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Department for Business,
Energy & Industrial Strategy
DRAFT -V04
June 2017
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DEPARTMENTAL OVERVIEW
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DRAFT
BEIS responsibilities
The Department for Business, Energy and Industrial Strategy (BEIS) brings together responsibilities for business, industrial
strategy, science, innovation, energy, and climate change. Its current key responsibilities are:
* Setting the regulatory framework for * Delivering a secure energy supply both * Defining a long-term industrial strategy
business and competition in the short-term and long-term * Supporting science, research and
Representing UK business interests in EU innovation including the creation of UK
Exit negotiations Research and Innovation
* Working to deliver affordable bills for
households and businesses including
» Assessing corporate governance including the roll out of Smart Meters, and » Managing the Industrial Strategy
formal regulation of corporate frameworks relevant targeted measures to tackle Challenge Fund
and supporting responsible business fuel poverty * Working jointly with DCLG to oversee
and co-ordinate the government's local
devolution agenda
» Working with Partners to improve access
- ; » Meeting our climate change
to finance for small and medium
commitments including internationally
enterprises under the Paris Agreement, nationally
Setting individual worker rights in the through the delivery of Carbon
labour market, including the National Budgets, and through the provision of
Minimum and National Living Wage, and International Climate Finance
Trade Union legislation
* Continuing to deliver EU business as usual
activities including on labour market
regulation and consumer protection and
enforcement
» Working closely with the Nuclear
Decommissioning Authority and Oil
and Gas Authority to manage the UK
energy legacy
Securing good outcomes for consumers
through competitive markets and private
I and public consumer enforcement regimes
* JON. - : wet
DRAFT British Business Bank
Finances - 2017/18 DEL Budgets* —
@ Fiscal CDEL
@ RDEL Science Research
and Development
Financial Transactions
@ (including ODA)
©) Policy Ring-fence (£4.9bn)
Nuclear +
Decommissioning & Other
Authority (£2.0bn) (<£0.1bn)
Energy
(£0.4bn)
Infrastructure
(£1.2bn)
Total DEL
Non-Energy £12.6bn
Innovation
(£0.8bn)
@ Other
Industrial Challenge C} (<£0.1bn) Py @
invest to
Pavan @ Post Office Save
, e (<£0.1bn) (<£0.1bn) e@
Industrial Strategy: Energy*
Sectors Transformation (<£0.1bn) Corporate
(£0.4bn) (<£0.1bn) (<£0.1bn)
€ Capital Energy
; ; Innovation
Finance ODA Admin
£0.3bn) (£0.1bn) _ (<£0-1bn)
Budgets shown do not including RDEL ring-fenced funding (i.e. aa funding for depreciation and impairments)
The BEIS AME Non Ring-fenced budget is £0.9bn and includes Renewables Heat Incentive (£0.8bn) and Paternity and Adoption Pay (£0.1bn)
Arms-Length Body expenditure accounts for just over half of the BEIS DEL budget
+ Above budgets do not include the Levy Control Framework, where policies are funded through consumer bills.
# Bubbles marked # also include an amount of policy ring-fence including for Heat Networks, Coal Authority, Energy Efficiency in ‘Energy Transformation’; Heat Networks
in ‘Financial Transactions Other’; and, NDA admin in ‘RDEL admin’.
© Financial Transactions budget also includes Repayable Launch Investments (-£0.1bn) and Enable Securitisation Re-profiling (£0.2bn) which are not shown.
International Clim
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Green Investment
Bank
(£0.2bn)
Admin*
(£0.4bn)
Competitive Markets
and Responsible
Business
(£0.3bn)
Nuclear
Decommissioning
Authority
(£0.3bn)
Industrial Strategy
(£0.2bn)
LJ
Department for
Business, Energy
& Industrial Strategy
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DRAFT
Finances - context to BEIS budgets
The Spending Review 2015 set budgets until 2019/20 (2020/21 in the case of some capital spending) for BEIS’ two
former departments (Department for Business, Innovation and Skills (BIS) and Department for Energy and Climate
Change (DECC)).
