Supplementary memorandum submitted by
the Department of Trade and Industry
OF 4 JULY
1. (a) Following the exchanges at Q97ff,
it would be helpful to have a breakdown of DTI staff numbers for
1999-2000, showing the changes attributable to the establishment
of (i) BTI and (ii) SBS
The estimated outturn of staff in post in the
2000 Expenditure Plans Report included staff from both BTI and
SBS in the total given for DTI (Gross Control Area). The final
outturn, as measured on 5 April 2000, was 6,568 staff, compared
to the estimate of 6,516 in the EPR. Of these BTI had 621 staff
funded by DTI and SBS had 202 staff funded by DTI. (Note all figures
are inclusive of casual staff and are based on full time equivalents.)
(b) It would be helpful to have details of
the changes in recent years in staff numbers and where possible
grades in the component parts of the former Industry Group, referred
to at Q118ff
Please see below two tables relating to staff
in the Business Competitiveness Group, previously the Industry
Group. Table 1 shows the staff numbers split by Directorate, at
the beginning of each financial year since 1 April 1997 and includes
the latest monthly figures produced. The second table shows the
split by grade in each of the directorates for the latest month,
this information is not readily available for previous months.
(Information derived from Monthly Staff in Post Reports.)
STAFF IN POST FIGURES FOR BUSINESS COMPETITIVENESS
GROUP (PREVIOUSLY INDUSTRY GROUP)
|| ||1 April 1997
||1 April 1998||1 April 1999
||1 April 2000||1 August 2000
|Director General & Industry Sponsorship Support
|British National Space Centre||BNSC
|Chemicals & Biotechnology||CB
|Communications & Information Industries
|Industry Economics & Statistics||IES
|Consumer Goods Business & Postal Services
|Innovation Policy & Standards||IPS
The staff numbers shown are based on full time equivalents,
ie two part timers working for half-a-week each, count as one.
Following a Departmental reorganisation the Innovation Unit
moved from the Group at the beginning of the 2000-01 financial
BUSINESS COMPETITIVENESS GROUP STAFF IN POST FIGURES BY
RANGE AT 1 AUGUST 2000
|Senior Civil Service||1
The staff numbers shown are based on full time equivalents,
ie two part timers working for half a week each, count as one.
2. (a) An example of a reduction in resources allocated
because of a failure to meet a target would be of interest, as
at Q 70-72
We have not been able to identify a reduction in resources
allocated within DTI because of failure to meet an Agency target.
Failure by an Agency to meet a target will certainly lead to increased
pressure in that area: questions may be raised at the Agency Steering
Board; the DTI's Finance Directorate may seek an explanation;
the Agency's management may review the issue. All parties will
be seeking a management response which will lead to improving
performance; and getting the Agency back on track to hitting the
target which was missed. Increased resources may or may not be
part of that management response. It is equally likely that improvements
in working practices will feature in the response.
(b) The Permanent Secretary offered cash and proportionate
figures on the costs of purchasing green electricity (Q105)
The Department is charged according to the consumption profile
of its individual buildings, so there is no single flat-rate differential
between green and brown electricity. In practice it varies between
5 per cent and 6 per cent.
For our major buildings our 26 per cent green electricity
increases our total electricity bill by 1.5 per cent or just under
£10,000. This is more than offset by the £95,000 total
electricity saving we have negotiated this year.
(c) It would be helpful to know the number of bills paid
by DTI in a typical year: and any results of the inquiries made
as to particular problem areas (Q109ff)
In 1999-2000 DTI paid about 46,500 invoices. The Committee
asked which areas of the Department were not meeting the target.
The following provides details of percentage of invoices paid
on time and is calculated using a bespoke report on DTI's accounting
system (RAB) using standard payment terms of 30 calendar days.
The time taken to pay invoices is calculated either from the date
of receipt or from the date a supplier dispute is resolved.
The figures are:
Business Competitiveness Group86 per cent.
Competition and Markets98 per cent.
Energy89 per cent.
Enterprise and Innovation89 per cent.
Legal Services98 per cent.
Ministerial Parliamentary Support Team66 per
Office of Manpower Economics95 per cent.
Office of Science & Technology97 per cent.
Resource and Services91 per cent.
Small Business Service97 per cent.
Trade Policy92 per cent.
TOTAL DTI92 per cent.
