UK Modern Industrial Strategy

Statement

The following Statement was made in the House of Commons on Monday 23 June.

“With permission, I will make a Statement on how this Government are backing British business and British workers through the launch of the UK’s modern industrial strategy. At the outset, I wish to thank Dame Clare Barclay, all members of the Industrial Strategy Advisory Council and my officials for their outstanding work in preparing for the launch of the strategy today.

In an uncertain world, stability, clarity and consistency are needed more than ever. The challenges we face require nothing less than a Government who are on the pitch and clearing the way for private enterprise, and doing so in the best interests of working people. That is what this pro-business, pro-worker Government are going to deliver.

Today I launch a strategy to make Britain the best place in the world to start and grow a business, based on a fundamentally new economic approach from what we have had in the past—a break from the declinism, the dither and the disinterest that defined the last Conservative Government. The strategy speaks to the strength and breadth of our economy, be it building strong industrial foundations, powering frontier technologies, or supporting our world-leading services sector to innovate and thrive. It brings together every bit of government to drive investment, improving the total business environment by drawing on every department’s expertise. It is a plan to rebuild Britain through new jobs, new industries and new investments; a plan to launch thousands of new careers in engineering, life sciences, professional services and more; and a plan in which Britain’s future is designed and built in Britain.

I accept that until this Government came to power, British business was treated to a merry-go-round of policy changes that was matched only by the shuffling of successive Business Secretaries. We are now providing the stability that is at such a premium across the world. Make UK has long called for

‘a funded and joined-up long-term vision as a matter of urgency for stability and investment’—

I could not have put it better myself. From the moment we took office, we said that we would pursue a new economic approach in which industrial policy would be done with business, not to business, and we are fulfilling that commitment today. I place on record my thanks to the thousands of businesses that engaged in the process and designed the strategy with us. It is not a document that will be printed and then forgotten; we will put the Industrial Strategy Advisory Council and the industrial strategy on a statutory footing to hardwire the changes for the long term.

This Government have brought stability, openness and a pro-growth agenda, but, as I have told the House previously, working people must feel the benefits of economic growth. We must go further and faster if we want to achieve the kind of economic growth that the public should expect, see in their public services and feel in their pay packets. Business leaders have provided a wealth of testimony and evidence on the areas that they see as holding them back, and there are no surprises on the list. It starts with energy, because we have among the highest industrial electricity prices in the developed world at present. They went up 50% in real terms under the previous Government. Second on the list is skills, because when we have vacancies at the same time as one in eight young people are not in education, employment or training, and net immigration is at 1 million, as it was when we took office, something has gone badly wrong. Thirdly, there is place, because too much of the country has been held back by crumbling infrastructure and a lack of investment due to the north-south divide—and that ends now. We will make the bold choices to ensure every region and every nation can play to their strengths. Finally, there is access to finance, because without access to capital we will always have a ceiling on ambition. Today, we have smashed through these barriers.

Let me take each of those four in turn, starting with energy. Today, we have announced that we will slash electricity costs by between 20% and 25% through a new British industrial competitiveness scheme. This will bring our prices more closely in line with those in Europe, and it will be a game-changer. We will also put in place the reforms we need for businesses to get the much faster connections to the grid that they need. That means companies in sectors such as car making and chemicals will see their electricity costs cut. The scheme could benefit over 7,000 businesses with high electricity usage in industrial strategy foundational industries and high-growth manufacturing sectors, which collectively employ over 300,000 skilled workers.

We will also launch an expanded version of the supercharger scheme, so that some of our largest companies in electricity-intensive sectors—including investments of the future such as the new steelworks’ electric arc furnace at Port Talbot and the Agratas gigafactory in Somerset—will see their network charging exemptions rise from 60% to 90%, cutting their electricity bills and again making them more competitive than our European neighbours. Although the previous Government promised that to business, they again failed to deliver. I confirm that this will all be done without adding a penny to consumer bills or those of any other business.

Secondly, we are shaking up the skills system to prioritise digital, engineering and defence skills, so British workers can secure good, secure jobs in tomorrow’s economy. Our industrial strategy sectors are already on track to create 1.1 million new good, well-paying jobs with the help of this industrial strategy, and we want those opportunities to benefit all our constituents. That is why we are investing over £275 million in our engineering skills package and the skills mission fund to deliver training and new technical excellence colleges as part of our wider skills offer. Through our global talent visa reforms and the global talent task force, we are also ensuring that UK businesses can recruit the best of the best from here and abroad.

