UK TRADE & INVESTMENT

Corporate Plan 2010-11

UK Overview List of UKTI Locations Overseas
UKTI is present in the following overseas locations

Regional Development Agencies

Devolved Administrations
UKTI Office Algeria China Hong Kong Libya Qatar Tanzania
1 London Algiers Beijing & Macao Tripoli Doha Dar es Salaam
2 Glasgow Angola Chongqing Hong Kong Lithuania Romania Thailand
3 Cambridge Luanda Guangzhou Hungary Vilnius Bucharest Bangkok
4 Bovington Argentina Shanghai Budapest 1Luxembourg Russia Trinidad &
5 Larkhill Buenos Aires Colombia Iceland Luxembourg Ekaterinburg Tobago
Australia Bogotá Reykjavik Malaysia Moscow Port of Spain
UKTI International Trade Directors Brisbane Costa Rica India Kuala Lumpur St Petersburg Tunisia
1 London* Melbourne San José Ahmedabad Mexico Saudi Arabia Tunis
3 Cambridge* Perth Croatia Bangalore Guadalajara al-Khobar Turkey
6 Birmingham* Sydney Zagreb Chandigarh Mexico City Jeddah Ankara
7 Bristol† Austria Cuba Chennai Monterrey Riyadh Istanbul
8 Guildford* Vienna Havana Hyderabad Tijuana Serbia Izmir
9 Leeds* Azerbaijan Cyprus Kolkata Villahermosa Belgrade 2UAE

10 Newcastle* Baku Nicosia Mumbai Morocco Singapore Abu Dhabi

11 Nottingham* Bahrain Czech Republic New Delhi Casablanca Singapore Dubai
12 Warrington* Manama Prague Pune Rabat Slovakia Uganda
Bangladesh Denmark Indonesia 1Netherlands Bratislava Kampala
* Co-located with the Regional Development Agencies
Dhaka Copenhagen Jakarta The Hague Slovenia
† Co-located with Government Offices Ukraine
Barbados Dominican Iraq New Zealand Ljubljana Kyiv
2
Bridgetown Republic Baghdad Auckland South Africa USA
1Belgium Santo Domingo Ireland Nigeria Cape Town Boston
Brussels Ecuador Dublin Abuja Durban Chicago
10 Israel Lagos Johannesburg
Bosnia & Quito Houston
Herzegovina Egypt Tel Aviv Port Harcourt South Korea Los Angeles
Sarajevo Alexandria Italy Norway Seoul Miami
Brazil Cairo Milan Oslo Spain New York
Brasilia Estonia Naples Occupied Barcelona San Francisco
9 Rome
Porto Alegre Tallinn Palestine Bilbao Washington DC
Recife Ethiopia Jamaica Jerusalem Madrid Venezuela
12 Rio de Janeiro Addis Ababa Kingston Oman Caracas
Seville
11 São Paulo Finland Japan Muscat Vietnam
Sri Lanka
Brunei Helsinki Osaka Pakistan Hanoi
Colombo
Bandar Seri Tokyo Islamabad
France Sudan Ho Chi Minh
Begawan Bordeaux Jordan Karachi City
6 Khartoum
3 Bulgaria Lille Amman Lahore Sweden Yemen
Sofia Lyon Kazakhstan Panama Sana’a
Stockholm
7 Canada Paris Astana Panama City
Atyrau Switzerland
1 Calgary Germany Peru Berne
5 8 Montreal Berlin Kenya Lima
Nairobi Geneva 1 Although three
Ottawa Düsseldorf Philippines countries with separate
Toronto Kuwait Syria
Munich Manila Posts, Belgium,
Vancouver Kuwait City Aleppo Netherlands and
4 Ghana Poland Damascus Luxembourg are
Chile Accra Latvia Warsaw
treated as one market;

Santiago Riga Taiwan Benelux.

Greece Portugal Kaohsiung 2 Although one country
Athens Lebanon Lisbon and one market, they
Taipei are provided with
Beirut separate targets.

UKTI Corporate Plan 2010-11 Page 1

International Market
Overview

UKTI has a global

network of staff in
162 locations, in
96 markets.

These markets cover

in excess of 98% of
global gross
domestic product.

Our global network

consists of 1,300
staff, of whom

1,100 are locally

engaged, the
majority with private
sector experience.

UKTI Presence
UKTI Office

UKTI Corporate Plan 2010-11 Page 2 UKTI Corporate Plan 2010-11 Page 3
Contents

Maps

Chief Executive’s Foreword  06

Our Mission, Our Aim and Our Vision  07

Executive Summary 08

Chapter 1 Introduction 10

Chapter 2 Our Targets  11

Chapter 3 Working with UK Business  15

Chapter 4 Our Services and Products  22

Chapter 5 Delivering for UK Business in 2010 27

Chapter 6 Our People 33

Chapter 7 Organisation and Budgets 35

UKTI Corporate Plan 2010-11 Page 5

Chief Executive’s Foreword
2009 was a challenging year. UK
Trade & Investment (UKTI) delivered
crucial business support and services
throughout this difficult period, which
helped companies to grow globally
and to overcome barriers to
international trade. Despite the
economic downturn and the reduction
in global trade, UKTI has exceeded its
targets for businesses assisted in the
year to date. We should be proud of
this. But we will need to do even
better in the year to come.
As the UK and global economies
recover, UKTI will continue to play a
key role in UK business success. Our
work helps UK companies exploit the
benefits of exporting, ensuring they
are best placed to make the most of
the opportunities of globalisation and
growth in some markets around the
world. At the same time, we have an
important role to play in attracting
high quality investment to the UK.
To succeed we have continually to
showcase the excellence at the heart
of UK business and the expertise we
have to offer the world. We must
remember that the UK continues to be
the preferred environment from which
businesses can grow, offering a
diverse, knowledge-based economy,
with strengths across a wide range of
sectors and, with one of the most
open economies in the world, the
ideal place for high-quality overseas
investment.
Like everyone else, our resources will
be under pressure in the coming year.
We will therefore focus on those areas
most likely to deliver benefits to the
UK economy, by significantly
extending our outreach to UK
exporters and targeting innovative and
UKTI Corporate Plan 2010-11 Page 6
high-growth international companies.
Our targets remain central to all our
actions. That and our focus on what
our customers want.
We face 2010 from a position of
strength. We will contribute to the
efficiency challenges and play our part
in providing greater value for money.
Whatever the political developments
I have every confidence that UKTI
will continue to be seen as one of
the best organisations of its kind in
the world and as an efficient,
customer focused body.
In conclusion, I would like to Sir Andrew Cahn KCMG
quote the report of the House of Chief Executive of
Commons Business, Innovation and UK Trade & Investment
Skills Committee “Exporting out of
Recession”. It described UKTI as “a
highly adept organisation whose
services are valued by business. We
are once again impressed by the
dedication and professionalism of the
staff that we met” and added that:
“UKTI is a highly successful
government agency which is well
respected by business. The current
financial situation has put UKTI at
the heart of government economic
policy. If the country is to be
successful in exporting its way out of
recession, UKTI will need to continue
its vital role of bringing together the
best of both the public and private
sectors – and the rest of Government
needs to become more aware of the
opportunities for business in their
own areas of operation.”
I agree wholeheartedly, and with that
endorsement sounding in our ears, we
must now set to work in delivering for
UK businesses and helping the UK
economy to recover.
Return to Contents
 Our Mission
To deliver maximum value for the UK economy
and for business in an increasingly globalised
and competitive world, and to market the UK
as a springboard for global growth.

Our Aim
To add value to the UK economy by helping
business succeed internationally.

Our Vision
To be the most successful trade and investment
organisation in the world.

