With permission Madam Deputy Speaker, I would like to make a statement on behalf of my colleague, the Defence Secretary, the Shipbuilding Tsar concerning the Government’s refresh of the National Shipbuilding Strategy.

The United Kingdom is a great maritime nation and shipbuilding runs in our blood. At the turn of the last century Britain built 60 per cent of the world’s ships and, while we are no longer the world’s workshop, our shipbuilding industry remains a global leader in design and technology. It brings in billions to our economy and spreads wealth right the way across our country.

Today our maritime manufacturers are responsible for the state-of-the-art research vessel RSS Attenborough and for constructing the most powerful surface ship ever built in Britain – the Queen Elizabeth class carriers. More than 42,600 people from Appledore to Rosyth owe their livelihoods to this industry.

But, still we need to strengthen the resilience of our shipbuilding industry. It’s worth reminding ourselves that even in the digital age, some 95 per cent of UK trade by volume and 90 per cent by value is carried by sea. Given this dependence, it’s vital we continue safeguarding our access to global maritime trade even as we open up our sails and seek out new markets and new sustainable technologies.

That’s why, in 2019, the Prime Minister appointed the Defence Secretary as the Shipbuilding Tsar. Since then he has been working tirelessly across Government to make our shipbuilding sector more productive, more competitive, more innovative, more ambitious.

There has been real progress.

Not only do we have much greater cross-Whitehall and industry co-operation but we are doubling MOD shipbuilding investment over the life of this Parliament to more than £1.7 billion a year.

We have committed to procuring a formidable future fleet including up to five Type 32 frigates, alongside the Type 31 and Type 26 programmes. We will be growing our fleet of frigates and destroyers over the current number of 19 by the end of the decade.

We have launched a competition to build a National Flagship – the first ship of its kind built and commissioned in Britain.

And last September we opened up a National Shipbuilding Office. A pan-Governmental organisation, reporting directly to the Shipbuilding Inter-Ministerial Group and chaired by the Shipbuilding Tsar that is driving transformative change across our organisation.

Today, I’m delighted to announce we are going one step further by publishing our refreshed National Shipbuilding Strategy.

Drawing on the multi-talented skills of Government, industry and academia and backed up by more than £4 billion of Government investment over the next three years, this plan creates the framework of our future UK maritime success.

It contains five essential elements:

First, it radically extends the scope of our existing Shipbuilding strategy. I may be standing here as a Defence Minister but, rest assured, this plan is as much about commercial shipbuilding as it is the Royal Navy. Nor are we simply focused on hulls alone but internal systems and sub-systems as well.

Secondly, we are establishing a 30-year shipbuilding pipeline of more than 150 vessels – offering a clear demand signal about our future requirements.

We know a regular drumbeat of design and manufacturing work is vital, not just to maintain our critical national security capabilities, but to drive the efficiencies that reduce longer-term cost.

But we’re not just giving suppliers confidence in industry order books, we are going to give them greater clarity about our requirements too. Today we set out our policy and technology priorities – from net-zero commitments to social value requirements.

And we are also determined to ensure these vast shipbuilding programmes leave a lasting legacy that goes beyond procuring a new vessel for the Border Force or the latest battle-winning warship. So we have made it a key requirement for shipbuilders to take account of social value – ensuring we not only deliver the capabilities that each Department needs, but that taxpayers’ money is being used to maximum effect. We support jobs, skills and investment, and we will establish a new social value minimum for competitions for Royal Navy vessels of 20 per cent.

Thirdly, our strategy will accelerate innovation. Enabling shipwrights and supply chains to unlock new manufacturing, production and clean maritime technologies.

In recent times, the automotive industry has blazed a trail in the field of sustainability investing in everything from electric to hydrogen to ammonia fuel technologies. But, domestic shipping accounts for more emissions than the bus and rail sector combined. When it comes to decarbonisation, it’s high time we made sure shipping doesn’t end up in the slow lane.

In 2019 Department for Transport published its Maritime 2050 strategy – amplifying the power of UK maritime business clusters to foster a climate of innovation.

And last year’s Clean Maritime Demonstration Competition underlined the sheer depth of the sector’s potential with 55 projects winning a share of £23 million to develop carbon-free solutions such as hydrogen fuelled vessels, and shipping charge-points powered by offshore wind turbines.

Building on this success, we will now make this competition a regular event. Creating more opportunities for industry to bring their cutting-edge technologies to market.

Alongside this, I can also announce today that the Department for Transport has committed £206 million to develop a UK Shipping Office for Reducing Emissions. It will fund research and development into zero emission vessels and help roll out the infrastructure that enables the UK to achieve its goal of becoming a world leader in sustainable maritime technologies.

