BIS Annual Report and Accounts 2013 - 2014

Annual
Report
and
Accounts
2013-14
Department for
Business, Innovation and Skills
Annual Report and Accounts

2013-14
For the year ended 31 March 2014
Accounts presented to the House of Commons

pursuant to Section 6(4) of the Government Resources and
Accounts Act 2000
Annual Report presented to the House of Commons

by Command of Her Majesty
Annual Report and Accounts presented to the House of Lords

by Command of Her Majesty
Ordered by the House of Commons to be printed on

10 July 2014
HC 39
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Contents
Our Purpose
Overview by the Secretary of State 6
Permanent Secretary’s Review 7
Our Purpose 10
How we have performed

Our business model 10
How we have performed 14
Knowledge and Innovation 15
Enterprise and Skills 20
Business and Local Growth 27
Shareholder Executive 31
UK Trade and Investment 35
Economics and Markets 38
People and Strategy 41
Finance and Commercial 47
Accountability
Accountability 56
Report from the lead Non-executive Board Member 56
Ministers and Departmental Board 58
Governance Statement 60
Remuneration Report 74
Consolidated Accounts
Consolidated Accounts 85
Strategic Report 85
Director General’s Financial Review 86
Statement of Accounting Officer’s Responsibilities 93
Certificate and Report of the Comptroller and 94
Auditor General
Primary Statements 112
Annexes 213
Annex A – Glossary of financial terms 213
Annex B – Expenditure tables 215
Annex C – Other annual report data 230
Annexes
Overview by the
Secretary of State
This April, I became the longest serving We have taken difficult decisions this year, in
Secretary of State for Business for almost 50 the long-term interest of the country, including
years. Since being appointed, my focus has some high profile sales, such as the 60 per cent
been on this country’s economic recovery. Government stake in Royal Mail along with the
At the Department for Business, Innovation largest employee share scheme in any major
and Skills our role is to drive sustainable and UK privatisation for nearly 30 years. Whilst
balanced growth across the UK. Over the this sale was controversial, it was necessary
past 4 years, we have laid the groundwork to ensure long term sustainability of a key
for the future. 2013 was an important year, as service. We also completed the sale of the
we delivered the UK’s first Industrial Strategy remaining publicly owned ‘Mortgage Style’
for 30 years. We set out a strategic vision for student loans. Alongside these major sales, we
where our future industrial capabilities should have modernised over 1,500 post offices this
lie, and how to deliver it. The Industrial Strategy year, bringing the total to more than 2,000 so
showed the best of the Department; working in far bringing significant benefits to customers,
partnership with the private sector and the subpostmasters and the taxpayer.
rest of Government to offer long term stability
and certainty. To bring promising technology- We have seen further increases in the number
based ideas closer to market, we have opened of students applying for higher education and
seven business-focused Catapult Centres, securing places. It is particularly pleasing that
with additional investment to open two more we have also seen record high acceptance
in 2014-15. rates in students applying to University from
the least advantaged backgrounds. More than
Ensuring the UK economy continues to grow is 870,000 people were on an Apprenticeship
an essential part of BIS’s role. A record number in 2012/13; work continues to put employers
of private sector businesses were registered in the driving seat for apprenticeship design
last year. To safeguard our future business and delivery.
prospects, we are establishing a British
Business Bank to increase business lending via Over the past year, the Department has
a more diverse financial service sector. A total achieved an enormous amount. I would like
of £782 million of new financing reached small to thank the staff for their continued effort and
businesses in 2013-14 as a result of British commitment.
Business Bank programmes, benefitting nearly
22,000 small businesses.
Rt Hon Dr Vince Cable MP
We have also continued to build a fairer
economic environment, creating the
Competition and Markets Authority to
ensure markets work well for consumers
and businesses alike. We have strengthened
the ability for shareholders of around 900
UK quoted companies to hold companies
to account through reforms allowing clear
information and a direct vote over executive
pay. Finally, Lord Davies and I have continued
to champion the need for a greater number of
women on boards. Since 2011, the proportion
of women on the boards of FTSE 100
companies has increased from 12.5 per cent to
20.7 per cent and for FTSE 250 companies the
proportion has doubled.
6 Annual Report and Accounts 2013-14