The Spending Review also announced a number of BEIS commitments, some of which involve transformational
reform, including:
* Science funding protected in real terms (including ODA funding)
* — Ongoing funding for industrial support, providing long-term commitment to aero, auto and agri-tech programmes until
2025
* — Obtaining an exemption for Energy Intensive Industries (Ell) from the cost of some renewables policies, with savings of
up to £270m a year by 2019/20, will be dependent on successful passage of legislation and EU notification.
» New finance products to support innovation, enabling savings by reducing some existing Innovate UK grants
* Delivery of £2 billion of the Government's £5.8 billion International Climate Finance fund, to support decarbonisation and
adaptation to the effects of climate change in developing countries
» Adoubling of the Energy Innovation programme to £500 million over the 5 years to 2020/21
» Real-term reductions in ex-BIS and ex-DECC admin budgets of 17% and 22% respectively by 2019/20
In addition Autumn Statement 2016 announced a further £4.7 billion of funding for Research and Development over the
next 4 years in support of Industrial Strategy objectives.
Looking forward BEIS faces a number of pressures on its budget, including The Post Office, Energy Intensive
Industries, risks from Internationally Mobile Investment, EU Exit, and the current Efficiency Review commitment to find
£3.5bn of additional public spending savings in 2019/20 (for which BEIS is in scope).
The next expected fiscal event will be the 2017 Autumn Budget. The Chancellor will determine the timing and nature of
the event, including the fiscal response to latest economic forecasts and any new spending or savings measures.
for
5 Business,
& Industrial Strategy
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DRAFT
Governance
Departmental Board
Provides direction on strategy,
performance and risk
management
Executive Committee
Implements strategy and ensures, with the Committees, the effective management of BEIS
Transformation Programme Board: Leading the Transformation Programme until the end of 2019/20
for
6 Business,
& Industrial Strategy
DRAFT
Departmental Board
Membership Outline of responsibilities and activity to date
The Secretary of State for Business, Energy and
Industrial Strategy (Chair)
Ministers selected as Board members by the Secretary
of State
Archie Norman, Lead Non-Executive Board Member
(Deputy Chair)
Professor Dame Ann Dowling, Non-Executive Board
Member and Chair of the Nominations Committee
Carolyn McCall, Non-Executive Board Member
Charles Randell, Non-Executive Board Member and
Chair of the Audit and Risk Committee
Kathryn Parsons, Non-Executive Board Member
Stephen Carter, Non-Executive Board Member
Stuart Quickenden, Non-Executive Board Member
Alex Chisholm, Permanent Secretary
Angie Ridgwell, Director-General, Finance &
Corporate Services
Jaee Samant, Director-General, Market Frameworks
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The Board is chaired by the Secretary of State,
supported by our Lead Non-Executive Board Member
Archie Norman.
It provides collective strategic leadership and challenge,
with responsibilities for performance, risk, and delivery,
including appropriate oversight of Partner
Organisations.
At each meeting, the Board receives a report from the
Permanent Secretary on key activities. The last Board
meeting (27 March) also discussed Brexit, Security of
Gas Supply, Entrepreneurship, BEIS Transformation
and Single Departmental Plan.
The Board has held three meetings since it was
established for BEIS in December 2016. We a planning
for six meetings a year in future, with an aspiration for
one of these to be outside London. The next meeting is
scheduled for 17" July.
The Board it is supported in its work by three main
committees:
» Audit and Risk Assurance Committee
Nominations and Governance Committee
» Executive Committee
DG Groups
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DRAFT
Size and structure
As at 30" April 2017 there were 2,940 FTE working at BEIS, working across six Director General (DG)
groups, and one directorate (outlined below).