These figures do not include our Executive Agencies, apart
from the Small Business Service, or British Trade International.
Some Groups' payment performance is very good, and only requires
slightly more effort to achieve the 100 per cent target. However,
overall the position remains disappointing.
(d) The Permanent Secretary referred to an apparently unique
bonus scheme for ECO staff (Q84): it would be helpful to have
A team bonus scheme was introduced in the Export Control
Organisation (ECO) on 1 November 1999. The aim of the scheme was
primarily to lift efficiency in the ECO, including in particular
in relation to the targets for turning around export licence applications.
Bonuses are awarded twice yearly, on the basis of performance
against targets. They are awarded on the basis of the same cash
amounts to all individual members of a team, irrespective of their
pay range. Targets are set at for both the ECO as a whole and
for individual teams. The ECO-wide targets relate to the Government-wide
targets for turning around export licence applications and to
the internal ECO target for its part of the process. The team-level
targets relate, for example, to time taken at the different stages
of the licensing process, and also include a range of quality
Up to £75,00 is available for the team bonus scheme
for the financial year 2000-2001 for the 140 staff in the ECO.
The levels of bonuses to be awarded are decided by a panel consisting
of the Director General, Trade Policy; the Director General Resources
and Services and the Director, Export Control and Non Proliferation.
(a) It would be helpful to have updated out-turn figures
where available, specifically on
(i) productivity per hour and per worker (Q24)
Recent productivity figures are measured on an output per
worker basis, and output per hour basis against the G7. For the
former measure, in 1999 with the UK indexed at 100, the G7 (excluding
UK) measured 126. For the latter measure, with the UK indexed
at 100, the G7 excluding UK measured 112 in 1998 (1999 figures
are not yet available).
(ii) sickness absences (Q83)
Sickness absence figures for the whole of the Civil Service
are collated, adjusted and analysed by Biomathematics and Statistics
Scotland (BIOSS) and the results are subsequently published annually
in a BMI report commissioned by The Cabinet Office. BIOSS make
statistical adjustments to the figure to take account of factors
such as geography and cyclical epidemics like influenza. This
makes cross-deparmental comparisons possible.
It is on these adjusted figures that Civil Service Departments
are being judged against the targets set by the Treasury. The
figures for calendar year 1999 should be available by the end
of October and will be announced by the Cabinet Office in the
(iii) the percentage of business expressing satisfaction
with Business Links services due in April 2000 (Cm 4611, p15)
MORI interviewed 527 users of Business Link between April
and June 2000. The percentage indicating that they were satisfied
with the overall service received was 74 per cent.
Seventy-eight per cent of business with 10 to 249 employees
were satisfied, compared with 75 per cent of businesses with 10
to 2000 employees in the last MORI survey (August/September 1997).
(iv) the benchmarking results on SMEs wired up to the digital
marketplace, due in June 2000 (ibid)
The 1998 Competitiveness White Paper set a target to "increase
from 350,000 to one million the number of UK SMEs wired up to
the digital marketplace by 2002."
The 1999 International Benchmarking Study (IBS) indicated that
rapid progress had been made against this target showing that
600,000 SMEs were now wired up. Three new targets were therefore
set, namely to ensure that by 2002:
(i) 1.5 million SMEs are wired up;
(ii) one million SMEs are trading online; and
(iii) the performance of the UK's smallest businesses
is comparable to the best in the world.
This year's studyto be published at the beginning
of Octoberwill show that 1.7 million SMEs are now wired
up. Target (i) has therefore been achieved. In relation to target
(ii), the study shows that 450,000 SMEs are trading on-line.
In relation to target (iii) the performance of UK micro businesses
(with respect to being online and trading online) is average,
compared to other benchmarked countries (ie the US, Canada, Japan,
France, Germany, Italy and Sweden). There is more to do if we
are to achieve the target. The performance of UK small businesses
is better than average but still not the best in the world.
(v) impact reports on the value of additional exports generated,
due in April 2000 (ibid, p16)
The establishment of British Trade International in May 1999
has meant significant changes in the remit for official export
support, and further work on impact measurement. As British Trade
International's Chief Executive reported to the Committee's joint
meeting with the Foreign Affairs Committee in June of this year,
new output and quality measurements are being developed. Their
aim will be to assess the impact of export services on various
aspects of business performance, and as a result the earlier work
on impact measures has been amended. No reliable figures relating
to the original target are available.