Permanent
Secretary’s Review
The Department for Business, Innovation some 35,000 companies to export between
and Skills is at the heart of the Government’s October 2012 and September 2013, with UKTI
commitment to create sustainable and on track to achieve its target of 40,000 in 2013-
balanced growth. Our purpose is to connect 14. The launch of the Transatlantic Trade and
people to opportunity and prosperity across Investment Partnership negotiations at the G8
the country, helping businesses succeed summit last year offers a major new opportunity
and ensuring the right mix of skills to deliver to increase exports and investment and, if agreed,
sustainable prosperity. would be the biggest bilateral trade deal in history.
Over the past year, we have provided high The achievements highlighted in this report
quality policy analysis and advice, professional take place in the context of significant
management and services, and effective organisational change. BIS is now a confident
commissioning and service delivery across and connected Department and a leader in
one of the broadest portfolios of responsibility gender diversity at senior levels, light years
in Whitehall. This breadth allows BIS to foster from the reactive Board of Trade of the past.
connections across the economy from large We continue to deliver a challenging policy
enterprises to start-ups, from higher education agenda and high quality services while staying
to research, from central to local Government. on track to achieve our real term reduction of
£500 million in our administration budget over
To safeguard our long term prospects for the Parliament. This year we have conducted
growth, we are working hard to make the most a Strategic Review into the next programme
of the UK’s human capital. During the year of savings and efficiencies, which focuses
we listened to employers, who told us that on the vision of the Department in 2020. The
Apprenticeships should be made more rigorous implementation of this review will be taken
and responsive to their needs. In response, forward over the coming year.
we developed an implementation plan that will
place the purchasing power for Apprenticeships Against these challenging administrative
in the hands of employers and introduce efficiencies and continued rationalisation of our
an employer led system of standards and corporate functions, the Department has seen a
assessment. These changes will fundamentally continued increase in staff engagement scores
change the relationship between employers, in our 2013 People Survey. This represents a 2
the Government and those who educate and percentage point increase in engagement since
train apprentices. We are also continuing to 2012, building on a 3 point increase the year
deliver the Government’s higher education before. Improvements were seen in all nine areas
reforms. The 2013/14 academic year was the of the Survey. To secure further improvement in
second year of students enrolling under new engagement, we have launched our “management
funding arrangements and we had some very matters” programme to develop management
encouraging results, including an all-time high capability and a range of programmes to engage
in accepted applicants coming from the most our staff in continuous improvement, which we
disadvantaged backgrounds. hope to see reflected in further improvements to
staff engagement in 2014.
Sustainable prosperity depends on an open,
fertile and fair business environment, supporting The commitment and hard work of all staff
businesses to flourish. The Department has across BIS and our Partner Organisations has
continued to spearhead the cross-Government allowed us to deliver a wide range of important
drive for less regulation and red-tape both in the work throughout the year, working in close
UK and in the EU. Since 2011, more than 3,000 partnership with our Ministers. I am proud of all
regulations have been identified for scrapping that BIS colleagues have achieved this year.
or improving. Through these efforts to reduce
regulation the net regulatory burden imposed on
business by Government has been reduced by Martin Donnelly
£1.19 billion per year. We have also supported
Annual Report and Accounts 2013-14 7