Permanent Secretary Policy, Delivery&
Alex Chisholm Private Office
Caleb Deeks
Finance & Business & Eneray.& Securl Energy International, Market
Corporate Services Science J oY Pook ae Transformation Growth & Analysis Frameworks
Angie Ridgwell Gareth Davies pba sod Clive Maxwell Sam Beckett Jaee Samant
* Commercial + Industrial Strategy * Clean Electricity + Carbon Budgets + Analysis + Better Regulation
+ Communications, + Advanced + Energy Resilience * Climate + Brexit Executive
Partnerships & Manufacturing + Energy Security & + Energy + Business * Consumer &
Governance + Infrastructure & Networks * Science & Engagement Competition
* Digital Services & Materials + Nuclear Innovation * Cities & Local + Labour Markets
Data + Business Growth Decommissioning + Heat & Business Growth * Office of Manpower
+ Finance + International * Nuclear Energy + Devolution Economics
* HR Science & Development + Home & Local + Europe + Regulatory Delivery
+ Operations Innovation + Oil & Gas Energy + International
+ Portfolio Office + Science, Research + Smart Systems + Smart Metering + Regional Growth
+ Transformation & Innovation Implementation Fund
+ UK Research & + Smart Systems
Innovation
Programme
* Office for Life
Sciences
& dust Seeoay
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DRAFT
People
For 2017/18, BEIS’ Full Time Equivalent (FTE) limits are currently 3,100 for end March 17 moving to 2,980 by
March 18. This is based on BEIS financial affordability position and agreed by ExCo. At end April 2017, the
workforce (active staff, both civil servants and contingent labour) was 2,940 FTE.
Due to natural attrition rates of circa 15%, BEIS will continue to recruit from the external labour market in 17/18
as part of a skills refresh whilst managing a reduction in overall headcount levels. This overall resourcing strategy
for 17/18 will also include inward secondments from business and industry. At end April there were approx. 380
roles being advertised, with circa 345 FTE joiners forecasted by end September 2017 based on current
campaigns.
In addition to the agreed 3100 FTE limit for March 17, BEIS are also in dialogue with HMT on the prospect of
further resources being required to support BEIS with our increasing EU exit portfolio.
Following Machinery of Government changes to form BEIS, resourcing strategies have been put in place to fill
remaining vacancies. EU exit, Industrial Strategy and business critical roles will be prioritised.
BEIS workforce (Apr 2017) BEIS contingent labour (Apr 2017)
3010
3000 Secondment in LF 50
2990
2980
2970
2960 Contraco a ::
2950
2940
2930 Temps I iP
2920
2910
Headcount FTE 0 10 20 30 40 50 60 70 80 90 100
Graph 1: breakdown of headcount and FTE Graph 2: breakdown of contingent workers by person type (headcount)
for
Business, Energy
& Industrial Strategy
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DRAFT
Estates
The BEIS estate comprises both administrative and technical sites (ranging from small shared spaces for staff working in the
regions to large scientific sites such as Sellafield). Between 2010 and 2015 BIS reduced the size of its administrative estate
from 180 to 111 buildings, delivering £104 million in savings across our estates budget. We are one of the first Departments
to join the shadow Government Property Agency and we are working with them on an estates strategy for BEIS which
continues to consolidate our administrative estate, delivers further savings and higher quality workplaces.
} SEIS Core 1 3 BEIS Core & Local 3
a
} Key Partner OQrgarisaions I 3 i KeyPartrer Organisations I 3
BEISKPO shared spaces I 1
q estes i
% [KeyPartrer Organisations é BEIS Core
3 I eeISK6O shared spaces 2 Key Partner Organisations I 4
BEISKPO shared spaces 1
ZI Kev Parner Crowisations 1 = ig
H BEIS Core 1
i GEIS Core 3 3 Key Partner Organisabons: 3
j Key Partner Orgarisations 4 3 BEISKPO shared spaces 2
BEISKFO shared spaces 3
BEIS Core 1
H GEIS Core 2 3 Key Partner Organisations 3
a
3 Key Partner Orgarisations 4 BEISKPO shared spaces 1
H BEISKFO shared spaces 3
B BEIS Core 7
i IBEIS Cove 1 BEIS Core 2 & KeyPariner Organisations I 3
j Key Partner Crgarisations I 4 i Key Partner Organisations 5 i BEISKPO shared spaces I 0
BEIGKPO shared spaces 2 BEISKPO shared spaces 3
BEIS headlease rot occupied
by BEIS Core 3
for
10 Business, Energy
& Industrial Strategy
DRAFT
Partner Organisations
BEIS has a number of organisations with whom we partner and for which we have policy and / or governance
responsibilities.