Thirdly, the issue of place—the economic geography of the UK—means a great deal to me and many of my colleagues, who listened to the grand plans to level up that turned into a few extra flowerpots and empty promises. I want to be clear that this strategy is unashamedly ambitious. It chooses to back places where there are clusters of high-growth sectors, and it will work with devolved Governments, mayors and local leaders to boost that growth.

We are making it easier to get money to places and turn investment into spades in the ground and cranes in the sky through industrial strategy zones, which will bring together our existing network of freeports and investment zones. We will also, for the first time, include a new programme identifying investible sites where we will fast-track development, similar to the approach taken in France. However, our infrastructure must match our ambition, so we will strengthen connections between city regions and clusters through the Oxford-Cambridge growth corridor, the growth corridor across our northern city regions, the Edinburgh-Glasgow central belt and rail enhancements in Wales.

Finally, we will unlock billions of pounds in business finance, with the National Wealth Fund supporting our growth sectors, an expanded role for UK Export Finance and £4 billion growth capital for start-ups and scale-ups through a larger British Business Bank, addressing at scale the key stage that we know is the most challenging. This growth capital will catalyse £12 billion of private capital across the eight growth-driving sectors and deliver around £30 billion of additional gross value added to the UK economy.

These measures, alongside our transformative sector plans, are how we can realise the untapped potential in key parts of our economy. For instance, by 2035 we aim to double business investment in advanced manufacturing, increasing the volume of vehicles produced in the UK to 1.3 million, while creating the first European market for self-driving vehicles. We are turbocharging our clean energy mission with investment in offshore wind, small modular reactors, carbon capture, green hydrogen, gigafactories, ports and green steel. We will make our United Kingdom one of the top three places in the world for creating and scaling digital and technology business. That means training 1 million young people in tech skills and expanding our AI research resource by at least twentyfold by 2030. We will significantly increase business investment in our world-leading creative industries sector to £31 billion, cementing our position as one of the great creative exporters in the world. For our life sciences sector, our ambition is that the UK will be, by 2030, the leading life sciences economy in Europe, and, by 2035, the third most important life sciences economy globally, after the US and China.

At the same time, we plan to double business investment in professional and business services to £61 billion, ensuring the continued growth in a powerhouse industry that accounts for millions of jobs in the UK, the vast majority outside London. We have already announced the largest increase in defence spending since the Cold War and will use this to transform the UK into a defence-industrial superpower by 2035, leading Europe in defence exports and closing the gap with the US by half in venture capital investment in defence. For our financial services, the heart of business investment and stability, we will harness opportunities as markets digitise and adopt new technologies, and ensure the whole economy feels the benefits of increased investment.

The industrial strategy also ensures that places and sectors can take full advantage of the UK’s position as a global hub for trade. The UK has long been and will remain a champion of free trade, which is why, under this Government, we have delivered trade agreements with our biggest trading partner in the world, the biggest economy in the world and the fastest-growing economy in the world, making the UK the best-connected market in the world. Through this industrial strategy, we are reaffirming our commitment to free and fair resilient trade, while shielding businesses from supply chain disruption and market-distorting practices. We will leverage our relationships with Europe, the US, China, the Gulf and beyond, so that businesses can make the UK their base to connect with global markets. It will work hand in glove with the trade strategy, which my department will publish later this week, to help British companies break into new markets, export more and grow more.

This is a watershed moment. For too long, Governments have been a source of problems for British business, not a path to solutions. The result, in parts of the country where I and many of us here grew up, was that we watched yards and factories close, along with the door to opportunity. There was a sense that we were losing the past, but we had no bridge to the future. That also ends now, because our plan for change is backing this country’s greatest assets and frontier industries to put more money into people’s pockets, raise living standards and unleash a decade of national renewal. I welcome Make UK’s comments that:

‘Today is one of the most important days for British industry in a generation’.

We are creating a prosperous, proud and outward-facing but self-reliant, independent and high-skilled nation; a country where opportunity, skills and wealth are spread fairly, and where every person and every business have the chance to flourish. That is what our modern industrial strategy will deliver. Our future, in our hands, built in Britain: that is what the strategy will achieve. I commend this Statement to the House”.