Our Purpose
We are the Department for Business, Innovation What we do
and Skills. Put simply, we believe in business We produce high quality policy advice – We
as a force for good in society. It creates wealth draw on a variety of knowledge, experience and
and employment, increases living standards, expertise in BIS and our Partner Organisations
fuels creativity and builds the confidence to identify where and how Government
for growth. can connect people to prosperity and help
Our purpose is to connect people to businesses succeed. This can be through
opportunity and prosperity right across the designing legislative frameworks, amending
country. It demands a huge variety of specialist or removing burdensome regulations and
expertise and resources across a wide range of designing services that deliver specific
areas from skills development and investment interventions like advice or financial assistance.
in new business ideas, to regulation, consumer Our analytical, legal and financial teams work
rights and building Britain’s research base. together with policy experts to drive the highest
We’re here to help open up and modernise the value from our resources. Regional offices
UK economy. around the country ensure local knowledge
informs effective interventions.
We also believe Government has a vital part
to play in helping businesses succeed. As We commission and deliver services –
a partner that can see the bigger picture and Implementation and service delivery is a core
actively shape the economy. Seeking out the part of the BIS business model. A diverse
growth opportunities. Creating the open, fertile network of 46 Partner Organisations draw on
and fair market frameworks in which companies a wealth of expertise and experience to deliver
can flourish. Delivering better regulation over 250 services to a wide range of customers
and breaking down the barriers to success. including students, businesses and universities.
Boosting innovation and investing in the new Where the commissioning of services to
technologies that will transform our lives. And external suppliers is needed commercial
by inspiring the talent that will ensure the UK expertise in BIS informs the development of
has a world-class skills and research base. effective and value for money delivery models.
Our role is to make the connections that We implement effective management and
bring together the right mix of skills and governance – The long term sustainability and
resources to deliver sustainable prosperity. effectiveness of our frameworks and services
One of our great strengths is the wide range of are reliant on professional management and
talent and expertise at our disposal, from our governance. Sponsor teams work with Partner
internal teams to our network of partner bodies. Organisations to ensure priorities are delivered
This variety gives us the insight and experience efficiently, risks are managed and that good
to identify and grasp opportunities quickly, business processes are in place. BIS draws
to connect across the economy from large on corporate finance expertise to manage
enterprises to start-ups, from higher education the Government’s shareholder relationships
to research, from central to local Government. with businesses owned or part-owned by the
Government working to secure best value for
the taxpayer.
Our business model
Our Partners
Connecting people to opportunity and
BIS provides a wide range of products
prosperity means designing and delivering
and services to our customers through a
services and frameworks that create value for
network of Partner Organisations, including
society beyond the level of taxpayer funding for
employers, businesses, employees, consumers,
BIS. We achieve this by using our relationships,
researchers, universities and students.
financial, human and intellectual capital to
79 per cent of BIS funding goes through
design services and frameworks, deliver these
our partners and each Organisation has a
services and drive sustainable changes through
specific purpose that is distinctly separate
effective management and governance.
from BIS as their parent Department. The
roles and responsibilities of our Partners

Our Purpose
include implementing policy decisions, giving Our Partner Organisations provide a wide range
independent assessments and advice, and of functions that contribute to BIS’s overall
providing commercial discipline to our services. objectives including:
Partners Council for Science & Technology Low Pay Commission

that provide
professional Regulatory Policy Committee Land Registry Rule Committee
advice to Industrial Development Advisory Board
Ministers
Partners UK Commission for Employment Film Industry Training Board

that support & Skills
employers Advisory, Conciliation and
on skills and Construction Industry Training Board Arbitration Service
employment Engineering Construction Industry
issues Training Board
Partners that Copyright Tribunal Competition Appeal Tribunal

provide tribunal
services Central Arbitration Committee Insolvency Practitioner Tribunal
Competition Service
Partners Competition & Markets Authority National Measurement Office

that regulate
six different Financial Reporting Council British Hallmarking Council
markets Office for Fair Access Office of Manpower Economics
Partners that Research Councils Technology Strategy Board

fund and
undertake UK Space Agency UK Atomic Energy Authority
education and Skills Funding Agency Student Loans Company
research
Higher Education Funding Council
for England
Partners that Met Office Companies House

provide near
commercial Insolvency Service Post Office Limited
services UK Trade & Investment UK Shared Business Services
Limited
Land Registry
Ordnance Survey
Intellectual Property Office
Green Investment Bank
British Business Bank
Postal Services Holding
Company PLC

Connect people to opportunity and prosperity
right accross the country
Enterprise
Make it easier to start,
grow and invest in the
Financial long term
Government funds
EU funding
Patent royalties Knowledge &
Investment returns
Innovation
Excellent universities and
Human BIS value research and increased
A highly skilled and business innvoation
adding
professional workforce
activies
A network of partner Markets
organisations Create markets that
serve businesses’ and
Intellectual consumers’ long-term
interests
Intellectual knowledge +High quality
Intellectual property policy analysis
Brands and advice Skills
+Professional Promote more opportunities
management and for individuals in realising
Relationships governance their potential
A network of regional offices +Effective
reponsive to local opportunities commissioning
Strategic links with the FCO and service Trade
to access world markets delivery Support UK trade overseas
and inward investment