Advisory Non-Departmental Public Bodies
» Committee on Fuel Poverty
» Committee on Radioactive Waste
Management
» Low Pay Commission
* Nuclear Liabilities Financing Assurance
Board
» Regulatory Policy Committee
Public Corporation
» National Nuclear Laboratory
» National Physical Laboratory
» Nuclear Liabilities Fund
* Post Office Ltd.
* Ordnance Survey
Executive Agencies
» Companies House
» Insolvency Service
* Intellectual Property Office
» Met Office
» UK Space Agency
Government Owned Company
* Oil and Gas Authority
» South Tees Site Company
» UK Shared Business Service Ltd (BEIS
majority shareholder)
11
Executive Non-Departmental Public Bodies
» Advisory, Conciliation and Arbitration
Service
» Arts and Humanities Research Council
* Biotechnology and Biological Sciences
Research Council
* British Hallmarking Council
* Civil Nuclear Police Authority
* Coal Authority
» Committee on Climate Change
* Competition Service
» Economic and Social Research Council
» Engineering and Physical Sciences
Research Council
* Innovate UK
» Medical Research Council
» Natural Environment Research Council
» Nuclear Decommissioning Authority
» Science and Technology Facilities Council
» UK Atomic Energy Authority
Non-Ministerial Department
» Competition & Markets Authority
* Office of Gas and Electricity Markets
» Land Registry
Tribunal Non-Departmental Public Bodies
* Central Arbitration Committee
* Competition Appeals Tribunal
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Other
British Business Bank (Government owned
Development Bank)
Financial Reporting Council (Central
Government)
UK Green Investment Bank (sale underway)
Electricity Settlements Company (Central
Government)
Low Carbon Contracts Company (Central
Government)
UK Research & Innovation (not yet
operational)
Groceries Code Adjudicator (Office Holder)
Pubs Code Adjudicator (Office Holder)
Council for Science & Technology (Expert
Committee)
Industrial Development Advisory Board
(Expert Committee)
Government Office for Science (core BEIS)
Office of Manpower Economics (core BEIS)
Independent Complaints Reviewer (Public
Sector)
Small Business Commissioner (not yet
operational)
Office of the Regulator of Community
Interest Companies
Certification Officer
DRAFT
Delivery landscape
BEIS has a number organisations with whom we partner and for which we have policy and / or governance responsibilities.
These organisations differ vastly in size and scope, which creates significant complexity for BEIS as a parent department.
Depending on the outcome of the election it is possible that the landscape of Partner Organisations could change further.
The chart below shows a number of the BEIS Partner organisations organised by headcount*.