19:51:00

My Lords, I genuinely admire the intent of the industrial strategy. The sectors that it highlights are sensible. I like the aspiration to focus on all regions and to nurture clusters. All that is very good, but it is a list of aspirations; it is not a strategy. A strategy is a plan of action designed to achieve a long-term or overall aim, and this is not that. All the aspirations in it are good and no one could reasonably argue with them, but the economy and the growth we need will not be delivered by this, or by fine words and noble sentiments. Growth is not a slogan, it is a result. Indeed, the introduction to the industrial strategy says that “the Government’s priority mission is to deliver strong, secure, and sustainable economic growth”, but the Government continue to mistake the former for the latter. Despite the Chancellor’s triumphant declarations that growth is the number one priority, the harsh reality confronting British businesses tells a starkly different story. The Governor of the Bank of England has delivered a sobering assessment that should give this House pause. He has categorically dismissed the Chancellor’s claims that Britain’s economy has turned a corner, warning instead that growth is slowing precisely because high taxes are biting deep into our economic foundations. The Governor’s analysis is both precise and damning. What the Chancellor has hailed as evidence of economic recovery is nothing more than a temporary blip driven by fleeting factors that will not be repeated. British businesses, rather than preparing for prosperity, must now brace themselves for an economic slowdown of this Government’s making. The employment figures alone should shame any Administration who claim to champion working people. Unemployment has risen every single month—all nine months—since the Government took office. This is not coincidence; it is consequence. Perhaps most telling is the collapse in Britain’s international standing as an investment destination. The number of foreign direct investment projects has plummeted to the lowest level since records began 18 years ago. According to EY, the Government have made the UK a less attractive place to do business than Oman, the Czech Republic and Saudi Arabia. Before the Chancellor’s Budget last year, a PwC survey ranked the United Kingdom as the second most attractive place for investment in the world. That is our record: their record is destroying that competitive advantage in less than a year. The human cost of these policy failures is becoming increasingly apparent. The British Chambers of Commerce has revealed that almost one-third of small and medium-sized employers have made redundancies or are actively contemplating job cuts as a direct consequence of the Government’s decision to hike employers’ national insurance contributions. Its survey of over 570 member firms found that 13% had already wielded the axe, while 19% were sharpening it for future use. In times of global uncertainty, businesses look to their own Governments for stability and support. Instead, this Government have chosen to pile domestic chaos upon international volatility. They have created a perfect storm of their own making. They speak eloquently of cutting energy costs while systematically pursuing policies that guarantee the opposite outcome. Their obsession with net zero has created an energy regime that punishes British businesses with costs five times higher than those faced by their American counterparts. The introduction to the strategy says on page 33: “There can be no plan for economic stability or sustainable growth that does not include a credible plan for net zero”. That is obvious nonsense: of course there can. This is a choice, and publishing elegant explanations about how they are going to alleviate the worst effects of their own policies is simply baffling, but it is not strategy. While pouring billions of pounds into subsidies for renewables, they steadfastly refuse to end the windfall tax on oil and gas companies or to issue new licences for drilling in the North Sea. They have turned their backs on our own North Sea resources, preferring instead to import energy from abroad rather than harness the secure—that word deserves repeating—and reliable supplies beneath our own waters. The result is an energy policy that reads like a masterclass in economic self-harm, and also puts us at a strategic disadvantage in a dangerous world. It would be remiss of me if I did not acknowledge credit where it is due. The commitment to free trade principles offers a glimmer of hope, and recent trade agreements suggest that the Government have not entirely abandoned the opportunities that Brexit provides. However, if we are truly to harness these benefits, we need comprehensive free trade deals, not the minor economic agreements that currently pass for trade policy. Their promise to reduce regulatory burdens by 25% reveals another layer of the Government’s duplicity. This sounds precisely like telling businesses what they want to hear, while doing the exact opposite in practice. The Employment Rights Bill alone, which they proudly champion, will impose £5 billion—the Government’s own impact assessment number—in administrative costs on British businesses and introduce a new agency, which is a regulator by any other name. How is that part of a strategy to reduce regulatory burdens? I suspect that this £5 billionfigure will represent only the tip of the iceberg. What the Government have failed to factor into their calculations is the true cost of empowering trade unions to constantly disrupt business operations, of making it infinitely riskier and more expensive to hire workers, and of creating a labyrinth of legal obligations that will tie employers in knots for years to come. Small businesses, already struggling with the highest tax burden in a generation, will find themselves drowning in compliance costs that will inevitably dwarf the Government’s modest £5 billion estimate. The impact on young people seeking employment is particularly troubling. At a time when youth unemployment demands urgent attention, the Government are making it more expensive and riskier for employers to take a chance on inexperienced workers. The Employment Rights Bill, whatever its intentions, will price young people out of the job market at the very moment they need opportunity most. We have also witnessed a hat-trick of U-turns from the Prime Minister, including on welfare reform. We were told that these measures were necessary to get people back into work. I suspect that the Government are not that interested in that after all. What is the point of an industrial strategy if there is no industry left? Will the cost of this U-turn simply mean more taxes, or will the Minister unequivocally rule out further tax rises today? The Government have shown they do not understand how wealth is created and how economies grow. You cannot tax your way to prosperity, you cannot regulate your way to competitiveness, and you certainly cannot lecture businesses about growth while systematically undermining the conditions that make growth possible. The question before us is simple: will the Government recognise that their approach is failing, or will they continue down a path that leads inevitably to economic decline? The evidence is mounting, the damage is spreading and time is running short.