(vi) the quality of the science and engineering base output
due in June 2000 (ibid)
The latest data (for 1999) to provide an indicator of the
overall quality of the Science and Engineering Base output are
being processed but the results are not yet available. The most
recent (1998) figures available showed:
Qualitythe UK's per cent share of world
citations was 10 per cent and international ranking at subject
level was second in 14 of the 20 fields studied.
Relevancethe UK's world ranking in terms
of proportion of HEI funding from non-Governmental sources was
second of the G7 countries.
Cost effectivenessUK's ranking against
the G7 countries (and others) on number of papers published per
£1 million investment was first.
We will be happy to let the Committee have the figures updated
to 1999 when they become available.
(b) On pages 19-21 of Cm 4611 there are a number of references
to figures being available in the summer or in April/May/June
2000. It would be helpful to have the figures now available.
The figures now available are:
|Departmental operation||PSA Target
||Progress reported in Cm 4611||Update
|DTI Strategic Efficiency Target||DTI's strategic efficiency target is to achieve savings of 2.5 per cent of its running costs each year over the period covered by the Comprehensive Spending Review. DTI will continue to develop better measures of efficiency and extend these to cover a wider range of departmental activities, including complementary efficiency targets for other areas of the Department's running costs.
||Figures on progress will be available in Summer 2000.|
DTI participates in Treasury Working Group measuring efficiency of HQ activities.
|DTI achieved a saving of £10.594 million on projected costs of £406,628 million (a saving of 2.605 per cent). Major components of the 1999-2000 saving are direct and general savings from the introduction of the ELGAR and MANDRIN IT systems; savings between ACAS and ETS, accommodation savings; staff costs; usage of hard-charged services; postage and stationery costs.
|Companies House||Maintain an annual unit cost reduction target of 3 per cent (to be reviewed each year) in real terms on document registration.
||Companies House achieved a 6 per cent reduction in 1998-99, more than meeting the original target. It sought to achieve a 3 per cent reduction in 1999-2000.
||6 per cent reduction achieved in 1999-2000.
|Insolvency Service||Achieve a 5 per cent reduction in real terms in case administration unit costs over the period 1999-2002. During 1999, the Service will propose a new target which will look for a reduction of the order of 10 per cent in the cost of investigations over the period 1999-2002.
||The Insolvency Service achieved a 5.1 per cent reduction in 1998-99, more than meeting the original target.
||InsS achieved an 11.8 per cent reduction in real terms administration unit costs in 1999-2000. With regard to their new target which looked for a reduction of the order of 10 per cent in the costs of investigations, they achieved 5.9 per cent in 1999-2000.
|National Weights and Measures Laboratory
||To reduce the real cost of a programme hour by 4 per cent over the period 1997-2000.
||Target achieved. NWML achieved a 5.5 per cent reduction by May 1999.
||NWML achieved a 2.1 per cent reduction in 1999-2000.
|Patent Office||To increase output in relation to current expenditure by an average of at least 2 per cent per annum over the period 1998-99 to 2002-03.
||The Patent Office achieved an increase of 2.1 per cent in 1998-99 and is on course to fulfil the target for 1999-2000 and future years.
||9 per cent increase achieved in 1999-2000.
|Employment Tribunals Service||To achieve a 3 per cent (to be revised each year) real terms reduction in administrative unit costs in the employment tribunals.
||Original target achieved and upgraded to 5 per cent. By September 1999 ETS had made a real terms administrative unit cost reduction of 6 per cent. 1999-2000 figures are due in April 2000.
||7.65 per cent reduction in 1999-2000 (target upgraded to 5 per cent in September 1999).
|Radiocommuni-cations Agency||Achieve a gain in financial efficiency (comparing costs with income at constant fee levels) of 20 per cent over the period 1998-99 to 2002-03.
||The Agency made efficiency gains of 5 per cent to August 1999 and is well on course to meeting the target. 1999-2000 figures are due in April 2000.
||RA will meet their yearly target of a 2 per cent gain.
|Accommodation||Operational costs per capita to be reduced by 3 per cent in real terms over two years on a 1997-98 baseline.