7000
6000
A couple of anomalously large
bodies which dwarf the core
department
Approx. core
7 ‘BEIS headcount
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A tail of smaller
organisations
And some with no
staff at all
Pos Lan NE Met ST MR Civil Ins Ord ND IPO UK Of Co Nati AC Nati UK Com inn BB EP Coa Fin UK ES Oil AH Briti UK Low Co Co Co LowNucl Co WavCou Briti CenComCop IDA Lan Reg Elec
td RC eor FC C Nuclolvenan A a em mp onal AS onal SB petitiova SR SR_! anci Gre RC and RC sh Spa Carmmi mp mmiPay ear mmi e neil sh tral petitiyrig Bd ulat Nucltricit
Offi Reg —olog ear ney ce aniNucl Phy S on& te C C Aut al en Gas Bus ce bon ttee etiti ttee ComLiab ttee Hub for Hall Arbi on ht Reg ory ear y
ce istry ical Polic Ser Sur es ear sical Mar UK hori Rep Inve Auth ines AgeCont on on on missilitie on Ltd Scie mar trati App Trib istra Poli LiabSettl
Ltd. Offi e vice vey HouLab Lab ___ kets ty orti stm rity Ss ncy ractClim Ser Radi ion s Fuel nce king on ealsuna __ tion cy iliieeme
ce Auth se orat orat Auth ng ent Ban sate vice oact Fina Pov and Cou Co Trib I Rul Co s nts
rity ory ory rity Cou Ban k ComCha ive nein erty Tec. ncil mmiunal ‘e mmi FunCom
Ltd neil k pannge Was 9 hnol tee Co ttee d pan
y te Ass ogy mmi y
Man uran ttee
age ce
men Boa
t rd
Ln pba Executive Public
ministerial departmental aan corporation
department public body gency m
*Certain, BEIS partner organisations are excluded from the graph for one of the following reasons:
(a)
(b)
i
they exit in legal, but shadow form, e.g. UKRI, Small Business Commissioner;
they have a single post holder, e.g.
they are currently out of classifi
Community Interest Companies, Government Office for Science, South Tees Site Company.
oO Other
Groceries Code Adjudicator, Pubs Code Adjudicator, Certification Officer;
ation scope, e.g. Office of Manpower Economics, Independent Complaints Reviewer, Office of the Regulatory of
as
Department for
Business,
& Industrial Strategy
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DRAFT
Communications
BEIS delivers quality communication and engagement to support Government priorities, help deliver
efficient and effective public services, and improve people’s lives.
Raising awareness Industrial strategy: Leading national and regional
f t lic . engagement with stakeholders to explain and
OL! (fe ASUINAMELNS [pel EK 7 generate responses to the recent Green Paper.
Get in. Go far: Driving significant demand for
apprenticeships amongst a sceptical young audience
who previously would not have considered them.
Influencing attitudes
and behaviours
Reassuring people Tata Steel: Generating a comprehensive plan of media,
stakeholder and digital engagement to show a strong
Government response to the steel crisis.
in times of crisis
Enhancing the : UK Space programme: Building awareness of Tim
reputation of the UK Peake’ s Principia space mission to inspire the next
generation of UK scientists and engineers.
Meeting statutory or National Living & Minimum Wage: Raising public and
. employer awareness of the new wage to ensure
legal Po eens workers are being paid the right amount.
13
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DRAFT
Immediate issues
There are some challenges and opportunities in terms of media and stakeholder engagement
early in the new government, which we are considering and tracking. These include:
Risks
* Analysis of industrial opportunities, shocks and investment through the prism of Brexit and
UK economic strength. Requires departmental grip and use of soft power and influence with
focus on government investment.
* Concerns about strength of players in the new nuclear market. Stakeholder relationships key,
continue to explore opportunities to demonstrate support from new investment - including
internationally.
* Concerns over interoperability of Smart Meter systems reducing consumers desire to switch.
Ongoing strong rebuttal on safeguards, milestones and protections for consumers and
benefits. Working across sector to manage story and pressure on industry to solve problems
quickly.
Fears of curbs on immigration and free movement in sectors which are used to recruiting
internationally, particularly Al, robotics, and science. Balance required of managed migration
in the UK's interest, with development of UK talent.
* Delivery of industrial strategy. If Government does not articulate long term objectives
implementation will prove impossible. Media will criticise lack of focus/ failure to make
choices/the choices made.
» Workers’ Rights pitting old-style managers against workers criticised as ‘out of date’ by
private sector. ls Government view of public sector staff as workers not employees with a
stake in delivery out of touch with business?
» Energy consumer protections are not universally welcomed, particularly by industry. Need for
price protections to be communicated clearly, and engagement with industry to ensure risks
in the sector are mitigated and identified swiftly.