UKTI Corporate Plan 2010-11 Page 7 Return to Contents

Executive Summary
Going forward we
must look for
opportunities where
UKTI can help deliver
growth in the economy
and the jobs market.
UKTI Corporate Plan 2010-11 Page 8
1. The UKTI Corporate Plan 2010/11
sets out what our targets are for
this year, how we intend to deliver
them and the resources we have at
our disposal. All of which will show
how we plan to deliver our
contribution to two Departmental
Strategic Objectives:
The Department for Business,
Innovation and Skills (BIS):
Promote the creation and growth of
business and a strong enterprise
economy across all regions,
The Foreign and Commonwealth
Office (FCO):
Support the British economy.
2. UKTI has a vitally important role
to play in helping the UK grow out
of the recession. Exporting can be
crucial to the survival of companies
in difficult times. It can help
companies to achieve growth not
otherwise possible, and can help
companies utilise capacity fully,
reducing dependency on certain
markets, exposing them to new
ideas, and increasing the
commercial lifespan of their
products. Those companies that can
capitalise on these opportunities
will be best placed to grow and
help deliver the UK from recession.
3. To maximise these opportunities
for UK business, UKTI must
continue with the work we have
had in place for some years now,
namely:
• Continue to market the unique
selling points of the UK and to
promote the benefits of exporting
and the role we can play in
helping companies to trade
overseas.
• Continue to work in partnership:
with the many business specialists
we have available, with our sector
advisory groups, marketing
strategy boards and our Business
Ambassadors.
• Continue to ensure we are a
client-focused organisation,
working with UK business
through Account Management
and other services to ensure that
our services and resources are
suitably aligned.
4. Going forward we must look for
opportunities where UKTI can help
deliver growth in the economy and
the jobs market. We need to
recognise the opportunities that
will exist in the future global
economy, in particular those that
can deliver a low carbon future.
International efforts to mitigate the
effects of climate change present
an unprecedented opportunity for
the UK to transform its economy
and capitalise on global demand for
low carbon goods and services
arising out of international climate
change policy. Through an
environment of business innovation
and collaboration, the UK is well
placed to drive the global shift to a
low carbon future, seizing
opportunities across all sectors of
the international economy.
Return to Contents
5. To succeed in helping the UK
economy we must deliver and
exceed all our targets, remember
that quantity without quality is not
enough, and could damage our
reputation.
6. Latest independent survey results
show that UKTI assisted 23,700
companies to exploit opportunities
in overseas markets over the last 12
months, generating over £3.6
billion of added value to the UK
economy. Some 90 per cent of
UKTI’s trade customers are SMEs,
reflecting the overall population of
exporters in the economy. UKTI also
helped to maintain the UK as a
world-class destination for foreign
direct investment (FDI) with
significant involvement in 600 out
of 1,744 new investment projects
to the UK in 2008/09.
7. However, we did not do quite so
well with our quality and
satisfaction targets, where we
achieved 76% quality and 75%
satisfaction against targets of 80%
for each. We need to remember
that, in order to deliver real benefits
to business and make a real
difference to the economy, our
services have to be of a high
quality. That is why we are
introducing the “Improving our
Customer Experience” workshop. It is
important for us all to remember
that our targets reflect the
successful delivery of our services
to satisfied customers.
UKTI Corporate Plan 2010-11 Page 9
8. It will be important to remember
that delivery of our targets next
To succeed in helping
year will be set against the context the UK economy we
of ongoing global economic
pressures and it will be a challenge must deliver and
for us to achieve our targets. In
addition, we can expect all
exceed all our targets,
Government departments to be remember that quantity
under increasing resource pressure.
We must ready ourselves for the without quality is not
challenges of the future by looking
at creative ways to deliver our
enough, and could
services and new ways to deliver damage our reputation.
our objectives, while continuing to
use our budget as efficiently as
possible.
9. Finally, it is important to
recognise that it is our people who
deliver our services and who
achieve our targets. To do this
appropriately we need to get the
right people with the right skills
into the right posts when we need
them. We want them to work
professionally and effectively,
developing their skills and capability
within an inclusive culture based on
excellent leadership and best
management practice. We will
continue to work on putting the
ICE principles (Inspire,
Communicate, and Empower) into
action. We believe our efforts to
date have paid off, but we also
recognise that we can do more.
Return to Contents
Chapter 1
Introduction
Top Ten Facts about UKTI
No. 1 – UKTI trade
services generate an
estimated 16:1 benefit-
to-cost ratio. In other
words, every £1 UKTI
spends generates
£16 of benefits for
the UK economy.
2009/10 data
UKTI Corporate Plan 2010-11 Page 10
This plan is principally for all those
who work for UKTI to help deliver
the organisation’s objectives,
supported by a set of more detailed
Group Business Plans.
This plan covers the final year of the
Comprehensive Spending Review
(CSR) 2007 period: 2010-11. We will
amend the plan as necessary as
priorities change or when new
objectives emerge.
1.1 UK Trade & Investment is the
government organisation that helps
UK-based companies succeed in the
global economy and assists overseas
companies to bring their high-
quality investment to the UK.
1.2 We have two parent
departments: the Department for
Business, Innovation and Skills
(BIS), and the Foreign and
Commonwealth Office (FCO). We
also work in close partnership with
the Ministry of Defence (MOD),
drawing employees and associated
running costs from both parent
departments, as well as employees
on loan from the MOD. We also
have our own stream of programme
funding. Further detail is available
in Chapter 7.
1.3 There are clear economic
benefits for the UK of increased
international trade and investment3.
3 This case was set out in DTI Economics Paper No.18, “International Trade and Investment – the Economic
Rationale for Government Support”, July 2006, available on the BIS website, www.bis.gov.uk
However, these benefits cannot be
realised in full by the private sector
alone because of the existence of
market failures. This is where UKTI
can intervene, providing cost-
effective ways of addressing these
market failures.
1.4 In the current challenging
economic climate, it is more
important than ever that UKTI help
business to make the most of
global opportunities and manage
the risks of doing business
internationally. Exporting can be
crucial to the survival of companies
in difficult times and it can help
them to achieve growth not
otherwise possible. It can also allow
companies to:
• utilise capacity fully,
• reduce dependency on certain
markets,
• expose them to new ideas, and
• increase the commercial lifespan
of products.
1.5 UKTI clients consistently cite the
importance of UKTI support in
helping them overcome barriers to
new overseas markets. This plan will
set out the targets we have to
achieve, how we go about delivering
our services, what those services are
and the resources we use.
Return to Contents
Chapter 2
Our Targets

UKTI’s 2008/09 – 2010/11

Strategic Objective:
By 2011, deliver measurable
improvement in the business
performance of UK Trade &
Investment’s international trade
customers, with an emphasis on
innovative and R&D-active firms;
increase the contribution of foreign
direct investment to knowledge-
intensive economic activity in the
UK, including R&D; and deliver a
measurable improvement in the
reputation of the UK in leading
overseas markets as the international
business partner of choice.
2.1 The effective delivery of our
services, and the achievement of all
our targets, is vital to our success
in helping UK businesses and the
UK economy to rise out of the
recession.
Targets
These are, therefore,
2.2 Our targets are detailed below4. very difficult times in
Unless otherwise stated,
performance to date figures reflect which UKTI operates
Financial Year up to January 2010.
and we must
2.3 We must consider our remember this when
performance in the context of
significant reductions in global we consider the
trade and investment; a recent
World Bank forecast is that volumes
challenge of achieving
of world trade in goods and our CSR Targets.
services are expected to have
dropped 6.1 per cent in 20095, and
that global GDP is expected to have
contracted by 1.7 per cent in 2009.
The United Nations Conference on
Trade and Development estimates
major falls in global investment
flows in 2009. These are, therefore,
very difficult times in which UKTI
operates and we must remember
this when we consider the challenge
of achieving our CSR Targets.

4 UKTI’s Performance Management Framework, providing further details

of our targets, can be found at www.uktradeinvest.gov.uk
5 Figures from the Business, Innovation and Skills Committee (BISCOMM)
report, “Exporting out of recession” published 28 January 2010.

UKTI Corporate Plan 2010-11 Page 11 Return to Contents

Title Target Performance to date
Attract high-value Achieve at least 525 involved investment successes 600 inward investment
foreign direct per year, of which: successes in FY 2008/09.
investment to the UK. HV successes confirmed
• At least 125 should be high value. by PIMS are 268 for FY
2008/09. GQ successes
• At least 285 should be good quality. confirmed by PIMS are
139. The sum of HV and
• At least 70 per cent should agree that UKTI or its RDA GQ successes confirmed
delivery partner had significant favourable influence by PIMS is 407 (against
on the decision to locate or expand in the UK or on combined HV and GQ
the scale or scope of the project. targets of 410). Similarly,
72% of clients agreed
• At least 30 or more of the good quality/high value significant favourable
projects should involve additional R&D activity in influence, and 49 of the
the UK. GQ/ HV projects involved
additional R&D.
Improve the performance Help at least 20,000 businesses per year to exploit 23,700 businesses
of UK businesses by overseas opportunities, of which: assisted. Of which
helping them 19,800 innovative.
internationalise. • At least 12,000 should be innovative.
53 per cent business
• At least 50 per cent of all business groups should improvement.
improve their performance as a result of UKTI support.
Grow UK R&D activity Help 1,000 or more businesses increase their UK R&D 2,110 increased R&D
through business activity, including at least 70 foreign direct investment activity.
internationalisation. R&D projects.
Improve UK’s reputation Achieve a measurable improvement in the reputation of No change in 2009
as the international the UK’s business strengths – in particular, in a defined against benchmarking
business partner of choice. set of sectors and in a set of named markets. survey. Final progress
report due in 2010/11.
Boost operational Achieve 80 per cent quality ratings and 80 per cent 76 per cent quality.
performance & satisfaction ratings across both trade and inward
professionalism. investment services. 75 per cent satisfaction.
Increase operational Increase UKTI’s revenue from charging for trade services £4.4 million.
revenue. to £4 million in 2010/11.