My Lords, we on these Benches remember how powerfully business welcomed the industrial strategy produced by Vince Cable during the coalition years, and the shock and dismay with which it greeted the Conservative decision, when that party was in government alone, first to weaken it and eventually to scrap it. Such a strategy is vital to drive business investment, good jobs and prosperity. It was notable that the Conservatives not only scrapped the industrial strategy but sold off the Green Investment Bank. How different our energy position could have been today, had that not happened. They also readied the British Business Bank for sale; I remember direct conversations with Sajid Javid and his relief that it was to be done away with. It survived only because Covid struck and it was needed to distribute Covid loans. Those constructive moves were pure ideology: in essence, it was private good, public bad. So I listened with interest to the Conservative Front Bench today and there is a change of tone but—my goodness—this country would have benefited had that change started a few years ago. We find some common ground in one area. The Conservatives did not exactly name it, but we have talked about it in the past. Raising employers’ NICs, especially SME employers, was the wrong way to start the revival of business and enterprise. We support core elements of the strategy, but we still have questions. My noble friend Lord Russell, if he has the opportunity to speak on this Statement, will talk much more about energy prices, because we welcome the help of a wider range of energy-intensive industries. But why would we wait another two years to find out who will qualify? What about the burden of electricity prices on service industries such as hospitality? If the Government want to see a quantum growth in exports, the answer is surely to negotiate to rejoin the EU customs union. By comparison, everything else is small beer. Have the Government noticed today’s FT article charting the decline in productivity—especially in London, which is key to the economy—since Brexit? It played such a significant role, with its impact on business investment and the opportunity to participate in supply chains. This Government are keen on U-turns, so why not make a U-turn that would actually bring money into the country and the Treasury and work to find our way back into the EU customs union? A business in rural England involved in agribusiness and farming would be asking, “Why does this strategy have so little for me?”, especially in an era of food insecurity, climate change and tariffs. Can the Minister elaborate and provide some reassurance? A business looking for skilled staff would welcome the funding boost for skills but ask, “Why not the fundamental reform of apprenticeships that we need, and where is lifelong learning?” Today’s report of a sharp drop in entry-level jobs surely underscores that need. Can they have a place in the strategy? A creative reading the importance of data as an asset—in fact, the industrial strategy is quite good on the creative sector, but not on the importance of data as an asset—would ask why the Government have refused to strengthen copyright transparency rules to prevent the US mega-techs scraping intellectual property without recompense. Where is the logic and the justice, particularly when data is identified as critical? An innovative small business would welcome the Government’s intention to use procurement to drive enterprise, but why do the rules still mean that the Government can then take the intellectual property of that small business and, on the grounds of transparency, give it to its competitors free of charge? This is an issue that my noble friend Lady Bowles raises often, and it still needs an answer. One issue in particular grates with me. The Government have simply not grasped the need for access to finance for the whole breadth of small businesses, not just priority sectors such as high tech. To build our communities and make sure that good jobs and prospects are available everywhere, we cannot be in a position where small businesses grow from retained earnings only. We need a genuine community banking sector. The high street banks and most alternative finance is not interested in meeting the need. The British Business Bank has a small £150 million pot over the next two years to support community banking, but it is minimal compared, for example, to the $300 billion in community bank financing that is the backbone of small business finance and growth in the United States. Does the Minister understand that this is a missed opportunity? In many ways, we see this industrial strategy as a positive and strong step forward, but we will not be in a full position to judge it until we see practical support and solutions. Implementation and delivery are key. I hope that, by the time we have such clarity, my noble friend Lord Fox, whose knowledge in this area is so much greater than mine, is back on these Benches. I can tell your Lordships that he will expect answers.