||By June 1999 the Department had achieved a 4.9 per cent saving in this area, ahead of target and well in line to achieve the overall objective. Next figures are due in June 2000.
||At the end of 1999-2000 (ie the duration of the target) the Department had achieved a reduction of 5.74 per cent on the baseline. Staff numbers increased by 5.62 per cent, while costs decreased by 0.44 per cent.
|Better Quality Services||Regularly and systematically review services and activities over a five year period in line with government policy as set out in the handbook "Better Quality Services". Develop a review programme by September 1999.
||The DTI Review Programme was submitted to Cabinet Office and accepted in November 1999. BQS reviews started in Companies House and NWML in February and are due to start in the Insolvency Service and Patent Office in May.
||The Department is on target to review 60 per cent of its service by the end of March 2003 and 100 per cent by the end of March 2005. The BQS review of CH is due by the end of October, those for INSS and PATS by the end of November and NWML's by the end of the year. A BQS review of the European Policy area of the central Department will be completed by the end of October. The overall BQS plan has been agreed with the Cabinet Office.
|Electronic Government||Set a target by 31 March 1999 in support of the Government commitment that, by 2002, at least 25 per cent of government services will be accessible electronically. Productivity Target: Level of services accessible electronically: 8 per cent at October 1997.
||DTI has set a target of 25 per cent services to be accessible electronically by 2002.|
Baseline: 8 per cent of services accessible electronically in October 1997.
By June 1999 23 per cent of DTI services were available on-line. Next update schedule for June 2000.
|This target has been superseded by the March Cabinet agreement that all key services should be available on-line by 2005. Progress is being reported to the Cabinet Office. The Department is on course to achieve the 2005 target.
|Sickness Absence||DTI will work towards meeting the government-wide target to reduce Civil Service sickness absence rates by 20 per cent in 2001 and by 30 per cent in 2003. Targets specific to the DTI will be set by February 1999 and an action plan drawn up for achieving them and agreed with the Cabinet Office by June 1999.
||Targets for the Department have been agreed:|
7.4 per cent days lost through sickness per staff year by end 2000-01.
6.9 per cent days lost by end 2002-03.
The Department's baseline is 8.0 days in 1998. Sick absence figures for 1999 will be available in late 2000.
The DTI Action Plan has been agreed with Cabinet Office. Work is in hand to promote best practice in sickness absence management including a video for managers; issuing regular management information to senior management on staff absences; earlier referral of long term sickness absence cases to the Medical Advisor; and reviewing DTI inefficiency procedures.
|Work is in hand on an initiative to promote best practice in sickness absence management. This includes a video for managers; issuing regular management information to senior management on staff absences; earlier referral of long term sickness absence cases to the Medical advisor; and reviewing DTI inefficiency procedures.|
Figures for 1998:
BMI report on sickness absence for 1999 now due mid 2001.
|Fraud||Operate a zero tolerance policy towards fraud. Review anti-fraud control systems in 1999.
||In 1999 the Department launched a review into its policy and approach to fraud in the context of risk management and expects to introduce revised arrangements during the first half of 2000.
||The Department has carried out a review of fraud policy and supporting procedures. The Departmental Board has endorsed a restatement of our policy of working to eliminate fraud and a streamlining of internal procedures. Updated guidance on fraud risk management will be promulgated to senior managers in the Autumn.
|Procurement (1)||Committed to the government-wide target that, by March 2001, 90 per cent of routine procurement of goods will be conducted electronically. The Department has an agreed action plan to increase the efficiency of purchasing, focusing on the introduction of electronic commerce and the encouragement of collaborative purchasing initiatives. Productivity Target: Level of routine procurement conducted electronically.
||The DTI action plan to increase efficiency of purchasing will be reinforced in light of recommendations of Gershon review. The Department has commissioned and received two studies and an outline technical specification from ICL Unitas aimed at increasing electronic procurement to 100 per cent.
||Two studies by ICL Unitas have highlighted that the market for electonic purchasing systems is not fully developed. In March 2000, OGC wrote to all Departments imposing a moratorium on the development of new systems, in anticipation of the award of contract for a Government electronic shopping mall or E-hub. In April, OGC commenced a review of the E-hub project, which has in turn led to a period of fact finding across the Government sector. The conclusions of the review are now awaited. In the light of these developments, DTI will work towards the 90 per cent target by expanding the use of the Government Procurement Card with our suppliers. Whereas we expect to see a substantial increase on current throughput, the chances of reaching the 90 per cent target are now very slim. Seventy per cent by March 2001 is a more realistic target for DTI.
|Procurement (2)||The DTI is committed to paying all correctly presented bills within 30 days of receipt of goods and services or a valid invoice, whichever is later, or other agreed payment terms. Target: 100 per cent 1999-2000.
||1997-98: Target 97.5 per cent, outcome 98.2 per cent.|
1998-99 Target 97.5 per cent, outcome 96.3 per cent.