UKTI Corporate Plan 2010-11 Page 12 Return to Contents

Performance Reporting
2.4 The key source of data for
measuring performance is the
Customer Relationship Management
(CRM) system, which provides the
foundation information used within
our Performance and Impact
Monitoring Survey (PIMS).
2.5 CRM provides UKTI employees
worldwide with a single view into
customer history, allowing us to share
relevant customer information across
the organisation and avoid
duplication of effort. In this way,
CRM can help us enhance the quality
and professionalism of the service we
provide to customers. CRM also
provides the core information used
within PIMS and because of this it is
vital that we record fully and
accurately all customer interactions,
service deliveries and active and
successful inward investment projects.
To underline the importance of this,
all CRM users are required to meet a
100 per cent accuracy target for
entering customer data onto the
CRM system within 48 hours.
2.6 PIMS is an independent survey
of our performance, carried out on
our behalf by a leading market
research organisation, OMB6. At the
end of each year, the independent
OMB organisation conducts a PIMS
telephone survey of inward
investment customers and reports
against the high value, good quality
and R&D measures, as well as
measuring service quality and
customer satisfaction. Separately,
OMB conduct quarterly PIMS
surveys of UKTI’s trade customers
and measures performance against
our targets.
UKTI Corporate Plan 2010-11 Page 13
2.7 PIMS results are our key Top Ten Facts about UKTI
performance measurement tool. The
outcomes are provided to the
Executive Board, allowing for No. 2 – Some 90 per
consideration of performance against
targets and ensuring that services cent of all UKTI trade
deliver value for money. We also customers are SMEs;
publish assessments of performance
against our targets twice annually, in two-thirds with fewer
the “Autumn Performance Report”,
covering the period to end of than 50 staff.
September, and then the full year in
the “Departmental Report and Resource
Accounts”.
2.8 We need to deliver and exceed
all our targets, in terms of both
quantity and quality. To reiterate
this message, we will shortly roll
out the “Improving Our Customer
Experience” workshop, which was
produced in follow-up to the UKTI
Leadership Conference.
Our Targets and You
2.9 Our key targets are reflected in
individual targets for the English
Regions, Overseas Posts and HQ.
Employees now need to focus their
attention on hitting each of those to
which they individually contribute.
The following diagram is designed to
help them think about how their
personal objectives contribute to the
delivery of these targets, then to
UKTI’s strategic objectives, and
thereby the relevant departmental
strategic objectives for BIS and the
FCO.
6 PIMS Research Reports, providing quarterly assessments of our performance,
can be found at www.uktradeinvest.gov.uk/ukti/pims
Return to Contents
 Departmental Strategic Objectives

BIS’s DSO 2 FCO’s DSO 2

Increase innovation, enterprise and the growth of Support the British economy.
business, with a focus on new industrial
opportunities and bringing benefits to all regions.

Ukti Strategic Objective – 2008/09 – 2010/11

Deliver measurable improvement in the business performance of UK Trade & Investment’s international
trade customers, with an emphasis on innovative and R&D-active firms; increase the contribution of
foreign direct investment to knowledge-intensive economic activity in the UK, including R&D; and
deliver a measurable improvement in the reputation of the UK in leading overseas markets as the
international business partner of choice.

UKTI’s Targets

1. Attract 2. Improve the 3. Increase the 4. Improve the

high-value foreign performance of UK quantity of R&D UK’s reputation as
direct investment businesses by activity in the UK the international
to the UK. helping them through business business partner of
internationalise. internationalisation. choice.

5. Improve UKTI’s operational performance:

a: Increase professionalism.
b: Increase charging.

UKTI Corporate Plan

Overseas Posts
Regional Offices
Regional Development Agencies & Devolved Administrations
International Sectors Group Business Group Defence & Marketing Group
Group Security Organisation
IT & Finance Strategy & Human Economics & Olympics – The
Group Resources Group Evaluation Team 2012 Legacy Unit

Personal Objectives

UKTI Corporate Plan 2010-11 Page 14 Return to Contents

Chapter 3
Working with UK Business
It is widely recognised that success
in trade and investment will be key
to the UK economy’s ability to
grow out of the recession.
Accordingly, it will be more
important than ever that we build
upon the foundations of UKTI’s
successful delivery to business.
3.1 The importance of trade and
investment to the UK’s ability to
continue to grow out of recession
is clear, UKTI must continue to:
• sell UK strengths abroad and
showcase UK sectoral excellence,
• provide great advice and support
to British exporters – including
through partnership deals with
key service providers like British
Airways and others, and
• secure valuable investment
projects.
3.2 Last year, the importance of
our role was recognised when we
received a £10 million increase in
funding specifically to support
events promoting UK sector
expertise in the UK and abroad. The
funds are for a two-year period: £5
million in 2009/10 and £5 million
in 2010/11. In 2009/10, this
funding helped support:
• Technology World 2009 – we
were able to fund a much larger
event this year with over 540 UK
companies meeting 200 overseas
delegates from more than 50
countries. Initial reports estimate
that over £10 million worth of
business was achieved at the
event with further success
expected in the coming months
UKTI Corporate Plan 2010-11 Page 15
and excellent customer feedback:
“I have never exhibited at a better
“I have never
targeted or better organised show, exhibited at a better
with such consistently high quality
delegates”. targeted or better
• Advanced Engineering Brazil –
organised show, with
the attendance of the Brawn GP such consistently high
and Williams F1 Teams helped
showcase UK capability in quality delegates.”
advanced engineering and
attracted high levels of media
coverage. Thirty-eight UK
companies and 106 Brazilian
delegates took part in interactive
panel discussions, company
exhibitions and pre-arranged
business meetings. UK delegates
have forecast that within three
years, some £5 million of business
will be generated as a result of
their participation in this event.
• UK attendance at the Consumer
Electronics Show in Las Vegas –
ten companies were successful in
a UKTI competition and were
offered space at the largest
consumer electronics event in the
world. Fantastic media coverage
included The Sun referring to
UKTI’s drive to help companies
internationalise.
• Medica 2009 – UKTI had a
substantially increased presence
at the world’s largest healthcare
show providing partnering
facilities and low cost exhibition
space for the UK delegation of
over 300 companies. Initial
reports estimate over £14 million
of business was done at the event
and customer feedback supported
UKTI’s enhanced presence.
Return to Contents
• Arab Health 2010 – UKTI took a
different approach at this show,
which is the second largest
healthcare show internationally and
of increasing importance for UK
companies. UKTI exhibited at a
high profile stand in the main
concourse providing partnering
facilities, international buyers and
commercial officers for the 192 UK
companies to meet. Initial reports
indicate over £16 million of
business done at the event, and a
very substantial increase in media
coverage of the UK presence in the
Middle East. UK companies
attending the show provided
excellent feedback: “UKTI were
instrumental in the success we’ve had
at the show, we used all their services
and identified a distributor with
whom we are likely to work”.
• UKTI East Midlands and the British
Embassy, Bucharest, have been
building on the partnership
agreement recently signed by the
civic leaders of Nottingham and
their counterparts in the Romanian
city of Timisoara. The two cities are
of a comparable size and Timisoara
faces similar regeneration issues as
Nottingham faced in the 1970s
and 1980s. These efforts will allow
Nottingham businesses, specifically
SMEs, to help the Romanian city
with its huge regeneration
programme (and maximise the use
of substantial EU funding).
UKTI Corporate Plan 2010-11 Page 16
Following a recent successful trade 3.4 All of our success reflects well
mission to Nottingham, led by both on UKTI’s existing strategy, and it is
the British Ambassador and the therefore right that we continue to:
Mayor of Timisoara, plans are
underway for further trade • Focus on our trade and
missions, in both directions, which investment targets.
will generate opportunities for
British business in areas such as • Work to boost the reputation of
environment, water, urban the UK as a springboard for
regeneration and rail. Strong global growth.
co-operation throughout by key
stakeholders such as Nottingham • Strive to improve quality and
Council, Chamber and University, satisfaction.
has enabled us to make a real
impact in a targeted and strategic • Continue to promote the business
way. A key outcome of this potential of high-growth markets.
initiative is to develop a plan for a
programme of exchange between 3.5 We know that UKTI can deliver
Nottingham and Timisoara that will growth in the economy and jobs,
operate as a stand-alone support and has the evidence to back this
process once UKTI funding has up. But, if we are to continue
ceased. doing this we must constantly
aspire to improve the support we
3.3 Other successful sectoral events provide.
included the Corporate Training
Fair in Vienna, which saw the
Education & Skills team and Posts
in central Europe bringing 100
delegates to the Corporate Training
Network Fair. With Sectors Group
selecting UK companies with
relevant expertise, Posts best
matching overseas delegates against
this expertise, and UK regions
promoting the event to local
contacts and arranging OMIS,
it was a great example of UKTI
delivering as one organisation.
Return to Contents
Marketing the UK
3.6 UKTI will therefore continue to
market the UK as a springboard to
global growth, built on three
unique selling points (USPs):
• Business environment:
appropriate regulation, strong
intellectual property protection,
flexible workforce.
• Excellence in creativity and
innovation: world-class talent,
creativity hub, and research and
development.
• Gateway to international
connections: taking companies
beyond the UK opportunity and
delivering a multiplier effect.
3.7 We will continue to develop
and deliver international marketing
strategies for each of UKTI’s priority
sectors. Led by a high-level business
board, each strategy will build a Top Ten Facts about UKTI
strong high-level partnership
between the public and private
sector, enabling us to: identify No. 3 – British
UK strengths, develop and roll out
strong marketing messages founded companies attribute
on evidence, and focus activity on an additional £3.6
where, together, we can make the
most difference and add the billion of profit as a
greatest value in terms of
reputation and new business. direct result of
The Financial Services Marketing working with UKTI.
Strategy was the first to be
launched in December 2006 and on 2009/10 data
1 January 2010 became the first to
be successfully handed over to a
partner organisation, The City UK.
Since its launch, it has: developed
strategies for China, India, the USA,
the Gulf, Russia and Islamic
Finance; produced clear messages
about the UK’s strengths; enhanced
UKTI’s financial services capability
in key markets; and strengthened
regional delivery networks in the
UK and overseas.