My Lords, I am grateful to the noble Lord, Lord Sharpe, and the noble Baroness, Lady Kramer, for their contributions, but I am bitterly disappointed by the noble Lord’s remarks about the industrial strategy. He said that we should listen to business; I can safely say that we have. Let me quote some of the comments from businesses. The Institute of Directors said: “The Industrial Strategy is an important step towards the development of a positive and coherent plan to drive growth, and will enable businesses to see a sense of direction for the UK economy. For businesses to be able to plan for investment, it is crucial to have a stable policy environment. This whole-of-government approach is encouraging, not least as it draws together new and existing strands of activity into one cohesive strategy”. Make UK, whose chairman is the noble Lord, Lord Harrington—a colleague of the noble Lord, Lord Sharpe—says: “The Government has listened and the Secretary of State has acted decisively with a joined up strategy which reflects a wider commitment from the Prime Minister and Cabinet alike. The strategy announced today sets out comprehensive and well funded plans to address all three of these structural failings. Clearly there is much to do as we move towards implementation but, this will send a message across the Country and around the world that Britain is back in business”. Furthermore, the leaders of the British Chambers of Commerce, the CBI and the Federation of Small Businesses said that: “The Industrial Strategy … marks a significant step forward and a valuable opportunity for the business community to rally behind a new vision for the UK—boosting confidence, sentiment, and enthusiasm for investment. From start-ups and small businesses to large corporates, businesses need a more attractive, stable environment that enables faster, easier, and more certain investment decisions. We welcome the Government’s engagement with businesses across the UK. Much of what we’ve shared has been heard and reflected in this strategy. While there’s more to do, we are ready to support the next steps. We encourage businesses nationwide to get behind this strategy and champion the UK as the best place to live, work, invest, and do business”. The UK is a thriving global economy, founded on stability, fairness and the rule of law, and propelled by world-leading sectors and companies. We have a record of extraordinary research and innovation. We are champions of openness and free trade, and we continue to be a magnet for international talent and capital. But, in recent decades, the pace and magnitude of global change have escalated, and the UK has been short of the dynamism it takes to stay ahead. The global trading environment has become more unpredictable, the fragility of the global supply chains more apparent, and our economic competitors have been more assertive and destructive in promoting their national industries. British workers and families have paid the price through the cost of living crisis. Now more than ever, businesses are seeking out countries that can provide them with the confidence to invest and grow. As we set out in the plan for change, the Government’s priority mission is to deliver strong, secure and sustainable economic growth. The modern industrial strategy is a 10-year plan to kick-start an era of economic prosperity—the central mission in our plan for change—by investing in our comparative advantage and forging a new relationship between business and government. It is a new economic approach that brings together every bit of government to drive investment. It will create a more connected, high-skilled and resilient economy where every person, place and business has the chance to flourish. Our plan will make it quicker and easier for businesses to invest, provide them certainty and stability to make long-term decisions and ensure they benefit from the UK’s openness to the world. In order to do this, we are backing eight growth-driving sectors where the UK is already strong and has potential for faster growth: advanced manufacturing; clean energy industries; creative industries; defence; digital and technologies; financial services; life sciences; and professional and business services. With those globally competitive industries spread across the nation, there is potential to make the whole country more prosperous as they grow and become more successful. The deep partnerships developed with mayors and the devolved Administrations, support for city regions and clusters and investment in local transport networks will enable the delivery of real growth to local communities. Our formal Invest 2035 consultation, published last year, identified a list of inputs from foundational industries—including electricity networks, ports, construction, steel, critical minerals, composites, materials and chemicals—that are important to unlocking growth in the key growth sectors. The industrial strategy will support the whole economy, including businesses outside the eight growth-driving sectors through an improved operating environment, long-term stability and greater dynamism for entrants to emerge. Supporting growth sectors will also have spillover benefits for the rest of the economy, from innovation pull-through to technology diffusion. For example, gains from AI innovation alone could add up to some £47 billion a year for the UK in productivity gains over the next decade. Regional growth is a core objective of the industrial strategy. Higher national growth and the success of the IS eight will come only from unleashing the potential of places across the whole of the United Kingdom. The industrial strategy and our sector plans include interventions that will grow our city regions and clusters and help them attract private investment. This includes: bringing together more investable sites with over £600 million for the strategic sites accelerator; helping places to land game-changing private investments with support from the Office for Investment, the National Wealth Fund and the Business British Bank; growing high-potential innovation clusters for the £500 million local innovation partnership fund; making a new £500 million mayoral recyclable growth fund available to invest in growth projects; and much more. On access to finance, we are unlocking billions in finance to innovative businesses, especially for start-ups and scale-ups, by increasing the British Business Bank’s capacity to £25.6 billion. That includes an additional £4 billion for growth capital for industrial strategy sectors, crowding in billions more in private capital. By investing largely through venture funds, the BBB will back the UK’s most potential growth. To conclude, I reiterate the words of my noble friend, the Secretary of State: “We are creating a prosperous, proud and outward-facing but self-reliant, independent and high-skilled nation; a country where opportunity, skills and wealth are spread fairly, and where every person and every business have the chance to flourish. That is what our modern industrial strategy will deliver. Our future, in our hands, built in Britain: that is what the strategy will achieve”.