Target 1999-2000 100 per cent, outcome expected mid 2000.
As of May 1999, the outcome against this target has slipped to 96.3 per cent. DTI will utilise the new reporting capabilities offered by its tracking database ORACLE RAB to monitor prompt payment on a regular basis, and push towards achieving future targets.
|The return of April-June, drawn from our Oracle-based finance system, indicated that 92 per cent of all invoices were paid within the required timescale. This means that the Department still has some way to go to meet the target of full compliance, and that performance has dipped from the previous return. The Secretary of State and the Permanent Secretary have both expressed concern and have asked for renewed efforts to be put in place to address the issue. Directorates will utilise the reporting facilities offered by the Oracle RAB database to monitor prompt payment on a regular basis.
(c) The Permanent Secretary offered to provide objectives
and targets for lower levels of the Department. It would be helpful
to have a set of these in full for:
(i) the Vehicles Directorate
To develop and maintain a strategic knowledge and understanding
of the automotive sector, by:
maintaining a regular dialogue with leading vehicle
and component manufacturers, and retailers;
ensuring an understanding of the long term strategies
of the major companies and their implications for the UK;
maintaining effective dialogue with relevant trade
associations so that their general knowledge and understanding
of their sectors informs the government view.
To understand the factors that determine the competitiveness
of the UK automotive sector and encouraging the identification
of, and action on, its strengths and weaknesses, by:
maintaining knowledge and understanding of the
key global challenges facing UK vehicle and component (original
equipment and aftermarket manufacturers); and distributors and
retailers, in particular SMEs;
developing detailed competitiveness analyses of
these different sectors and on the basis of this an agreed agenda
for action with the industry;
supporting the continued development of the SMMT
Industry Forum as a means of helping deliver improved competitiveness
to the automotive components sector;
encouraging the establishment of a Retail Forum
to complement Industry Forum and enable the total supply chain
from raw materials to the final customer to be improved;
encouraging the wider dissemination and sharing
of best practice, and the development of suitable mechanisms for
working with FMCEC on the development of a new
competitiveness analysis for the construction equipment sector;
considering with FMCEC the scope for development
of an Industry Forum replication project.
To provide timely and accurate information and advice for
the information of Government, EU and international policy, by:
ensuring HMG and legitimate industry views are
taken into account in discussions at EU level on new standards
and regulations, eg emissions and pedestrian safety;
facilitating progress within Whitehall on regulatory
issues impacting adversely on the industry, eg change to August
To assist the development of strong and competitive markets
for the automotive sector and to encourage through partnership
the exploitation of market opportunities, by:
encouraging Trade Associations to work with British
Trade International to enhance their focus on exports;
contributing effectively to the European Commission's
review of the Block Exemption and its work on successor arrangements,
in consultation with the industry and other Member States;
encouraging vehicle manufacturers to commit to
reducing European car price differentials.
To encourage and to spread best practice in the UK automotive
helping the UK automotive industry compete through
developing the knowledge and skills of their people, in co-operation
with the regional organisations, the education sector and other
encouraging best practice among Trade Associations
with which we deal;
maintaining contacts and co-operation with Regional
Development Agencies and business support organisations (particularly
following the creation of the Learning and Skills Councils and
the SBS) to promote and disseminate Industry Forum type activities
in the regions;
developing Retail Forum and its advisory groups
to strengthen dialogue between manufacturers and dealers;
leading a partnership of education institutions
from the Higher Education and Further Education sectors who are
willing to work with the Automotive Directorate and the Industry
Forum to improve the competitiveness of the automotive sector,
both by delivering courses directly to companies and by making
courses better suited to the needs of the industry;
utilising excellence of motorsports sector for
transfer of technology and best practice to automotive and wider
SMMT, regional organisations and companies so
as to become the definitive web source of the automotive industry.