UK Marketing Strategy Sectors and their Chairman

Financial Services Robert Gray, HSBC Holdings plc

Creative Industries Sir John Sorrell, The Sorrell Foundation

ICT Larry Hirst CBE, IBM EMEA

Life Sciences Chris Brinsmead, AstraZeneca plc

Advanced Engineering Acting Chairman - Mark Ridgway, Group Rhodes

Energy Samir Brikho, AMEC plc

UKTI Corporate Plan 2010-11 Page 17 Return to Contents

UKTI will continue
to work in
partnership with
other Government
departments and
UK business to
ensure that our
customers receive
services tailored
to their individual
requirements,
irrespective of where
they are based.
UKTI Corporate Plan 2010-11 Page 18
3.8 UK Low Carbon International
Marketing Strategy. Launched in
March 2009 to position the UK as a
global hub for low carbon solutions,
where UK businesses are designing,
producing, marketing and deploying
the goods and services that will
shape a low carbon world. The UK
Low Carbon International Marketing
Strategy, championed by Professor
Julia King as the UK Low Carbon
Ambassador, makes clear, low
carbon is everybody’s business, and
it is therefore an international
opportunity for our customers
across the UKTI network. A low
carbon marque launched in March
2010 will promote the UK’s low
carbon capability, and during 2010
country strategies will be developed
for priority markets.
3.9 UK Security Sector Marketing
Strategy. New for 2010 will be the
UKTI-funded, but industry-led,
marketing strategy for the UK
Security Sector, launched in March
2010. UKTI will be encouraging its
use by companies across the sector.
The strategy aims to help the
security industry to market itself
internationally with a set of
compelling messages for use with
potential overseas customers.
Working in Partnership
3.10 UKTI will continue to work in
partnership with other Government
departments and UK business to
ensure that our customers receive
services tailored to their individual
requirements, irrespective of where
they are based. We work with a
variety of partners, including the nine
English regional development
agencies (RDAs), the trade promotion
and inward investment organisations
in the devolved administrations (DAs),
trade associations, and private sector
organisations active in the field of
business development.
3.11 Our Science and Innovation
Team is the fulcrum in UKTI for
partnerships within the UK’s
innovation network. It promotes to
UKTI colleagues knowledge of and
collaboration with the UK Science
and Innovation community - e.g. The
Technology Strategy Board,
Knowledge Transfer Networks,
Research Councils, Universities and
innovation multipliers. The Science
and Innovation Team also promote
UKTI’s role and capabilities to the UK
Science and Innovation community.
3.12 In addition, the UKTI Defence
& Security Organisation (UKTI DSO)
will continue to help UK defence and
security companies to succeed
internationally, working closely with
the MOD and armed forces drawing
on wider Government support where
necessary. UKTI DSO will work with
industry and overseas governments to
ensure that UK equipment, products
and services are promoted in the best
possible way and that overseas
customers’ requirements are met and
supported by industry throughout the
life of the equipment. UKTI DSO are
also working on delivering the
exportability programme, working
with the MOD, industry and other
partners, to make the case for
improving up front consideration of
“exportability” in the MOD
acquisition process. If successful, this
will improve the chances of down
stream success delivering financial
and industrial benefits to the UK.
Return to Contents
3.13 UKTI also works very closely
with business representatives across
a number of forums. For example,
Sector Advisory Groups (SAG) play a
vital role in the business planning
process, advising sector teams on
the markets and activities that will
make the biggest difference to
business. A leading industrialist or
business specialist leads each SAG
and members are drawn from major
companies, SMEs with a strong
international focus, and inward
investors. The SAGs operate at the
granularity at which they can add
most value. This can involve
advising teams at a sector or
sub-sector level.
3.14 Finally, as part of our work to
leverage business partnerships, we
are developing a network, Catalyst
UK. This will bring together
business people, academics and
others who have a strong affinity
for Britain and who are willing to
speak positively and regularly about
the strengths the UK has to offer
through the supply chain or as a
location for inward investment and
to provide insights and guidance to
other businesses.
3.15 Our partnerships with UK
business are vital to the way we do
our business. Be it through our
Marketing Strategies Board or our
Sector Advisory Groups, our Business
Ambassadors or our Sector
Specialists, we take every
opportunity to utilise the knowledge
and business experience of those
who understand business from the
inside and who can help ensure we
continue to deliver for business.
UKTI Corporate Plan 2010-11 Page 19
Client-focused Organisation Top Ten Facts about UKTI
3.16 UKTI continues to be a client-
focused organisation, responding to No. 4 – Between 1999
the needs and concerns of our
customers thereby ensuring our and 2009 investment
efforts and resources are applied from foreign
where they can add most value: in
knowledge-driven, high-value companies created or
sectors, which bring the greatest
return to the UK economy, and in safeguarded over
markets with high-growth potential. 800,000 jobs in the UK.
In particular we will be focusing in
2010 on those companies with the On average, over 30
most opportunity to drive growth in
the economy. These are the high companies per week
growth and innovative firms who
need trade in overseas markets to
invest in the UK.
drive their growth.
3.17 As a client-focused
organisation it is important that we
maximise every opportunity to
ensure the information businesses
require is available to them when
they need it. One way we will be
doing this is by making better use
of web-based solutions. E-delivery
will make it easier for clients to
self-serve, accessing information
and signing up for events.
3.18 We continue to recognise the
importance of client account
management for our key clients and
we have a number of schemes that
allow us to develop and nurture
relationships with individual
companies, ensuring they can benefit
from UKTI support. These schemes
address the following audiences:
• Top FTSE 100 companies.
• Defence & Security Key Accounts
– this is being expanded in 2010
Return to Contents
As a client-focused
organisation it is
important that we
maximise every
opportunity to ensure
the information
businesses require is
available to them
when they need it.
UKTI Corporate Plan 2010-11 Page 20
to include more defence and
security companies.
• Defence & Security Small Business
Charter – this is being refreshed
and re-launched for 2010.
• Overseas-owned R&D-intensive
companies with a view to
attracting further R&D activity to
the UK.
• Experienced exporters on our
Gateway to Global Growth
programme.
• The UK’s most important foreign
investors.
• Innovative existing and potential
inward investors with the greatest
potential for growth.
• Companies that we can help to
secure business from global fiscal
stimulus packages and through
global value chain opportunities.
• New and inexperienced exporters
who can benefit from our
Passport to Export programme.
• Innovative and R&D-intensive
SMEs seeking to grow through
entering new markets.
• Overseas-based entrepreneurs
with innovative technology.
• An intensive Relationship
Management programme for at
least 200 existing inward
investors in the UK with the best
opportunity for future growth,
using virtual team management
principles and integrated with the
National Economic Council’s
super Relationship Management
programme, R&D programme, BIS
and regional interests.
The Business Ambassador
Network
3.19 This group of business and
academic leaders remain at the
forefront of the government’s
efforts to promote UK business
excellence internationally and make
the UK the business partner of
choice for overseas customers and
inward investors. After a successful
first year, undertaking over 70
events in more than 20 countries,
the Business Ambassadors will be
fully engaged throughout 2010
with a programme of events
designed to enhance, build and
protect the reputation of UK
business. In December 2009 and
February 2010 a further seven
Business Ambassadors were added
to the network, which has increased
the volume of events that the
Business Ambassadors can
undertake and widened our
coverage in the creative, life
sciences, low carbon, energy and
ICT sectors. There are now 25
Business Ambassadors and during
the coming year they will be
undertaking a variety of
international and domestic trade
activities, primarily built around
their own business travel, but also
including dedicated major trade
events on behalf of UKTI. All of
this work will be undertaken in
conjunction with our network of
overseas Posts and our UKTI sector
and marketing experts.
Return to Contents
UKTI Business Ambassadors 2010
UKTI Business
Marcus Agius Chairman, Barclays Bank
Ambassadors remain
Sir Victor Blank Former Chairman, Lloyds Banking Group
Sir John Bond Chairman, Vodafone
at the forefront of the
Sir Roger Bone President, Boeing UK government’s efforts
Samir Brikho Chief Executive, AMEC to promote UK
Chris Brinsmead Chairman, AstraZeneca Pharma UK, business excellence
President ABPI
Lord John Browne President, Royal Academy of Engineering and
internationally and
Managing Director, Riverstone Holdings make the UK the
Sir Terence Conran Chairman, Conran Holdings business partner of
Lord Ara Darzi Professor of Surgery, Imperial College London
choice for overseas
Gerry Grimstone Chairman, Standard Life & Candover
Investments customers and inward
Dr Chris Gibson-Smith Chairman, London Stock Exchange and investors.
British Land
Professor Malcolm Grant, CBE President and Provost, University College
London
Sir Philip Hampton Chairman, RBS Group
Dr John Hood Former Vice-Chancellor, University of Oxford
Larry Hirst, CBE Chairman IBM, Europe, Middle East & Africa
Digby, Lord Jones Chairman, International Business Advisory
of Birmingham Board, HSBC; Chairman Triumph Motorcycles
Lady Barbara Thomas Judge Chairman, UKAEA
Professor Julia King, CBE Vice-Chancellor, Aston University
Dr Anna Mann Senior Partner, MWM Consulting
Dick Olver Chairman, BAE Systems
Professor Alison Richard Vice-Chancellor, University of Cambridge
Lord Richard Rogers Chairman, Rogers Stirk Harbour & Partners
Paul Skinner Chair of Infrastructure UK and formerly
Group Managing Director of Royal Dutch
Shell and Chairman of Rio Tinto
Sir Kevin Smith, CBE CEO, GKN
Sir John Sorrell, CBE Chairman London Design Festival, Co-Chair,
The Sorrell Foundation