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DRAFT
Immediate issues
There are some challenges and opportunities in terms of media and stakeholder engagement
early in the new government, which we are considering and tracking. These include:
Stakeholders Brexit e.g. access to labour and potential trade barriers, colours all interactions with business
and science stakeholders. Need to maintain dialogue during negotiations and present a
unified front with OGDs such as the Home Office and DExEU. Clear confirmation of priorities
and key policy direction will help to reduce uncertainty.
* Potential conflict between the interests of business and consumer stakeholders if inflation
continues to rise. BEIS will need to tread a careful line to balance these interests.
* High levels of support and advocacy for Industrial Strategy Green Paper consultation may fall
off as the approach is refined, particularly if it seems that BEIS has not really listened.
* Significant divergence of priorities and interests across the UK means nationally-led
stakeholder engagement may not resonate. Need strong engagement with Devolved
Administrations, LEPs, and regional/local institutions to maintain engagement with and
support for BEIS priorities.
15
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DRAFT
Immediate issues
There are some challenges and opportunities in terms of media and stakeholder engagement
early in the new government, which we are considering and tracking. These include:
Opportunities
* Developing long-term communications strategy for the next stages of the industrial strategy
aligned with No10/HMG economic/Brexit narratives.
* Media handling around the introduction of the energy cap to protect consumers on standard
variable tariffs from rising costs.
* Planning for announcement of protections for Critical National Infrastructure in the face of
foreign investment and safeguards for UK companies from hostile takeovers.
» Working with other departments across Government to amplify the impact and reach of our
industrial strategy messaging on an ‘economy that works for all’.
te] -<:lalelie(-\a-am © Demonstrating best practice in genuinely two-way engagement that encompasses both
domestic and Brexit concerns.
* Continuing high level engagement on the industrial strategy, particularly outside London. The
Industrial Strategy Green Paper consultation has generated significant interest and goodwill
from a broad range of stakeholders across the country, which provides a strong starting point
to further build support from stakeholders.
» Employing the full ministerial team to deepen engagement within portfolios and sectors, and
across regions and Devolved Administrations. Use visits, roundtables and receptions
strategically to increase local commitment through formal and informal engagements.
» High-level engagement to focus engagement on the most influential stakeholders to gain
credible buy in and endorsement. Ministerial time should primarily focus on strategic
relationships and engagement that will have the most impact.
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DRAFT
Key BEIS stakeholders
[F teattetes “I
=> Government
BEIS Partner
Orgs
Main Public sector
economic associations
- I : OGDs
= anne J x BEIS Devolved
ns rs ) stakeholders
Consumer rep nations
ar ( bodies Other OGDs
( advocacy Social opinion. \_ Y-
‘ groups ‘ informers / — — >
a N\_ leaders 7 ‘<< outlets y) ee
Ha a : ~ —— 6 Academics / »)
/ \ > experts J
ae ay ( Think tanks » S -
leaders X —_—
——
/__ Lobby groups Opinion formers
( (e.g. green ——————
Nobby)
Key: SN leaders 4
Centre circle — critical stakeholders
Outer circle — important stakeholders
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DRAFT
Transition and Transformation
Transition — creating a fully functional department of state
4 Following the creation of BEIS in July 2016 , a programme was put in
Sept 2016 —May 2017 place to ensure BEIS was a fully functioning department of state
Key objectives:
* Aclear vision and priorities
* Anew organisation structure
» Acombined IT system with same functionality for all staff
* All London staff based in 1 Victoria Street
* Assingle set of selected HR policies and strategies
* Asingle departmental budget
* The Programme completed at the end of May-— costing c.£4 million. This is significantly lower that the
NAO’s estimate of £15 million for the average MoG.
* Staff engagement has been a key priority throughout Transition — with over 40 staff workshops,
senior leader updates, regular comms bulletins and dedicated space on the intranet. The impact of
this has been seen through steadily increasing scores in pulse surveys throughout Transition.