20:13:00

My Lords, if this Government are pro-business, as the Statement says, why has £143 billion-worth of initial public offerings gone to New York? Why are Revolut, Unilever ice cream and many others jumping ship?

My Lords, since we got into government 11 months ago, we have secured £100 billion of inward investment in this country. People are coming to invest in this country because they have confidence in the Government. We have set out the infrastructure strategy, the industrial strategy, the trade strategy and will, hopefully very soon, set out the small business strategy. This Government are getting on with growing the economy, and we will attract more and more investment.

My Lords, we on these Benches very much welcome this the first industrial strategy since 2017. We particularly welcome the concentration on our energy resilience and energy security. It is absolutely right that clean energy is included as one of the eight sectors. The green economy grew by 10.3% last year, so we must work to strengthen it in its broadest sense. On the plans to reduce the cost of energy to business, we welcome the reduction of levies in this area. But I reiterate my noble friend’s point about why this cannot be done before 2027. What more can be done to help our hospitality and leisure sectors specifically? Do the Government also recognise the need to remove levies from domestic energy bills too?

I thank the noble Earl for that and for his support for the energy schemes. We recognise that high electricity costs are a key challenge for the United Kingdom’s businesses, and we as a Government want to provide the support necessary for energy-intensive industries to improve their competitiveness. We hear this from businesses every day. That is why we have announced, as the noble Earl mentioned, the British industrial competitiveness scheme, which will slash industrial electricity prices by somewhere between 20% and 25%. We will conduct a consultation to find out about some of these high-intensity businesses. Some 7,000 manufacturing businesses, including car makers and defence manufacturers, employ some 300,000 skilled people. This is where we need to support. In addition to that, we have the network charging compensation scheme, under which some businesses will get an uplift from 60% to 90%. We are putting in place support for high-intensity electricity users to help them manage their business more effectively and more competitively.

My Lords, since the noble Lord, Lord Sharpe, talked about energy policy at such great length, can my noble friend confirm that there are two crucial elements in the operation of energy policy, which are diversity and security? Both those elements, which were undermined over 14 years under the previous Government, are at the heart of the Great British Energy Act, which includes £8.3 billion of investment that the board is free to put into any kind of energy generation it sees fit. That will not be Ministers’ decisions; the board will be operationally free to make that decision.

I thank my noble friend for that. It is absolutely right. Let us try to recap. When was the last industrial strategy published? It was some eight years ago, in 2017. Since then, we have had several Conservative Administrations, several Prime Ministers, several Secretaries of State for Business and all that. This industrial strategy is needed now because we are in a pretty unstable global trading environment. Businesses want certainty and stability, and this is what this Government are offering them. They also want a long-term plan and for us, the Government, to stick to our guns. The UK’s world-leading capabilities, pragmatism and clear policy direction make us a prime destination for international businesses. We are attracting investment to this country. Amazon announcing a £40 billion investment last week shows that it has confidence in this Government and in our industrial strategy.