UKTI Corporate Plan 2010-11 Page 21 Return to Contents

Chapter 4
Our Services and Products
“UKTI… helped us to
better understand
target markets, to
showcase our
products and develop
sales literature, as
well as providing
timely financial
support.”
Dave Donoghue
Export Sales Manager,
Vectair Systems
“I’m especially keen to
work with UKTI to
explore opportunities
in Europe, using the
Overseas Market
Introduction Service
(OMIS) to gain a
footing and establish
valuable contacts.”
Sharon Wright
Talpa Products
UKTI Corporate Plan 2010-11 Page 22
Although UKTI helps companies of
all sizes, economic research
4.2 The UKTI Enquiry Service
based in Glasgow provides a
suggests that, for both UK firms valuable point of contact for
and inward investors, the focus customers enquiring about UKTI
should be on innovative and services. They handled more than
high-growth firms. This group is
particularly important to the UK
35,000 enquiries in 2008/09,
directing prospective customers to
economy’s ability to grow out of the appropriate UKTI group,
the recession. according to their needs.
4.1 We know from our research
and evaluation that our support is How Do We Do It?
best focused on:
4.3 In such challenging times, it is
• strengthening the social networks more important than ever that UKTI
that underpin international trade provide businesses with the tools
and investment flows, so helping they need to make the most of
individual businesses to gain opportunities for international trade
access to key contact networks by and overseas expansion. What’s
acting as a trusted intermediary, more, it is essential that the UK
maintains its reputation as an
• building and strengthening the attractive environment in which to
capability of innovative and high-
growth businesses to maximise
invest and grow a business and
UKTI continues to explore new ways
their chances of succeeding in of marketing the UK’s unique selling
international markets, points to potential foreign investors.
After they make the decision to
• providing access to information invest in the UK, UKTI also provides
and advice that the private sector these investors with the support and
alone would not or could not
provide, both to inward investors
expertise they need to develop their
UK-based business further.
and to UK businesses seeking to
exploit opportunities overseas, and
• facilitating co-operation among
businesses, enabling them to
work together to overcome
barriers and develop international
trade and investment
opportunities in areas such as
international co-operation on
R&D, or showcasing UK
capabilities in high-growth
markets overseas.
Return to Contents
4.4 In order to provide this
comprehensive support, we organise
our product and service portfolio
under three headings:
• Developing International Trade
Potential.
• Accessing International Markets.
• Attracting foreign direct
investment.
Developing International
Trade Potential
4.5 We know that businesses often
find it tough to get started in
international trade. Our solutions
for Developing International Trade
Potential assist new and
experienced exporters with training,
planning and support to help them
prepare to succeed overseas.
4.6 Passport to Export.
International Trade Advisers (ITAs)
review a company’s readiness for
international business and build
international trade capacity. Match
funding of up to £1,500 is available
for activities in the agreed action
plan.
4.7 Export Communications
Review. In-depth advice on
language and cultural issues to help
businesses develop an effective
communications strategy. Delivered
by The British Chambers of
Commerce (BCC).
UKTI Corporate Plan 2010-11 Page 23
4.8 Export Marketing Research Top Ten Facts about UKTI
Scheme. Free advice and financial
help to businesses for in-house
research projects or purchasing No. 5 – 2,110 UK
published market research.
businesses increased
4.9 Gateway to Global Growth. their R&D activity
Package incorporates public and
private sector expertise and skills because of UKTI
development to help experienced
exporters diversify into new support.
overseas markets. Offers tailored
strategic support. Q3 2009/10 data
4.10 International Trade Adviser.
ITAs provide advice and guidance Top Ten Facts about UKTI
to help companies access UKTI
services to enable them to develop
their export potential. ITAs will also No. 6 – 23,700
help companies to take full
advantage of overseas business
businesses improved
opportunities. their business
performance as a
Accessing International
Markets direct result of UKTI’s
assistance.
4.11 Once the initial work is
complete, UKTI assists new and Q3 2009/10 Data
experienced exporters with
information, help and advice on
entering overseas markets. To be a
successful exporter they need to
travel to their target markets and
build robust commercial
relationships with their clients and
partners. This is not always easy,
but UKTI can help them with
practical assistance before departure
and ongoing help while they are
there through British embassies,
high commissions and consulates.
Return to Contents
“We were very
grateful for the
financial support we
received to exhibit in
Geneva and the
workshop was very
useful. I met the head
of purchasing at CERN
at this event and we
had a detailed
discussion about their
requirements and our
products.”
Stuart Morgan
Managing Director, Genvolt
UKTI Corporate Plan 2010-11 Page 24
4.12 Overseas Market Introduction
Service (OMIS). OMIS is an online
workflow system allowing UK
businesses to commission chargeable
bespoke research, and obtain advice,
contacts and other forms of
assistance from trade officers in
overseas Posts.
4.13 Tradeshow Access Programme
(TAP). TAP provides grant support
for eligible companies, new and less-
experienced exporters, to exhibit
overseas and additional funding for
Accredited Trade Organisations to
showcase the UK at key events. In
2009/10 TAP supported more than
4,000 SMEs at around 420 trade
fairs, the biggest UK groups being
those at Paris Fashion Week and the
Nuremburg Toy Fair.
4.14 Fiscal Stimulus Initiative
(FSI). Assistance to UK based
companies to capitalise on
opportunities arising from major
overseas spending programmes.
4.15 Opportunities to participate
in sector-based trade missions
and seminars. Activity designed to
showcase UK expertise and help
companies gain access to key
contacts and networks, either for
individual firms or groups,
including through overseas
seminars, ”meet the buyer” events
and trade missions.
4.16 Access to major buyers,
governments and supply chains in
overseas markets. Inward Missions
to the UK cover a range of sector-
focused activities that bring
overseas buyers from one or more
markets to an event, or series of
events, to which UK companies are
also invited. We also arrange UK
sector events giving companies
access to sector networks,
information on markets,
opportunities and UKTI services.
4.17 Market Visit Support (MVS).
MVS provides guidance and financial
support that assists SMEs to visit
overseas markets, accessing key
contacts and networks. It is aimed at
SMEs who are new exporters, or are
new to the high-growth markets
outlined in the UKTI strategy.
4.18 Alerts to the latest and best
business opportunities. Our
employees overseas in British
embassies, high commissions and
consulates, are always looking for
business opportunities for UK
companies. Over 400 opportunities
per month are made available to
UK business customers registered
on our website.
Return to Contents
Attracting High Value FDI
4.19 UKTI is the national
investment promotion agency that
leads on attracting high value
investment to the UK. We target
new and existing investors with the
greatest potential to deliver high
value investment projects into the
UK e.g. projects that involve
additional R&D activity. We are
client-focused and provide value to
investing businesses at all stages of
their growth cycle. We offer sectoral
advice utilising the professional
support of private sector specialists
and relationship manage our
highest value strategically
important companies. We have
annual targets for delivering both
quality, 125 high value projects,
and quantity, 525 investment
projects. We deliver our support in
partnership with England’s nine
RDAs, and the development
agencies of the Devolved
Administrations in Scotland, Wales,
and Northern Ireland. The world’s
most strategically important
outward investors continue to
invest in the UK, demonstrating
that the UK retains its world
leading reputation for being the
long-term destination of choice for
inward investment in Europe.
UKTI Corporate Plan 2010-11 Page 25
4.20 Investment Policy. UKTI
provides companies with a ”voice in
“When we interacted
government” as one of its key with people from UK
objectives outlined in its five-year
strategy. The Investment Policy Trade & Investment
Section (IPS) – in Business Group –
leads on crosscutting issues
we were able to talk in
affecting inward investors – and the same terms
British companies trading overseas.
It is resourced to cover tax, skills, because they
planning, transport and migration –
utilising the professional support of
understand our
three specialists. It has annual language. I look
targets for policies influenced. It
supports the investor development forward to continuing
work of the Directorate for
Investment and provides leadership to work with them in
in managing the UK’s investor the future.”
development network, working with
the RDAs and devolved Jordi Rias, General Manager
administrations. IPS represents UKTI Microsoft Search Technology Centre
on the National Investor (Europe).
Development Forum – developing
shared policy and promulgating
best practice. IPS is responsible for
delivering the investor development
commitment in DTI’s 2008
Manufacturing strategy. It provides
the co-secretariat for the new BIS/
UKTI Joint Advisory Group – the
successor to “Business Relations
Investment & Trade” (BRIT). IPS
also proactively manages the UK
Advisory Network.
Return to Contents
Top Ten Facts about UKTI
No. 7 – Approximately
67 per cent of UKTI’s
clients report
significant benefits to
productivity and
competitiveness
because of UKTI’s
support.
Top Ten Facts about UKTI
No. 8 – In 2008/09
UKTI, through its
significant
involvement in 600
new investment
projects, helped to
create over 10,000
new jobs and
safeguard over 18,000.
UKTI Corporate Plan 2010-11 Page 26
4.21 Investor Development. UKTI
is leading work across Government
to strengthen relationships with key
international investors. Lead officials
have been appointed to lead
relationships with the UK’s most
important foreign investors, and
sponsorship departments have been
challenged to build a more strategic
dialogue with other companies with
a significant potential to invest in
the UK. Our goal is to ensure that
we give potential investors a
coherent and effective investment
support service which facilitates
their investment in the UK by
joining up the dialogue they will
have with different government
departments and agencies as their
investment plans develop.
4.22 Global Entrepreneurs
Programme (GEP). The GEP Team
consists of highly successful
entrepreneurs, known as
“dealmakers”, who are able to
leverage their expertise, networks
and reputation to encourage global
entrepreneurs to use the UK as a
base for global growth.
4.23 R&D Programme,
incorporating the R&D
Partnerships. The R&D Programme
aims to promote the benefits of
undertaking research and
development (R&D) in the UK to a
targeted group of overseas-owned
companies. We do this by
establishing their R&D ambitions,
identifying the UK companies and
research organisations that can best
enable them to meet these
ambitions and facilitating
engagements. A feature that we
believe is unique is the work done
through the Partnerships aspect to
help overseas organisations to find
academic or commercial partners in
the UK. It offers guidance to help
clients form international business
relationships, supporting the
development of R&D collaborations
in the UK overall. The Programme
also monitors and feeds back on
issues affecting investment in UK
R&D.
Return to Contents
Chapter 5
Delivering for UK Business in 2010
Marketing the UK
5.1 To mitigate the impact of
the recession on the UK’s global
reputation, UKTI has focused on
a number of strategic activities to
enhance our economic standing
overseas. This work will continue in
2010, including our participation
in the FCO-led cross-Whitehall
initiative to promote the UK
economy internationally. Targeting
key business decision-makers in
the UK and overseas, we will look
to replicate our partnerships with
internationally respected research
bodies (such as the Economist
Intelligence Unit) and major
stakeholders (such as the Institute team using the new money made
of Directors and the CBI) to
undertake bespoke research into
specific themes that will help us
tailor our support in a meaningful
way. We will also continue to
showcase successful case studies
of exporters that enhance the
reputation of UK PLC.
5.2 In order to provide improved
access to information for UK
business; making our advice and
knowledge more readily available, we
are developing a new UKTI Public
Web Presence. Among other things,
this will bring all our websites
together in one area, making it easy
for customers and other stakeholders
to find relevant information and get
in touch with UKTI.
UKTI Corporate Plan 2010-11 Page 27
5.3 We will also be making use of Top Ten Facts about UKTI
a wide variety of online channels to
build relationships with our customers
and extend our reach, making use No. 9 – UKTI provides
of existing and emerging social
media channels to communicate with trade development
stakeholders and business clients, and services in 96 markets,
exploring partnerships with third-
party digital service providers. 162 locations, covering
5.4 Building on the excellent just in excess of 98
reception received throughout 2009,
UKTI will be looking to continue to
per cent of global
use the film exhibition “Love & Gross Domestic
Money - 50 Years of Creative
Britain” to promote the UK’s Product (GDP).
remarkable breadth of creativity.
Produced by the Creative Industries 2009/10 Data
available to promote our key
sectors, the film has been used over
50 times in 20 different markets,
and we will be looking to build on
this further in 2010 and to 2012.
5.5 In the coming year, UKTI will
conduct a one-off piece of media
analysis to assess the most effective
channels to utilise to communicate
with exporting customers. This will
ensure our services are better
targeted and our reach extended,
enabling more businesses to benefit
from the UKTI support on offer.
Return to Contents
UKTI has a presence in
96 markets across the
globe and we will work
hard in each of those
markets to ensure the
very best opportunities
are available to help
UK growth.
UKTI Corporate Plan 2010-11 Page 28
UKTI Around the World
5.6 UKTI has a presence in 96
markets across the globe and we
will work hard in each of those
markets to ensure the very best
opportunities are available to help
UK growth and to deliver for
business. Some of the specific work
we will be focussing on in 2010 is:
• The UKTI teams will continue to
capitalise on the 2012 Olympic
Games to ensure that we gain
maximum advantage for the UK’s
FDI proposition. Additionally, to
support those UK companies that
win Games contracts to expand
globally.
• In the US, we will continue to
build the profile of the UK’s
capability in infrastructure
development and Public Private
Partnerships (PPPs), where we see
manifest opportunity for UK
companies.
• Through our work with the UK
India Business Council and with
the China Britain Business
Council, we will develop UKTI’s
footprint into second tier cities.
• The Asia Task Force will work to
raise awareness among UK
businesses of the benefits of doing
business with Asian high growth
markets. As part of this, over the
next year we will host a series of
events around the UK on behalf of
the Asia Task Force. These will
bring together UK business leaders
and our experts from Asia to help
more UK businesses succeed in
these markets.
• We will continue to focus on the
other bilateral intergovernmental
fora, for example, the Joint
Economic and Trade Committees
for Brazil and Turkey and the
Inter Governmental Steering
Committee for Russia, as means
of improving relationships and
improving trade access, etc.
• Finally, we will be looking to
ensure that we have our resources
in the right places overseas
particularly in the light of
changing opportunities.
Return to Contents
5.7 Building on the success of the
Global Investment conference in
February, UKTI will deliver activity to
boost the UK’s economic reputation
within the international business
community. We plan to run the
Go-UK initiative: focusing on
existing and potential high value
inward investors and overseas buyers,
and specifically geared to generate
business leads, this initiative is set to
go live in six pilot markets (France,
Germany, India, China, USA and
UAE) from June 2010.
5.8 In addition, we will provide
support to numerous events aimed
at promoting UK expertise and
innovation, in response to the
demands of particular markets.
Some examples are:
• UKTI will hold its third “British in
the Region” event in Abu Dhabi in
November 2010 – giving UK
companies based in the UAE a
window on opportunities across
the whole of the Middle East
through a programme of meetings
and seminars involving UKTI
Heads of Trade & Investment from
UKTI Corporate Plan 2010-11 Page 29
the region. Over 200 companies
participated in the last event,
Building on the
held in Dubai in November 2008. success of the Global
• The UK continues to work to Investment conference
achieve peace and stability in
Iraq. UKTI plays its part in these
in February, UKTI will
efforts by seeking to strengthen deliver activity to boost
trade and investment ties
between the two nations. the UK’s economic
Working with the Middle East
Association, Iraq’s National
reputation within the
Investment Commission and the international business
Kurdistan Regional Government,
we are organising major business community
conferences in the UK on Iraq in
June and October 2010. The first
“Invest Iraq” conference, held in
the UK in April 2009, attracted
an audience of over 600.
• Greater political and economic
stability in a number of African
markets along with oil discoveries
and significant infrastructure
developments, mean that many
British firms are finding new
business opportunities in Africa.
A major event to highlight the
opportunities available is planned
in London for May 2010.
Return to Contents