» A Gate 0 review in April recognised that Transition had “successfully delivered the core functionality
required for a single department of state and lays the groundwork for further transformation beyond
March 2017.”
as
Department for
Business, Energy
& Industrial Strategy
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DRAFT
Transition and Transformation
Transformation — creating a high performing and high impact department that delivers for
business and consumers
Transformation is an ambitious 3 year programme — building on the
From May 2017 work done in Transition and ensuring that BEIS is outcome focussed
and has the capability and capacity to deliver its priorities
Transformation activity will include:
* Embedding a culture based on values we all share
* Developing and deepening our understanding of business and consumers and using that knowledge
to inform and drive our work
* — Investing in our people — developing our skills, identifying innovative ways to attract and retain talent,
and providing a competitive employee offer
* Upgrading and leveraging our technology to support our ambition to work in a flexible, innovative and
collaborative way
* Building on our relationships with our partners so that we can learn from each other and enable them
to deliver
* Streamlining corporate processes to make them as straightforward as possible for colleagues
* The scope for Transformation was reviewed by the Departmental Board on 27 March and
subsequently signed off by the Executive Committee on 28 March. Transformation plans were
launched with staff at the end of May 2017
* Projects will be kept regularly under review to ensure that activity continues to meet the needs of the
department
* Detailed plans will be developed with workstreams in June, and shared with the Executive Committee
at the end of July
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BEIS CORPORATE FUNCTIONS
DRAFT
Communications
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Communications is organised into four disciplines — Strategic Communications, Media and Campaigns,
Strategic Engagement and Internal Communications — to support you as follows:
Strategic
Communications
Media and
Campaigns
Strategic
Engagement
Internal
Communications
Strategy, prioritisation, grid and
horizon planning, insight,
evaluation, talent & capability
and effective use of spend.
Planning announcements to have greatest impact
Research to understand and reach key audiences
Making the best possible case for comms spend
Improving our comms standards, skills and capability
Evaluating the overall impact of our comms work
Proactive & reactive media
handling, and proactive public
communications campaigns
(including paid for activity).
Ensuring announcements receive effective coverage
Dealing effectively with all external media enquiries
Agreeing and overseeing any crisis comms activity
Planning and delivering external comms campaigns
Getting value for money from any paid-for media
Stakeholder relations, visits,
events & receptions, content &
channels and managing
departmental enquiries.
Maintaining good relationships with key stakeholders
Planning and delivering high quality ministerial visits
Organising quality stakeholder receptions and events
Creating effective and engaging BEIS digital content
Making the best use of BEIS channels and platforms
Staff communication and
engagement, leadership vision
and priorities, and updates on
transition and transformation.
Developing an engaging internal vision and story
Supporting BEIS leadership to engage with all staff
Engaging staff through workshops and briefings
Disseminating messages via our internal channels
Tracking overall staff engagement and satisfaction
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DRAFT
Finance
Finance operates as strategic partner, ensuring that the department uses its resources wisely at all times
to deliver Ministers’ strategic priorities. Protecting value through robust stewardship of, and accounting for,
public money whilst adding value through insightful analysis:
Operational Resource Planning and Strategy: financial planning, strategy, analysis and
advice that ensures the effective running of the Department - supporting BEIS in delivering
. . its objectives in the most effective and efficient way.
Financial Strategy, * Policy Funding and Fiscal Events utilises extensive policy knowledge to provide guidance
Planning FTaleI to groups and Ministers enabling BEIS to achieve its strategic objectives including at fiscal
Systems events.
Management Accounts oversee good in-year financial management to ensure BEIS
operates within Parliamentary limits and provide analysis and provide strategic financial
advice to decision makers to ensure value for money.
Financial Reporting produce the interim and year end consolidated financial statements for
the BEIS group. They manage the departmental boundary and provide advice on complex
B > accounting treatments.
