threat should arise. This is what Britain has always done.

    And it is what we must do again if we, like Margaret Thatcher speaking here 35 years ago, are once more to dream of a future without walls.

  • David Cameron – 2024 Statement on the Taiwan Elections

    David Cameron – 2024 Statement on the Taiwan Elections

    The statement made by David Cameron, the Foreign Secretary, on 13 January 2024.

    The elections today are testament to Taiwan’s vibrant democracy. I offer warm congratulations to the people of Taiwan on the smooth conduct of those elections and to Dr Lai Ching-te and his party on his election. I hope that the two sides of the Taiwan Strait will renew efforts to resolve differences peacefully through constructive dialogue, without the threat or use of force or coercion.