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In my brief remarks, I should like to focus on the context of the Bill—on how we make the most of our country’s extraordinary research capacity, about which many Members have spoken.
Six years ago, I led a Westminster Hall debate highlighting the fact that the UK had fallen behind others...
In my brief remarks, I should like to focus on the context of the Bill—on how we make the most of our country’s extraordinary research capacity, about which many Members have spoken.
Six years ago, I led a Westminster Hall debate highlighting the fact that the UK had fallen behind others...
To ask the Secretary of State for Business, Energy and Industrial Strategy, pursuant to the Corrected Answer of 16 January 2017 to Question 43632, what decision his Department has made on the future role of his Department's Sheffield office at St Paul's Place.
To ask the Secretary of State for Business, Energy and Industrial Strategy, pursuant to the Corrected Answer of 16 January 2017 to Question 43632, what decision his Department has made on the future role of his Department's Sheffield office at St Paul's Place.
The decision to close the BIS Sheffield office was confirmed by the former BIS Board in May 2016 and plans have been implemented to a large extent. BEIS remains committed to honouring the full package of support offered to the small remaining number of affected staff.
BEIS has held constructive dialogue with the trade unions regarding the remaining staff and continues to work closely with OGDs to explore opportunities for redeployment.
To ask the Secretary of State for Business, Energy and Industrial Strategy, how many of his Department's staff are based in the Sheffield office at St Paul's Place; and what plans he has for the future of those jobs.
To ask the Secretary of State for Business, Energy and Industrial Strategy, how many of his Department's staff are based in the Sheffield office at St Paul's Place; and what plans he has for the future of those jobs.
As of 1 November 2016, there are 21 members of staff based in the Sheffield office at St Paul’s Place. Following the recent Machinery of Government changes, BEIS is considering how to best align the reform agendas of its predecessor departments.
To ask the Secretary of State for Business, Energy and Industrial Strategy, what plans he has to base staff of his Department working on industrial strategy in offices outside London.
To ask the Secretary of State for Business, Energy and Industrial Strategy, what plans he has to base staff of his Department working on industrial strategy in offices outside London.
The Department announced its decision earlier this year to create a combined headquarters and policy function in London, to deliver a simpler, smaller department that is more flexible and responsive to stakeholders and businesses by 2020. This involves basing all policy roles in London by 2018, which will include those roles working on Industrial Strategy issues.
To ask the Secretary of State for Business, Energy and Industrial Strategy, if he will reverse the former Department of Business, Innovation and Skills plans to centralise that Department's policy functions in London.
To ask the Secretary of State for Business, Energy and Industrial Strategy, if he will reverse the former Department of Business, Innovation and Skills plans to centralise that Department's policy functions in London.
Given the machinery of Government change we will be considering in the coming months how the reform plans of BEIS’ two predecessor departments should best be aligned.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Answer of 13 June 2016 to Question 39359, on Business, Innovation and Skills reorganisation, what problems Ministers have encountered engaging with officials of his Department not based in London.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Answer of 13 June 2016 to Question 39359, on Business, Innovation and Skills reorganisation, what problems Ministers have encountered engaging with officials of his Department not based in London.
I refer the hon. Member to the previous answer he references, in particular:
“Operating across split sites, in the context of a smaller workforce overall, would make it harder to quickly redeploy people to a different team or policy area, or for someone to be able to respond to an unpredictable or unusual demand for more intensive engagement with Ministers or Parliament.”
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Answer of 6 July 2016 to Question 39599, on Department for Business, Innovation and Skills: reorganisation, if he will place in the Library a copy of any document detailing the assessment that was made of the...
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Answer of 6 July 2016 to Question 39599, on Department for Business, Innovation and Skills: reorganisation, if he will place in the Library a copy of any document detailing the assessment that was made of the...
The Department’s consideration of alternative options is set out in ‘Consultation Response - Proposal for a Combined Headquarters and Policy Centre in London dated Thursday, 26 May, 2016.’
This document was shared with BIS staff and the Departmental Trade Unions. I refer the hon Member to my response to question UIN 39823, which explains why the Department will not be publishing the document; the same reasoning would apply to placing a copy in the Library.
To ask the Secretary of State for Business, Innovation and Skills, with reference to the Written Statement of 26 May 2016, HCWS30, what proportion of the 1,500 roles will have ministerial exposure following the centralisation of policy functions in London.
To ask the Secretary of State for Business, Innovation and Skills, with reference to the Written Statement of 26 May 2016, HCWS30, what proportion of the 1,500 roles will have ministerial exposure following the centralisation of policy functions in London.