UKTI, through the 2012
Olympic Legacy Unit
[OLU], is involved in a
number of programmes
to maximise the impact
of the London 2012
UKTI in the English Regions
5.9 The regional network, working
as the international trade arm of the
RDAs, and with its many external
partners (Universities, Chambers of
Commerce, major banks, Institute of
Directors, Confederation of British
Industry, EEF; the manufacturers’
organisation, the Institute of Export,
and others) and through its close
• The South West will use “forensic
marketing” to uncover the most
innovative and growth oriented
businesses to ensure these new
clients supercharge their
international trade, supported by
programmes such as the Gateway
programme and through events
such as the annual Explore
Export event in June 2010.

games on UK business
and the UK economy.
linkages with UKTI HQ Groups, will
interact with over 20,000 businesses
this year, and deliver significant
support to 8,000 of those. It will
provide in-depth relationship
management to 3,000 companies
and play a key role in ensuring UKTI
delivers its £4 million revenue target.
Below are some examples of the
regional network’s activity:
• The South East will double the
number of high-growth
companies helped to
internationalise, working with the
South East England Development
Agency’s new Innovation and
Growth teams and their new
Sectors teams to identify growth
companies to target in the region.

The 2012 Olympics Legacy

UKTI, through the 2012 Olympic Legacy Unit [OLU], is involved in a
number of programmes to maximise the impact of the London 2012
games on UK business and the UK economy. We play a major role in
Compete For – the procurement mechanism for the 2012 Olympics, where
Games-related contracts are advertised and interested UK and overseas
companies can profile themselves. Overseas companies that register on
Compete For, will be approached to discuss their interest in investing in
the UK or forming a partnership with a British firm. Details of these
companies are forwarded to the relevant Post, who contact them to
discuss future opportunities. With billions of pounds worth of contracts
available at major international sporting events over the next few years,
UKTI is determined that UK companies are able to take advantage of
these opportunities. One of the main ways that we are doing this is
through the host2host programme; an agreement enabling the UK to talk
to its overseas counterparts on a government-to-government basis about
the kinds of event-related contracts on offer and to introduce UK
companies to relevant contacts. The OLU, along with Sectors Group, is
also working on a programme of business activity for the 2010 World
Cup, as well as promoting England’s bid to host the 2018 World Cup. In
addition, through a series of inward visits, we will showcase how UK
expertise has delivered the London 2012 Olympic Park.