To promote a culture in the UK automotive sector of innovation,
enterprise investment by:
pursuing energetically barriers to trade by UK
promoting the UK as an attractive investment location
for foreign and global vehicle and component manufacturers; for
both manufacturing and R&D;
encouraging the UK automotive and motorsport industry
to respond to the challenges of globalisation by promoting market
opportunities, collaboration strategies, technology transfer and
improving awareness and understanding of the opportunities
in key emerging and developed markets, eg China, Japan.
To advance technological excellence in the UK automotive
sector and to maximise its contribution to economic development
and the quality of life, by:
working with industry, its trade associations,
academic professional bodies, user groups and OGDs including OST
to take forward the Foresight Vehicle Programme;
representing the interests of UK industry on technology
policy and regulatory issues affecting the automotive sector.
(ii) the company investigation directorates, beyond those
referred to at paras 10.4-10.5 of Cm 4611
Company Investigations BranchCurrent Objectives and Targets
RAM2000 objectives and key performance measures
Management Unit Objective(s)
To ensure that complaints and concerns about corporate
malpractice are quickly vetted and that, where appropriate, they
are fully investigated and appropriate follow-up action is promoted.
Key Performance Measure(s)
To complete vetting of complaints within an average
of 48 days of receipt;
To complete investigations under section 447 Companies
Act 1985 within an average of 90 days of issue of an authority
and within 188 days of receipt of complaint;
To refer cases requiring follow-up action to the
relevant authority within six weeks of completion of investigation.
CIB Business Plan 2000-01 objectives and targets
In addition to the RAM2000 objectives CIB, also has in place
a set of business plan objectives and targets which reflect its
three core activities. These objectives are broken down in detailed
targets for the Directorate and reflect the range of activities
that make up the CIB's work.
OBJECTIVE 1: TO
|Average time taken to complete pre-vetting process
|Average time taken to decide on requests for investigation (vetting)
|Maximum time between communication with complainants
||28 days, after initial 15 day response
|Reach decision on requests from overseas regulators
|Initiate replacement of OSIRIS case management system
||By Apri 2001|
|Review consistency and quality of vetting decisions
||By April 2001|
The Department's statutory investigation powers must be invoked
in genuine cases of public concern that satisfy the statutory
tests. The performance measures have been complied with, notwithstanding
a reduction in manpower. The action points identify a number of
specific tasks that need to be undertaken to maintain or improve
the quality and effectiveness, including cost-effectiveness, of
OBJECTIVE 2: TO
|Average time to commence statutory investigations
|Commencement of public at risk investigations
|Average time to complete internal statutory investigations
|Average time to complete external statutory investigations
|Put proposals to Minister to modernise investigatory powers
|Develop a concordat with the FSA including guidelines for our relationship with that body after implementation of the Financial Services and Markets Act
Performance targets have been met. Modernisation of investigatory
powers will include new ways of using and developing investigatory
expertise to ensure continuing contribution to departmental objectives.
OBJECTIVE 3: TO
|Appoint external inspectors (from when decision to appoint taken)
|Appoint internal inspectors (from when decision to appoint taken)
|Agree an outline timetable with inspectors (from appointment date)
|Meet with inspectors (on average)||3 months
|Decide whether to disclose reports and, if so, to disclose through relevant gateways (from completion of report)
||6 weeks (FSA)|
10 weeks (CA)
|Provide assistance in response to ad hoc requests from inspectors
||7 days (easy)|
28 days (hard)
|Contribute to Company Law Review on powers of intervention
|Complete annual review of supplemental guidance to inspectors
||By April 2001|
Performance targets have been adhered to.
Background on CIB Responsibilities
Companies Investigation Branch (CIB) carries out statutory
fact-finding investigations under the Companies, Financial Services
and other Acts. Statutory investigations are carried out mainly
by CIB's own staff under the authority of section 447 of the Companies
Act 1985. This gives powers to compel companies to produce their
records and give explanations of them. Such investigations are
not generally made known to the public. This is in contrast to
inspections by inspectors appointed by the Secretary of State
under section 432 of the Companies Act 1985, where the appointment
and the inspectors' report are generally published. CIB provides
a liaison and management function for such inspections.