Co-locating policy teams with the Department’s Ministers and close to Parliament will provide opportunities for all staff to have more ministerial exposure, which helps improve understanding of government priorities.
The Department does not expect a set number of roles to be consistently exposed to Ministers whilst others are not. This will be dynamic as resource demands shift over time and will depend on policy priorities.
To ask the Secretary of State for Business, Innovation and Skills, if he will publish his Department's consultation response on the proposal for a combined headquarters and policy centre in London.
To ask the Secretary of State for Business, Innovation and Skills, if he will publish his Department's consultation response on the proposal for a combined headquarters and policy centre in London.
The Department for Business, Innovation and Skills (BIS) recognises the interest in its decision to establish a combined headquarters and policy centre in London, which is why a summary of the decision and its rationale was issued on BIS’ website, and why a Written Ministerial Statement was laid informing all MPs on the day of the decision.
The document was written specifically with staff in mind as a piece of internal communications and as a response to the staff consultation BIS conducted. The Department’s top priority is ensuring staff have the most up to date and accurate information about the support available to them. We have no plans to publish the document because it contains information on issues which are the subject of on-going internal discussions with staff.
To ask the Secretary of State for Business, Innovation and Skills, with reference to the Written Statement of 26 May 2016, HCWS30, what estimate he has made of the transition costs associated with the decision to create a combined Business, Innovation and Skills headquarters and policy function in London.
To ask the Secretary of State for Business, Innovation and Skills, with reference to the Written Statement of 26 May 2016, HCWS30, what estimate he has made of the transition costs associated with the decision to create a combined Business, Innovation and Skills headquarters and policy function in London.
The Department has estimated that the transition costs associated with creating a combined policy centre and headquarters in London will be in the range of £9-13m which would be recouped in savings by the end of the Parliament. This model will better enable the Department to operate a more flexible, agile and easily re-deployable policy function which will continue to deliver BIS’ priorities as it reduces in size over the course of the Parliament.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, how his Department plans to ensure organisational effectiveness in the operation of the proposed Business, Innovation and Skills regional presence.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, how his Department plans to ensure organisational effectiveness in the operation of the proposed Business, Innovation and Skills regional presence.
BIS2020 plans have always included a strong regional footprint as part of the Department’s location strategy. A regional presence will exist through the Department’s BIS Local offices, as well as where it is necessary to support service delivery at a local, rather than a national, level. Around 80% of the staff the Department pays for will continue to work outside of London, as part of the regional presence and in our business centres.
The operational effectiveness of our regional presence will continue, as now, to be managed through the Department’s business planning process and the sharing of best practice as well as through the strengthening of departmental governance by including partner CEOs on the Executive Board sub-committees.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, whether his Department considered alternative solutions to closure of his Department's Sheffield office at St Paul's Place to address the strain on organisational effectiveness caused by...
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, whether his Department considered alternative solutions to closure of his Department's Sheffield office at St Paul's Place to address the strain on organisational effectiveness caused by...
During the consultation period the Executive Board listened to views from staff, unions, as well as local stakeholders about the Combined Policy Headquarters model. It considered various alternatives, including options which maintained split site working in different ways, before coming to its final conclusion.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016, on BIS consultation, HCWS30, what assessment he has made of the potential merits of split-site working and recruiting on a flexible location basis for policy officials.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016, on BIS consultation, HCWS30, what assessment he has made of the potential merits of split-site working and recruiting on a flexible location basis for policy officials.
The Department for Business, Innovation and Skills (BIS) is implementing its BIS2020 strategy in order to become simpler, cheaper and better. This includes moving to a central policy headquarters based in London.
An assessment was made of the merits of split site working and of recruiting on a flexible basis through the consideration of alternative options (including maintaining the current model across split sites). This assessment took place throughout the consultation process and prior to the Executive Board’s decision.
BIS will continue to have many more people based outside London than inside.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, what assessment he has made of the maximum potential savings that could be made by reducing headcount in the (a) London office at 1 Victoria Street...
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, what assessment he has made of the maximum potential savings that could be made by reducing headcount in the (a) London office at 1 Victoria Street...
In looking at potential paybill savings from reducing headcount, the department estimated that up to £15m paybill costs could be saved as a result of reducing to around 1,500 policy posts between now and 2020.
Around £6.5m annual paybill costs would be from headcount reductions arising from the decision to close the Sheffield office.
The remaining paybill savings would come from a combination of natural turnover, vacancy management and recruitment freezes in 1 Victoria Street between now and 2020.