Financial External Revortina: F ,
porting: Management of Main and Supplementary Estimates, monthly forecast
Reporting a outturn to Treasury, cash management, and finance-related Freedom of Information
Control Requests and Pamameniary QHesions) a ; 7
Internal Controls: mitigate risks and remediate issues identified to build a stronger internal
control environment including establishing an internal control framework and lead on
engagement with internal audit.
Group Finance teams provide an important bridge between policy and central finance. They
have the resource, expertise and authority to take decisions and provide clearance for use of
Group budgets within agreed delegated limits. The Business Partner team provides policy
teams with business-related expertise, advising on financial considerations of new proposals
including any related accounting and budgeting treatment, helping directors in managing
their budgets and promoting good financial practice and value for money within teams.
Group Finance
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DRAFT
Legal
The core purpose for lawyers in Government is to help Ministers deliver their objectives, providing a legal
service to support them. We pride ourselves on understanding the priorities of Ministers and policy
colleagues and use that understanding to anticipate needs and help to find legal solutions to deliver
objectives, identifying and managing legal risks. BEIS Legal provides legal advice across all policy areas
and operates as part of the Government Legal Department (GLD) which provides expert litigation support
and employment and commercial advice.
To work to help Ministers deliver their objectives within the rule of law, delivering fit for purpose,
professional advice. We identify legal risk in terms of the likelihood of a legal challenge being
brought, the likelihood of it being successful and the impact and consequences, whether successful
or not. We go on to seek solutions to manage that risk working closely with policy officials;
Advisory work » We are problem solvers offering constructive, imaginative advice which provides legal support;
We use our time wisely and adapt our approach to what is needed for the particular circumstances;
We constantly look for ways to do things better and cut down on time and duplications;
We ensure our advice is clear and crisp.
Primary Legislation: we work with policy colleagues to help Ministers to achieve their policy and
operational objectives. Where those objectives require changes in the law through primary legislation
we work with Parliamentary Counsel to develop Bills and provide legal advice and guidance
Making throughout the Parliamentary process to deliver legislation;
legislation * Secondary legislation: we work with Ministers and policy colleagues to develop policy outcomes
and draft any secondary legislation required to implement those outcomes. We work closely with the
Parliamentary authorities and provide all the support in taking secondary legislation through
Parliament.
— . BEIS Legal works with GLD which prepares cases brought against the Government such as judicial
Litigation and reviews, all cases brought against the Government before domestic courts and cases before the
commercial and CJEU in Luxembourg;
employme » We also work with colleagues in GLD who deliver specialist services in commercial and employment
law.
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Government Finance Terminology:
Budgetary Classifications and Policy Ring-fences
DEL — Departmental Expenditure Limit
The government budget that is allocated to and spent by government departments is known as the Departmental
Expenditure Limit, or DEL. This amount, and how it is split between government departments, is set at Spending
Reviews.
AME - Annually Managed Expenditure
Annually managed expenditure, or AME, is more difficult to explain or control as it is spent on programmes which
are demand-led — such as welfare, tax credits or public sector pensions.
RDEL - Resource Departmental Expenditure Limit
Resource expenditure which can also be expressed as Expenses, Current Expense, Current Expenditure,
Operating Expenses (OpEx), Running Costs. Examples include programmes delivered by Partner Organisations
(such as ACAS), salaries and administration.
CDEL - Capital Departmental Expenditure Limit
Capital expenditure which can also be expressed as Capital Expenditure, CapEx, Buying Fixed Assets and
Investment. Examples include major equipment, science and research, innovation and infrastructure.
CDEL-FT - Capital (Financial Transactions) Departmental Expenditure Limit
Capital expenditure that is usually provided as loans to business and industry.
Policy Ring-fences
Set by HMT; Policy ring-fences protect key policy areas from significant cuts and reprioritisations, such as the
Science Research and Development Ring-fence. This protects science spending as a core strategic priority —
funds cannot be spent on other programmes and underspends are surrendered to Treasury.
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