My Lords, over the years, Governments have introduced their industrial strategies—I remember the industrial strategy of the Callaghan Government—but I think sometimes they think that they have found a policy when they have simply found a phrase. Industrial strategies in the past have tended to lead to a lot of different funding pots and opportunity for lobbyists. The Minister used the phrase “crowding in”. Crowding in sounds wonderful, but are the Government or the agencies that administer the industrial policy going to avoid two dangers: first, that by combining public money with private money, they are merely subsidising investment that would have happened anyway, and, secondly, if they are subsidising that investment, that it is not a poor investment and that the risk is being taken out of it? How are they going to be able to avoid those two dangers that have plagued industrial strategy in the past?

I thank the Lord for that question. He makes several very interesting observations. The reason we have published this industrial strategy is what I mentioned earlier about the global trading environment, but we also have a very clear goal. We want to drive growth. I know many noble Lords have mentioned it, but it is still the number one mission of this Government, and we can achieve that only by better and increased investment. The noble Lord is right. Previous Governments have published investment strategies, but why is this investment strategy different? Past growth plans have often been felt by businesses as being done for them, so it looks as though government knows better and this is what the industrial strategy is for, whereas with this industrial strategy, we work with businesses every step of the way. We have meetings with business representative organisations—in fact, I have learned a new word, “BROs”; we work with trade unions and investors so that this strategy is not only a government strategy but a whole-of-business strategy. That is the first difference. The second difference is that we have listened to the needs of businesses, the need for long-term certainty. Every business that I have spoken to wants three things: certainty, stability and less regulation. That is what the Government are trying to solve through their strategy to reduce regulation by 25%. This is still very much a work in progress, but it is what we are aiming for. We hope that this strategy is different from previous strategies.

My Lords, I want to ask the Minister about the apparently “Cinderella” areas of retail, hospitality and tourism, which have all been hit terribly hard by the Chancellor’s NICs hikes, especially the reduction in the NICs threshold to £5,000, which has led to shop and cafe closures in my home area of Wiltshire. There is barely a reference to their contribution in the industrial strategy, yet in the Conservative and Blair years there was an understanding of the innovation, growth and jobs for which retail, hospitality and tourism were responsible, with minimal cost to the Exchequer. Can the Minister explain why they have been abandoned?

We are not abandoning any industry or sector. This strategy identifies the top-growing sectors, the IS-8 as we call them, which make up 30% of the total business sector in this country but contribute some 60% of the national economy. Obviously, it is the Government’s position to support them. As for retail, hospitality and others, we have other support plans in place; for example, the business rates scheme. Let us not beat around the bush: the high street is changing and people’s shopping habits have changed but, at the same time, we need to revitalise the high street. Hopefully, when we publish the small business strategy in due course, it will cover how we will revitalise the high street. In other parts of the hospitality sector, be it cafés, restaurants or pubs, it is a very mixed picture. Some pubs are closing down, but not because we have come into government; they were closing down way before then. In the case of the pub in my village—a very small village pub—a year ago it seemed only a matter of time before it closed down. It was sold to a young couple, they changed it and now it is flourishing; you cannot even get a table there. So, pubs need to change.

Wait until the Employment Rights Bill passes—then you will get a table.

The noble Lord may say that about the Employment Rights Bill, but I speak to many businesses and many of them do more than what that Bill does; but that is a conversation for another day. The whole landscape is changing. We have to be responsive to that, and we are not leaving any sectors behind.

My Lords, in its introduction, the industrial strategy says that “we live in a world dominated by the rise of superstar firms, whose success spills over to the wider economy”. It seems that the Government are adopting a trickle-down theory of business, but is this not assuming a future that looks like the past two decades? It has been an era of cheap, abundant financing for firms that have often burned through enormous sums of money—money used to force competitors out of business and to buy out genuine innovators and swallow them up, or squash them, not to deliver genuinely productive, useful, substantive products and services. This is the idea of the unicorn: a biased picture of entrepreneurship that favours valuation over value creation. This is the model that has given us the massively unequal, deeply unstable society we have today. Surely, we cannot keep going the way we are. It has got us to the disastrous point we are now at.