To ask the Secretary of State for Business, Innovation and Skills, with reference to the Written Statement of 26 May 2016, HCWS30, what assessment he has made of the business need for the roles based at (a) the Sheffield office at St Paul's Place and (b) the London office at...
To ask the Secretary of State for Business, Innovation and Skills, with reference to the Written Statement of 26 May 2016, HCWS30, what assessment he has made of the business need for the roles based at (a) the Sheffield office at St Paul's Place and (b) the London office at...
Detailed planning within business areas is continuing in order to assess for which roles there is a permanent business need, and which are either no longer needed or only needed in the short term.
Based on current estimates the Department expects less than half of the policy roles currently outside London to transfer and be backfilled permanently, as part of the overall reduction in policy roles from 2000 to 1500.
To ask the Secretary of State for Business, Innovation and Skills, with reference to the Answer of 12 May 2016 to Question 36974, on Department for Business, Innovation and Skills, how many policy staff are based at each of those 14 locations.
To ask the Secretary of State for Business, Innovation and Skills, with reference to the Answer of 12 May 2016 to Question 36974, on Department for Business, Innovation and Skills, how many policy staff are based at each of those 14 locations.
The number of employees of the Department for Business, Innovation and Skills (BIS) headquarters, working in policy roles as at 31 May 2016, are shown in the table below. Some details have changed since the Answer of 12 May 2016 to Question 36974 because of staff movements and people leaving under Voluntary Exit schemes.
Policy staff includes all people working in policy directorates as well as those directly involved in the policy making process including, for example, Private Office, analysis, external communications, and legal services (other than those that operate on a local basis such as prosecutors and investigation offices). It excludes corporate functions such as Finance, HR, Digital and Commercial, and regionally based staff such as BIS Local.
Location | Number of employees |
Billingham Queensway House, West Precinct, Billingham TS23 2NF | 1 |
Birmingham | 1 |
Bristol | 5 |
Cambridge | 1 |
Cardiff | 31 |
Coventry | 1 |
Darlington | 5 |
Gateshead | 2 |
Leeds | 1 |
London 1 Victoria Street, London SW1H 0ET | 1363 |
Manchester | 2 |
Nottingham | 4 |
Sheffield | 222 |
Warrington/Daresbury | 10 |
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016, on BIS consultation, HCWS30, in which ways operating split-site and split-team working would put a strain on organisational effectiveness.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016, on BIS consultation, HCWS30, in which ways operating split-site and split-team working would put a strain on organisational effectiveness.
Policy teams in the Department for Business, Innovation and Skills (BIS) are currently split across multiple locations around the country with teams and management chains divided across this landscape.
As the Department becomes smaller, BIS needs a different model in which it is easier for all policy staff to operate without having to work around or compensate for the logistical challenges of a split site model. The Combined Headquarters model will mean all policy staff are co-located and within close proximity to one another and to Ministers. This will enable more face to face interaction between and within teams, within management chains and with Ministers.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016, on BIS consultation, HCWS30, what assessment his Department has made of the relative level of difficulty in redeploying (a) London-based and (b) non-London-based staff to address urgent priorities.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016, on BIS consultation, HCWS30, what assessment his Department has made of the relative level of difficulty in redeploying (a) London-based and (b) non-London-based staff to address urgent priorities.
I refer the hon Member to my response to question UIN 39342.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, what difficulties his Department experienced with split-site working in response to the steel crisis and Eurozone contingency planning.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, what difficulties his Department experienced with split-site working in response to the steel crisis and Eurozone contingency planning.
HCWS30 cites the steel crisis as an example of where the Department for Business, Innovation and Skills has recently needed to redeploy large numbers of staff to address an urgent priority. As our policy function becomes more focused over the course of the Parliament, we expect to have to redeploy staff in this way more frequently than has so far been the case. Operating across split sites, in the context of a smaller workforce overall, would make it harder to quickly redeploy people to a different team or policy area, or for someone to be able to respond to an unpredictable or unusual demand for more intensive engagement with Ministers or Parliament.
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, whether he has made an assessment of the implications of the decision to create a combined Business, Innovation and Skills headquarters and policy function in London...
To ask the Secretary of State for Business, Innovation and Skills, pursuant to the Written Statement of 26 May 2016 on BIS consultation, HCWS30, whether he has made an assessment of the implications of the decision to create a combined Business, Innovation and Skills headquarters and policy function in London...
The Department for Business, Innovation and Skills (BIS) participates in a cross-Government graduate scheme. Within this scheme, graduates are centrally recruited from all over the UK and short term-placements are offered by departments, including BIS, across various departmental locations. The decision to create a combined Business, Innovation and Skills headquarters and policy function in London will not affect participation in this scheme.