UKTI Corporate Plan 2010-11 Page 30 Return to Contents

• The East will embed the smooth
transition of delivery partners and
build on the potential of the new
integrated service delivery
structure to drive up international
business performance for the
region. Yorkshire & the Humber
will introduce rigorous
segmentation of clients to drive
up quality of delivery and
maximise return on investment.
• The East Midlands will leverage
the connection between
Loughborough and the Japanese
Olympic team, through a series of
activities focusing on the business
opportunities offered by the
Japanese market.
Major Events
5.10 UKTI will deliver a package of
major trade and investment events
in the UK and at carefully targeted
global fairs overseas, co-ordinated
and marketed to change perceptions
of the UK’s capacity in key UK
sectors. Some examples of the
major events we will be engaged in
and supporting are as follows:
Shanghai Expo. We are providing
extensive support to the Shanghai
Expo (April to October 2010), a
major opportunity for UK companies
to showcase their expertise, make
business connections in this lucrative
yet challenging market and establish
business leads and partnerships. One
UKTI Corporate Plan 2010-11 Page 31
example where we are taking UKTI will deliver a
advantage of this opportunity to
promote UK capability is in the package of major
running of the major UK Advanced trade and investment
Engineering 2010: China showcase
in Shanghai in mid-June. Separately, events in the UK and
The North West will exploit the
opportunity of the Liverpool Pavilion at carefully targeted
at the Shanghai Expo to highlight
business opportunities in China
global fairs overseas,
through a programme of missions co-ordinated and
and support packages for individual
company visits. marketed to change
Farnborough International Airshow.
perceptions of the
Farnborough takes place from the UK’s capacity in key
19-25 July 2010 and is recognised
as one of the world’s leading UK sectors.
airshows and is organised by
Farnborough International Ltd (FIL),
a subsidiary company of the UK’s
aerospace and defence trade
association, A|D|S. Working closely
with FIL and colleagues in the
Advanced Engineering sector, UKTI
DSO aims to promote UK defence
industry capabilities to potential
overseas government customers. By
developing and managing
comprehensive programmes of stand
calls and bilateral meetings, UKTI
DSO maximises the exposure of
high-level visitors to those defence
capabilities and signals HMG’s
sustained support for defence and
security exports. Alongside this, the
Advanced Engineering team will be
delivering a range of activities for
UK companies from their major
presence in the heart of the UK area
of the show.
Return to Contents
These events will
allow UKTI to build on
the foundations of the
UK Marketing
Strategies helping
more UK businesses
achieve international
successes.
Home Office Scientific
Development Branch Security
Exhibition (HOSDB). As it did in
March 2010, UKTI DSO plans to
work with the Home Office and the
A|D|S trade association to deliver
the annual Security Exhibition in
March 2011. Using money from the
increased funding we received in
2009, UKTI DSO aims once again
to bring a large number of overseas
government security officials to the
exhibition, which will showcase the
best of British security equipment.
5.11 There will, of course, be many
other events where we will be
looking to help business maximise
their potential, including: 5.12 These events will allow UKTI
UK Technology – a large scale meet
the buyer event that will build on
the success of Technology World
09, Emerging Technology and
Nanoforum; more investors to choose the UK as
Ecobuild – a major UK conference
and exhibition focusing on low
carbon construction; Sustainability
Live – the key environment and
water industry event, taking place
at the NEC;
South-by-South West – supporting
networking and marketing for a UK
business delegation of over 500 to
the US; BETT – the leading
educational ICT event; All Energy –
the major UK tradeshow in the
renewables sector; The World Islamic
Banking Conference in Bahrain, and
Medica, the world’s largest
exhibition for the medical
technology industry.
to build on the foundations of the
UK Marketing Strategies helping
more UK businesses achieve
international successes or persuade
an investment destination.

Advanced Manufacturing
Advanced Manufacturing is at the heart of Britain’s knowledge
economy. Investments in plastic electronics, the nuclear supply chain,
aerospace and silicon design are an important step in helping ensure
that the UK is equipped to compete and win in the global economy.
UKTI is playing an important part in realising this vision through its
support to business in helping showcase the strengths of UK
manufacturing and engineering around the world. Further
demonstration of the commitment to advanced manufacturing came
with the launch of a national composites strategy in November 2009.
Composite materials are increasingly used to provide lightweight, low-
carbon engineering solutions for many vital sectors of the UK
economy. UKTI, working closely with the Department for Business,
Innovation and Skills, is leading a review of the UK composites supply
chain and capability. This comprehensive report will help give the UK
a competitive advantage as no other country has such an
understanding of its national composites capability.

UKTI Corporate Plan 2010-11 Page 32 Return to Contents

Chapter 6
Our People
Our people – with their
commitment to the customer and
their professionalism – are key to
meeting the challenges set out in
this Plan. We want to ensure that
they continue to provide excellent
service to their customers, work
together effectively across the
global network, and have the
support, context and learning
programmes they need to do this to
a high standard.
The people who work in UKTI
6.1 Our people come from a wider
range of backgrounds than is usual
in the public sector.
In the overseas network, which
covers some 96 markets, most are
from the FCO, with a high
proportion being local employees.
Local employees provide UK business
people with expert knowledge of
their country, its languages, its
business culture and contacts.
In the UK, our people in London
and Glasgow are mainly drawn from
BIS; in the nine English regions, the
people in UKTI’s regional teams are
drawn from BIS and the Government
Office network. They engage with
private sector delivery partners that
employ some 300 people, mainly
ITAs, to deliver UKTI services to
companies. Our ITAs have a lot of
international trade expertise and
help UK companies and business
people in their regions to
internationalise and export.
UKTI Corporate Plan 2010-11 Page 33
The UKTI DSO is an integral part of Top Ten Facts about UKTI
UKTI. The majority of the civil
servants in the organisation
transferred from the Ministry of No. 10 – 94 per cent of
Defence alongside a cohort of
serving military employees as well employees responding
as a number of MOD civil servants to surveys across the
on loan to BIS.
network felt that
In addition, we also make
significant use of business UKTI’s work is
specialists whose expert knowledge
is utilised across UKTI. These
valuable and makes a
include Research & Development real contribution to the
specialists, Sector champions, Fiscal
Stimulus specialists, Secondees from UK economy.
industry, and many more. All of
whom bring their knowledge and 2009 UKTI Pulse Survey
experience of business to UKTI.
6.2 To achieve everything set out
in this plan we need to co-ordinate
all the people resources across the
organisation, making use of the
professional expertise, good
practice, ideas and enthusiasm that
exist in every part of UKTI. The aim
of UKTI’s people policies and
practices is to ensure that the
people policies, practices and
guidance of both parent
departments work smoothly within
UKTI, supporting the people
working for us to deliver business
objectives and targets. They also
need to support organisational
change wherever it may be required.
Return to Contents
Excellent Leadership and
Management
6.3 We have two programmes to
help us do this – The “ICE” principles
of leadership (Inspire; Communicate
and Empower) and the “Management
Excellence” programme, which
focuses on developing high
performing teams. Both programmes
aim to spread and share best
leadership and management practice
across the network.
6.4 Investors in People (IIP) is a key
business tool for UKTI in gauging
how well it is doing in the
management and development of
its employees. UKTI currently holds
Investors in People Bronze status
and is aiming for Gold by 2012. We
will press forward with those things
we are doing well and work even
harder in those areas where further
improvement is required. Our IIP
programme will continue
throughout 2010/11, and beyond,
through a mix of rolling review and
group mini-assessments across the
network.
6.5 Learning and Development is
key within the organisation,
ensuring that teams and individuals
gain and develop the skills and
knowledge they need to ensure
high quality delivery.
UKTI Corporate Plan 2010-11 Page 34
The organisation’s corporate
learning programme includes
induction training for people new
to UKTI, as well as:
• business systems training,
• investor development – in-depth
engagement with key investors,
• client relationship management,
• communicating with confidence
master classes, and
• Open University modules on
marketing X & Y.
6.6 In early 2010 we are mapping
the skills required by people in the
global network to help us develop
learning programmes that meet
changing needs.
Diversity
6.7 We believe that everyone
working in and with UKTI should
be treated with openness, honesty
and respect. We will not tolerate
unfair treatment or discrimination.
We aim to be an organisation that
people are proud to be part of and
to which they can contribute fully.
We want to ensure that diversity is
fully embedded into all aspects of
UKTI’s relationships, work and
systems and that we have a
workforce that reflects the diverse
community we serve.
6.8 UKTI draws directly upon the
diversity strategies of parent
departments BIS and the FCO, and
we are able to draw on the
expertise of both their equality and
diversity units whenever we need
to. We also have our own statement
covering diversity principles.
Sustainable Development
6.9 UKTI’s offices and employees
take part in the sustainability
initiatives of our parent
departments, such as improving
energy efficiency, facilitating
recycling, and using double-sided
printers. We also make use of
initiatives specifically aimed at a
globally diverse organisation – such
as reducing travel costs and CO2
emissions by greater use of tele-
and video-conferencing, and by
encouraging home and flexible
working.
Return to Contents
Chapter 7
Organisation and Budgets
The following pages provide some
detail of the resources we have and
how we use them to deliver for UK
business.
UKTI Funding
7.1 There are three main elements
of UKTI funding broken down as
follows: UKTI Programme, BIS Admin
(including a non-devolved element
for overhead costs) and FCO
Resource (split between “devolved”
– covering, among other things, the
cost of UK-based employees,
training and IT, and “non-devolved”
– covering the cost of locally
engaged employees, overheads, etc).
Budget by Funding Stream (£m)
UKTI Programme
BIS Admin
BIS Non-devolved
FCO Devolved
FCO Non-devolved
0 20 40 60 80 100 120 140 160
UKTI Corporate Plan 2010-11 Page 35
7.2 There will continue to be
significant pressures on the FCO
ring fenced budgets, and we will
need to manage these pressures
corporately in order to deliver our
Treasury efficiency targets. But all
departments will face increased
resource pressures over the coming
years and we in UKTI will need to
step-up and respond accordingly.
We can do this by continuing to
deliver our services and achieve our
targets while thinking innovatively
and using our resources efficiently.
The message is we all need to do
more with less.
Efficiencies
Case Study
With the pressures on public
spending likely to become
greater, it is important that we
all work to deliver efficiencies
at every opportunity. One
example of the benefits that
such efforts can deliver is the
recent saving achieved
through extensive commercial
discussions/negotiations with
UKTI’s IT providers and
changes to IT contracts. These
savings are in excess of £3
million per annum, equating
to a reduction of some 40 per
cent in annual running costs.
Return to Contents
Our people are drawn
from a variety of
sources, including
Government
Departments, the
private sector, the
Government Office
UKTI’s People
7.3 We have some 2,325 people
working for UKTI of which broadly
1,300 are overseas located in 96
markets. 625 are in UK HQ posts
(approximately 544 in London, 47 in
Glasgow, 30 in Larkhill/Bovington,
and four in Cambridge), while some
400 are based in the nine English
regions. Of the 625 employees in HQ
posts, some 90 per cent are in front
line delivery posts, the remainder are
in corporate support functions. Our
people are drawn from a variety of
sources, including Government
Departments, the private sector, the
Government Office network, and
many are locally employed overseas.
This is a reflection of the incredible
diversity and location of our work.
A breakdown of our staffing by
location is as follows:

network, and many are

locally employed
overseas. This is a
reflection of the
incredible diversity and
location of our work.