Shipbuilding is a long-term investment. The more we can do to shelter it from market storms the better. So, the fourth aspect of our plan is about providing greater financial support for shipbuilders to win orders.

Access to finance for underwriting contracts is an essential element of any shipbuilding enterprise. Alongside banks and working capital loans, Government too has a role to play in helping finance vessel contracts.

UK Export Finance already offers credit facilities to support British companies winning work overseas. But to make UK shipbuilders more competitive when bidding for orders for new ships from domestic customers, the Department for Business, Energy and Industrial Strategy (BEIS) is now working on plans to underwrite contracts for UK shipbuilders building ships for UK operation. BEIS aims to launch this new Home Shipbuilding Credit Guarantee Scheme in May.

Switching to exports, opportunity is opening up for suppliers to increase their market share. In 2020 we exported £2.2 billion of ships, boats and floating structures. But we believe we should be able to grow our exports by 45 per cent by 2030. To make that happen we’re opening a new Maritime Capability Campaign Office. Covering all aspects of the shipbuilding enterprise, from platforms, to sub-systems, to the supply chain, it will use robust industry analysis of global markets to help suppliers reach untapped markets.

Of course, our success in the long-term will hinge on the strength of our skills base. This brings me to the final aspect of our plan. We are determined to develop the next generation of shipbuilding talent. So today we’re establishing a UK Shipbuilding Skills Taskforce. Led by the Department for Education and working in tandem with the NSO and Devolved Administrations, it will bridge skills gaps and learn from best practice – particularly in relation to new and emerging technologies. Above all, it will act as megaphone for the varied and exciting careers that shipbuilding can offer up and down the country from designing cutting-edge environmentally friendly ferries to developing propulsion systems for complex warships.

The building blocks of our refreshed Strategy are settling into place. Our NSO and Maritime Capability Campaign Office are up and running. Our UK Shipbuilding Skills Taskforce is accepting applications from today. And, in the coming months, we will be establishing a new Shipbuilding Enterprise for Growth. Co-chaired by the CEO of the National Shipbuilding Office and a senior industry executive, it will unite the finest minds in shipping to overcome some of the sector’s toughest challenges.

In other words, today we offer a powerful vision of what shipbuilding will look like in 2030.

A vision of a supercharged sector with thousands of highly skilled workers.

A vision to make this country the country of choice for specialist commercial and naval vessels and systems, components and technologies.

A vision that generates the increased investment to level up our nation. And a vision that will spark a British shipbuilding renaissance and inspire ever more countries to seek out that ‘Made-in-Britain’ stamp.

Madam Deputy Speaker, the framework is ready. Now we will be working with our superb shipbuilders, our supply chains and across Government to help transform this great ambition into a prosperous reality.

And I commend this Refreshed Strategy and Statement to the House.

The Department for Education (DfE) is today (10 March) calling on experts from the shipbuilding industry to apply to become a member of the first UK Shipbuilding Skills Taskforce.

Following the publication of the refreshed cross-government National Shipbuilding Strategy, which sets out a package of government measures aimed at fostering a shipbuilding renaissance across the UK, the DfE will lead work to establish a UK wide Taskforce to develop a world-leading skills strategy to support the industry.

The Taskforce will last for 18 months and aims to build a picture of the industry’s skills needs and provide solutions to skills shortages – particularly those related to new and emerging technologies and zero-emissions shipping. Partnering industry experts with training providers, the Taskforce will collect best practice from across the shipbuilding sector to plug skills gaps and promote shipbuilding career opportunities.

Minister for Skills Alex Burghart said:

We are looking for a chair and members for our new Taskforce that will supercharge the shipbuilding industry, bringing together experts who will work together to develop a plan to plug skills gaps and get more people into rewarding jobs.

These roles are an exciting opportunity for people who have the skills, knowledge, and experience to be at the forefront of this vital work, helping to level up opportunities for people across the UK and ensure our fantastic shipbuilding industry will go from strength to strength.

Working closely with the Ministry of Defence (MoD), the Department for Business, Energy, and Industrial Strategy (BEIS) and the Department for Transport (DfT), the Taskforce will also work to ensure training providers are empowered to meet the industry’s requirements, drawing on best practice from other sectors and national skills approaches to optimise the available skills funding and opportunities for shipbuilding.

Chair of the Maritime Skills Commission, Graham Baldwin, said:

The Maritime Skills Commission welcomes the establishment of the UK Shipbuilding Skills Taskforce (UKSST) which comes at a crucial time for the sector. The Commission is committed to ensuring the maritime sector has the skills it requires for building back better and the transition to net-zero, but it is imperative that this supported by Government and industry. Attracting and retaining a diverse pipeline of skilled workers is a priority and the Commission will work closely with the UKSST to ensure this happens. We are delighted to welcome the Chair of the UKSST onto the Commission and together we will work closely to tackle the skills challenges and opportunities now and into the future.