Requests for investigations stem primarily from the general
public, either directly or indirectly (through other parts of
the department, other regulators or MPs). If matters of public
concern are revealed by CIB's enquiries, its investigations form
the basis for a variety of follow-up action including: civil action
to wind up companies engaged in activities that are against the
public interest and to disqualify individuals from acting as company
directors; and referrals to DTI's own prosecution lawyers (or
often the Serious Fraud Office or Crown Prosecution Service) to
see whether a criminal investigation and prosecution by them is
CIB is part of CLI Directorate, which is also responsible
Corporate governance and the development and administration
of company law.
The three-year independent Company Law Review
which is expected to report in 2001.
Financial reporting and sponsorship of the accountancy
and audit professions.
CIB comprises about 80 staff in steady state (excluding an
administrative support unit serving the whole of CLI, which is
located within CIB).
(iii) the achievement of diversity in the workforce, as
set out at page 23 and paragraphs 13.49-13.53 of Cm 4611
Benchmarks identified by the various programmes of action
BENCHMARKS FOR WOMEN BY BAND WITHIN THE DTI
| ||1999 %
||2002 %||2004 %
BENCHMARKS FOR ETHNIC MINORITY STAFF BY BAND/RANGE
| ||1998 %
||2001 %||2003 %
||2005 %||2010 %
BENCHMARKS FOR STAFF WITH DISABILITIES
| ||2000 %
||2002 %||2004 %
There was a small increase in the proportion of women in
managerial grades (Bands B and C) which is now 34.15 per cent
compared with 31.17 per cent in 1999.
Female representation in the Senior Civil Service continues
to increase: from 21 per cent in 1999 to 23.7 per cent in 2000.
Three hundred and fourteen members of staff now work part-time,
compared with 309 in 1999. However there has been no overall increase
in the percentage of staff working part-time due to additional
15.7 per cent of staff are known to be of ethnic minority
origin, and there continues to be an increase in ethnic minority
representation in managerial grades (Band B an increase from 11.4
per cent in 1999 to 12.8 per cent in 2000 and Band C an increase
from 4.1 per cent in 1999 to 4.6 per cent in 2000). These figures
indicate progress towards the DTI's benchmarks of 16 per cent
at Band B and 6.3 per cent at Band C by 2003 respectively.
In 2000 5.1 per cent of staff are known to have disabilities
(compared with 4.2 per cent in 1999) and staff with disabilities
continue to be employed at all levels including the Senior Civil
Broad overview of the key objectives of the various programmes
1. RAISING AWARENESS
To create a more favourable climate by raising awareness
of issues affecting particular groups including cultural and attitudinal
factors that are barriers to such staff developing their full
potential at work, and to find ways of overcoming such obstacles.
2. VALUING STAFF
To promote a culture in which all staff feel valued and respected,
regardless of their ethnic origin, sex, whether they have disabilities
or work part-time.
3. CAREER DEVELOPMENT,
To contribute to achieving a proportion of relevant groups
selected on merit in each range throughout the Department that
broadly reflect their proportion in the relevant sector of the
working population. To achieve a fair representation in all management
levels. To ensure that disabled staff have access to a wide variety
of posts which will give them opportunities to gain experience
of work in the range.
4. INTERNAL AND
When external recruitment takes place, to seek fair representation
of minorities among recruits, with the particular aim of increasing
representation in Band B and above.
To ensure that all staff receive the necessary Equal Opportunities
training. To ensure that staff from all groups have equal access
to, and are encouraged to take up training and development opportunities
to realise their full potential.
6. ALTERNATIVE WORKING
To remedy any gaps or flaws in the opportunities for flexible
working and the underpinning systems and to provide the promotion,
presentation and acceptability of non-standard patterns of work.
7. CARING RESPONSIBILITIES
To raise the awareness within the Department and encourage
support for all staff with caring responsibilities by adopting
a flexible approach to meeting work commitments.
8. THE WORKING
To ensure that steps are taken so that the working environment
does not prevent disabled people from taking up positions and
22 September 2000
A business is "wired up" or "on-line" (according
to DTI's connectivity indicator) if it makes frequent use of external
e-mail, EDI (Electronic Data Interchange) or has a website. Back
A business "trades online" if it both (1) orders online
or allows its customers to do so, and (2) makes payments online
or allows its customers to do so. Back