UKTI’s People by Location

Overseas

London

UK Regions

Glasgow

Larkhill & Bovington

Cambridge

0 200 400 600 800 1,000 1,200 1.400

UKTI Corporate Plan 2010-11 Page 36 Return to Contents

 Where the money
comes from…
2010/11
UKTI £98m
BIS £49m
FCO £166m

Where the money

is spent…
2010/11
Trade £238m
Investment £75m

What we deliver…
2008/09
600 inward investment decisions
10,000 new jobs created by investment
18,000 jobs safeguarded by investment

2009/10
23,700 business assists
£3.6bn value to UK economy

UKTI Corporate Plan 2010-11 Page 37 Return to Contents

Group Responsibilities and Resources

Brian Shaw Business Group (BG) 2010/11

Managing Director Business Group Resources (£m)
BG’s primary role is to develop and UKTI Programme 34.5
nurture relationships with individual Capital 0.0
companies to ensure they can benefit RDA Grant 16.0
from UKTI support. We do this by
BIS Admin 7.4
tailoring UKTI’s expert services to the
needs of individual businesses to FCO Resource 1.0
maximise their international success. Total Budget 58.9
Our nine international trade teams in Staff
the English regions are the first point London 115
of contact for many of our clients,
Regional 400
while our inward investment teams
overseas and our HQ Investment Targets
Projects team help overseas FDI Targets 525
companies to bring their high-quality of which High Value 125
investment to the UK. of which Good Quality 285
of which RDA Priority 115
Increased R&D Activity 1,000
Businesses Assisted 8,000
Operational Revenue (£m) 4.0

Michael Ward Sectors Group (SG) 2010/11

Acting Managing Director Sectors Resources (£m)
Group UKTI Programme 23.7
Sectors Group markets UK excellence Capital 0.0
in key sectors and helps UK BIS Admin 6.7
companies internationalise by
FCO Resource 2.5
opening up new markets around the
world. We focus on the sectors where Total Budget 32.9
we can add most value and on the Staff
markets where the potential for London 86
growth is highest – working in Glasgow 47
partnership with UKTI’s global and
Cambridge 4
regional networks to ensure that
customers have access to the right Targets
people and the right information. Increased R&D Activity 1,000
Businesses Assisted 11,000

UKTI Corporate Plan 2010-11 Page 38 Return to Contents

 Richard Paniguian UKTI Defence & Security 2010/11
Managing Director Organisation (UKTI DSO) (£m)
UKTI Defence & Security Resources
Organisation UKTI Programme 3.1
UKTI DSO helps the UK defence Capital 0.0
and security sectors succeed BIS Admin 9.9
internationally. With the continued
FCO Resource 0.0
support of the MOD, UKTI DSO
delivers the essential government- Total Budget 13.0
to-government dimension to Staff
company-led marketing campaigns London 126
in pursuit of maintaining the UK’s Larkhill/Bovington 32
strong position in the global
defence export market. Targets
Businesses Assisted 1,000
Operational Revenue (£m) 1.1

Susan Haird International Group (IG) 2010/11

Deputy Chief Executive UKTI, Resources (£m)
Head of International Group, UKTI Programme 4.3
Strategy and Human Resources
Capital 0.0
Group, Economics and Evaluation
Team, Olympics Legacy Unit BIS Admin 4.2
FCO Resource 0.5
IG manages UKTI’s extensive overseas
network. It co-ordinates action on Total Budget 9.0
the development and implementation Staff
of new strategies and structures in London 93
Posts overseas to take account of Overseas 1,300
changes and new priorities in the
business environment. IG delivers its Targets
targets in partnership with the Businesses Assisted 22,000
overseas network. It also leads on
high-level interventions, including
market access campaigns.

UKTI Corporate Plan 2010-11 Page 39 Return to Contents

 SHRG provides strategic direction, Strategy and Human 2010/11
performance management and Resources Group (SHRG) (£m)
reputation management for UKTI, Resources
working closely with the Executive UKTI Programme 0.3
Team and Executive Board and in
Capital 0.0
partnership with other Groups. It
delivers the organisation’s Human BIS Admin 3.1
Resources, Internal Communications FCO Resource 0.9
and Board Secretariat functions, Total Budget 4.3
and it leads the delivery of change Staff
across UKTI. London 32

UKTI is playing a key role in Olympics Legacy Unit 2010/11

delivering the business and economic Resources (£m)
benefits of the Government’s Olympic UKTI Programme 0.3
Legacy objectives: “to maximise the
Capital 0.0
wider economic benefits of the
Games across the UK, including those BIS Admin 0.2
for tourism and business promotion” FCO Resource 0.1
and “to promote positive images of Total Budget 0.6
the UK to international audiences”. Staff
We are developing a series of London 3
programmes to maximise the impact
Overseas 1
of the London 2012 Games on British
business and the UK economy, and to
Image courtesy of the Olympic Delivery Authority
demonstrate to potential inward
investors that the UK is the place with
which and in which to do business.

EET contributes to the top-level Economics and 2010/11

targets by providing robust Evaluation Team (EET) (£m)
measurement of performance Resources
against them; by drawing out UKTI Programme 0.7
insights to help managers and
Capital 0.0
delivery teams understand the drivers
underpinning the results; and by BIS Admin 0.4
providing the economic evidence FCO Resource 0.0
and analysis which is needed by the Total Budget 1.1
Executive Team and Board, Groups Staff
and employees to inform strategic London 4
planning, resource allocation, and
guide performance improvement.

UKTI Corporate Plan 2010-11 Page 40 Return to Contents

 Caoimhe Buckley Marketing Group (MG) 2010/11
Managing Director Resources (£m)
Marketing Group UKTI Programme 9.3
Marketing Group provides highly Capital 0.4
cost-effective marketing services to BIS Admin 3.6
support the delivery of UK Trade &
FCO Resource 0.1
Investment’s five-year Strategy. We
add value to the work of teams Total Budget 13.4
across UKTI through our expertise Staff
in strategy development, market London 36
and client analysis, proposition
Targets
building, and delivery and
evaluation of communications Operational Revenue (£m) 0.1
across the marketing mix.

Curtis Juman IT and Finance Group 2010/11

Director of Finance & IT (ITFG) Resources (£m)
The IT team provide our ICT and UKTI Programme 1.6
information management Capital 2.7
infrastructure. This includes Unallocated 1.1
significant business output-related
BIS Admin 5.6
systems: CRM, OMIS and hosting
for the UKTI website. The Central FCO Resource
Finance Team contributes to the IT 0.4
top-level targets by securing and Devolved budget (Pay) 11.4
allocating the resources UKTI needs Total Budget 24.8
to achieve the successful delivery of
Staff
our objectives.
London 48

UKTI Corporate Plan 2010-11 Page 41 Return to Contents

A range of UK Government support is available from a portfolio of initiatives
called Solutions for Business (SfB). The “solutions” are available to
qualifying businesses, and cover everything from investment and grants
through to specialist advice, collaborations and partnerships.
UK Trade & Investment is the government organisation that helps UK-based
companies succeed in the global economy, and is responsible for the
delivery of the two SfB products, “Developing Your International Trade
Potential” and “Accessing International Markets”.
We also help overseas companies bring their high-quality investment to the
UK’s dynamic economy – acknowledged as Europe’s best place from which
to succeed in global business.
UK Trade & Investment offers expertise and contacts through its extensive
network of specialists in the UK, and in British embassies and other
diplomatic offices around the world. We provide companies with the tools
they require to be competitive on the world stage.
For further information please visit www.ukti.gov.uk
or telephone +44 (0)20 7215 8000.

Whereas every effort has been made to ensure that the information given in this document is
accurate, neither UK Trade & Investment nor its parent Departments (the Department for Business,
Innovation and Skills, and the Foreign and Commonwealth Office) accept liability for any errors,
omissions or misleading statements, and no warranty is given or responsibility accepted as to the 50%
standing of any individual, firm, company or other organisation mentioned.

The paper in this document is made from 50 per cent recycled fibre and is sourced from sustainable
and well-managed forests. The inks are vegetable oil based and contain resins from plants/trees.

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March 2010