Applications are now open online for a chair and members for the Taskforce with experience in and a passion for shipbuilding.

Mr. Speaker, I am grateful for this opportunity to update the House on the government’s humanitarian response to Putin’s depraved war on Ukraine.

As the House knows, the UK’s humanitarian support for Ukraine has been developed following close consultation with their government and governments in the region.

On 4 March, I launched the Ukraine Family Scheme. It applies to immediate and extended Ukrainian family members and everyone eligible is granted 3 years’ leave to enter or remain.

Today, I want to set out further changes I am making to the process to make it quicker and simpler. I have 2 overreaching obligations: first to keep the British people safe. Second to do all we can to help Ukrainians.

No Home Secretary can take these decisions lightly and I am in daily contact with the intelligence and security agencies who are providing me with regular threat assessments.

What happened in Salisbury showed what Putin is willing to do on our soil. It also demonstrated that a small number of people with evil intentions can wreak havoc on our streets.

This morning I received assurances which enable me to announce changes to the Ukraine Family Scheme. Based on the new advice I have received, I am now in a position to announce that vital security checks will continue on all cases.

From Tuesday, I can announce that Ukrainians with passports will no longer need to go to a Visa Application Centre to give their biometrics before they come to the UK.

Instead, once their application has been considered and the appropriate checks completed, they will receive direct notification that they are eligible for the scheme and can come to the UK.

In short, Ukrainians with passports will be able to get permission to come here, fully online, from wherever they are; and will be able to give their biometrics once in Britain.

This will mean, Mr Speaker, that Visa Application Centres across Europe can focus their efforts on helping Ukrainians without passports. We have increased the capacity at those centres to over 13,000 appointments per week.

This streamlined approach will be operational as of Tuesday 15 March, in order to make the relevant technology and IT changes.

I will, Mr Speaker, of course update the House if the security picture changes and if it becomes necessary to make further changes to protect our domestic homeland security.

Threat assessments are always changing, and we will always keep our approach under review.

In the meantime, Mr Speaker, I once again salute the heroism of the Ukrainian people.

The Disclosure and Barring Service (DBS) has recently worked with a number of organisations to create an animated ‘guide to DBS checks’ video, and accompanying leaflet.

The video and leaflet, which can be found below, look at a number of different subjects, including:

• the different types of DBS check, and how to apply
• what type of information may be included on DBS certificate
• what countries DBS covers
• the DBS Barred Lists

Feedback from customers and partners showed that various parts of the DBS checking process can be confusing, so we worked alongside The Prince’s Trust, and the Department for Work and Pensions (DWP) to understand which sections of the process they wanted us to focus on, to maximise understanding of the work we do within DBS.

Cathy Taylor, Regional Outreach Manager at DBS, said:

By working with The Prince’s Trust and the DWP, and finding out what they need from us, we were able to produce a resource which will not only benefit the individuals they work with, but the general public too.

Cathy continued:

The work of the Partnerships team at DBS focuses on that collaborative working with partner organisations, and we really value the feedback we’re given, as it allows us to continually review how we provide information to those that use DBS services and products.

A guide to DBS checks

A guide to DBS checks (PDF, 2.95 MB, 5 pages)

Jonathan Townshend, Chief Executive of Prince’s Trust UK, said:

The Prince’s Trust is pleased to have worked with DBS to develop the training information and animated guide to assist organisations and individuals in using DBS processes to create safe environments for children and young people. As an organisation supporting young people to achieve their potential, we recognise the importance of working with other organisations to deliver safe and effective programmes.

Martin Snooks, of the National Employer and Partnership team at the DWP, said:

DWP and DBS have been working collaboratively on this project for the past year. It arose out of an identified need to let our customers have a product that they could refer to, that was in plain English and a simple format. Following consultations with work coaches and account managers within DWP, the leaflet and supporting video has been produced and will allow our customers to understand the process of DBS checks.

More information around the DBS Partnerships team

The Partnerships team consists of a number of Outreach and Engagement Advisers, who work regularly with other organisations, and support them in a variety of ways:

• Answering DBS-related queries and providing advice via phone/email
• Delivering workshops and webinars to provide an overview of DBS
• Helping organisations to understand what level of DBS check can be applied for, and what information these checks will provide
• Informing organisations and employers of their duty or power to refer

If you have any general enquiries about the work of the team, please contact DBSRegionaloutreach@dbs.gov.uk.