I do not quite agree with the noble Baroness. At the end of the day, the Government have to make a choice. We have identified the top eight sectors that we will support with this strategy going forward. At the same time, other industries will also benefit from the support because of its roll-on effect. Yes, ideally, we would like to support every sector, but we need to pick and choose. It is just like running your own business: you pick and choose who your customers are and you work with them, but you still serve everybody. The industrial strategy focuses on eight sectors, but other foundational sectors will also be supported through the various plans set out in the strategy.

My Lords, I strongly welcome this industrial strategy, alongside the TUC and the CBI. It is about a mission for fair growth and delivering secure, skilled jobs in the parts of the country that need them most. I am also very conscious of the history of industrial policy. I remember when noble Lords opposite, as members of a Conservative Government, were responsible for temporarily nationalising Rolls-Royce because they saw the company as key to the defence sector and manufacturing. Making more things here in Britain matters. I also welcome the focus on vocational training. Can the Minister say more about the role of higher education, which in successful countries has traditionally had a key role in supporting clusters such as R&D and innovation, with a view, obviously, to better productivity in the country?

As usual, my noble friend makes a brilliant observation; she is spot-on. We have to focus on skills. This is another thing that is brought to my attention every time I meet with businesses in the UK, and with international businesses. They say, “You need to close the skills gap”. Skills are missing in certain places, and this strategy addresses that. We are investing in technical excellence colleges through the further education scheme. As far as higher education goes, noble Lords know that four of the top universities are in this country. Businesses work with them and fund their research as well. We attract international business because of the higher education expertise and professionalism in this country. Let me say more about skills. We have just announced £275 million of skills investment over three years, which forms a wider skills package made up of £75 million of government resource investment and £200 million of capital funding, made available from our new skills mission fund. We committed in the industrial strategy to investing over £100 million to boost engineering skills. That is made up of £75 million of resource funding and £25 million of capital funding from the skills mission board. The Department for Business and Trade and the Department for Education have contributed funding for these engineering skills. We are also investing a further £187 million to support the digital skills package, which the Prime Minister announced at London Tech Week a few weeks ago. More details on defence skills will be set out in the forthcoming defence industrial strategy.

I will follow my noble friend and ask about Cinderella geographies. Coastal East Sussex is included in south-east England, but the examples given of the south-east are the Solent and Oxford, which are both four hours away. How does a bit of England that is not currently mentioned in or connected to the industrial strategy find purchase with this policy and document? What would the Minister recommend as a strategy for coastal East Sussex in trying to become part of the industrial strategy? Will he draw to his colleagues’ attention the virtues of the British Council initiative Alumni UK as a way of building international networks for industrial strategy businesses?

I thank the noble Lord for that. I will mention the British Council’s Alumni UK to my noble friend—she is sitting on the Front Bench and I am sure she heard the noble Lord’s point. On coastal towns and rural areas, the industrial strategy covers everything. This industrial strategy is not place specific; it is based on sectors. For example, rural areas will benefit from it, with clean energy in Cornwall, advanced manufacturing and agritech in Lincolnshire, financial services in Norwich and east Norfolk, and life sciences in Coleraine. So we are right across the country. It is not rural or coastal; it applies right across the country based on the sector. For example, computer games are very much up in the north, so that covers some of the rural areas as well. The Government believe strongly that rural and coastal areas offer significant potential for growth and are central to our economy. We are committed to improving the quality of life for people living and working in these areas. The Government have already committed £2.7 billion to support sustainable farming and nature’s recovery. This Government have also confirmed investment of over £1.9 billion over four years into broadband and 4G connectivity. It is shameful that we still cannot get wifi across every part of this country. We are doing something about that, and the Government are putting money into these sectors.

My Lords, I welcome the industrial strategy. It is absolutely about stability and a sense of direction, which is what British business and, indeed, international investors have been calling for. I will press the Minister on the task of increasing private investment funding. In 2000, 50% of UK pension funds were invested in the UK. That has reduced to single figures now. If the pension and other institutional investment funds do not act on the Mansion House agreement voluntarily, will the Government consider mandating that?

My noble friend makes an interesting observation. As I said, we are putting more money into the British Business Bank and are encouraging private funds into the sectors. We have to work with the private investment money in this country. So plans will be in place to attract private investment and, at the same time, we want to work jointly with private investment in some of our key sectors so that we can help to grow the economy, as my noble friend mentioned.