Our Purpose
How we create value Financial
The responsibilities of BIS and our Partner Our financial resources fund key policies
Organisations cross the lives of millions of such as higher education, major infrastructure
people and businesses both in the UK and projects and the overall running costs
internationally on a daily basis. We’re here to of the Department. Of the Department’s
help open up and modernise the UK economy. expenditure 79 per cent is through our Partner
We play a vital role in helping businesses Organisations with 21 per cent from the Core
succeed; breaking down barriers and offering Department. Resources are provided from
support and investment across the economy the UK Parliament with smaller amounts
from large enterprises to start-ups, from from EU Funding, Patent Royalties and
higher education to research, from central to Investment Returns.
local Government. Our policies, services and Human
frameworks connect people to opportunity and Creating value for society is only possible
prosperity creating value around our five key through the highly skilled and knowledgeable
outcomes. workforce of BIS and Partner Organisations.
BIS is made up of 23,981 staff including 3,011
Core Department in the core Department and UKTI and 20,970 in
Partner Organisations.
Relationships
A network of relationships enriches the skills
and knowledge of our staff helping deliver
shared objectives. BIS Local Offices around
the country build relationships with local
economies to realise opportunities, strong links
with Universities and the research community
help drive the highest value from science
79% of expenditure is investment and international coordination
between the Foreign and Commonwealth
through our Partner Office and UKTI helps UK business access
Organisations international markets more easily and helps to
promote inward investment to the UK. Whole
of Government working in partnership with
Core Department industry is also central to the delivery of the
industrial strategy.
Intellectual
Our intellectual capital has built up over many
years and is a key resource for creating value.
Institutional knowledge of our key policy areas
is unique allowing us to identify opportunities.
Strong and respected brands such as the
Met Office, Ordnance Survey and Companies
House inspire confidence in their customers.
87% of our staff

are in our Partner
Organisations

An efficient organisational structure which aligns performance indicator section of the Gov.UK
the skills, sector expertise and relationships with website.
our stakeholders is at the heart of achieving our
purpose. In addition to leading on cross-cutting At the end of 2013-14, BIS maintained its
Government agendas, the heart of which is the position as one of the strongest performers
industrial strategy and promoting growth, BIS across Government, against its Structural Reform
is structured in eight groups, all contributing to Plan commitments. Of the 37 actions due for
our objectives Enterprise, Skills, Knowledge and completion, 33 were completed on time and a
Innovation, Markets, and Trade, delivered by an further 4 actions were overdue in completing.
effective BIS. Two of the delayed actions were connected
Much of the activity described in the following to establishing a compensation scheme for
pages is set out in our Business Plan, published electricity intensive businesses. There has
in May 2013. The Structural Reform Plan (SRP) been a delay publishing guidance for the
section includes actions that the Department Carbon Price Floor compensation scheme
planned to undertake over the course of the due to the EU Commission considering the
year, to deliver our objectives. This plan also UK Government’s state aid pre-notification,
sets out our ambitions for delivering sustainable submitted in September 2012. The third
development and progress on how we are delayed action has been extended to July 2014,
mainstreaming sustainability into our policies to address individual bid circumstances within
is provided in the following sections. Data is Round 4 of the Regional Growth Fund. Finally,
provided against each of the Department’s there have been delays with the rollout of the
Business Plan indicators throughout the report. “Employing Staff for the first time” online tool,
Further information can be found on the which we are working to resolve in partnership
with HMRC and the Government Digital Service.
High quality policy advice

Implement effective management and governance
Knowledge & Enterprise & Business &

Innovation Skills Local Growth
page 15 page 20 page 27
Commission & deliver services
Shareholder Economics & UK Trade &

Executive Markets Investment
page 31 page 38 page 35
People & Strategy Finance & Commercial

page 41 page 47
14
Knowledge and Innovation
The Knowledge and Innovation Group • Committed £600 million to support 8 GREAT
focuses on promoting excellent Higher technologies, primarily through research
Education Institutions, research and partners (Big Data, Satellites, Robotics,
Synthetic Biology, Regenerative medicine,
increasing innovation enabling people, Agri-Science, Nanotech and Energy Storage).
organisations and systems to create,
disseminate and exploit knowledge for • Scaling up the Technology Strategy Board
economic growth and benefit to society. (TSB) and increasing its Budget by an
additional £185 million in 2015. Research
shows that every £1 invested by the TSB
What we achieved this year:
returns £7 to the UK economy.
Higher Education
• Application rates for young, disadvantaged
groups have risen to an all-time high in Expenditure
Expenditure
England with the total number of accepted £ million
applicants to English institutions increasing 18000
by 7.2 per cent. 16000

2012-13
• In 2013, entries to study Science, Technology, 14000
Engineering and Maths (STEM) subjects 12000

2013-14
increased at a higher rate than other subjects. 10000

Acceptances to study biological sciences 8000
increased by 12.1 per cent from 39,625 to
6000
44,415.
4000
• The National Strategy for Access and Student 2000
Success in Higher Education published jointly
0
by the Higher Education Funding Council Administration Programme Capital AME
for England (HEFCE) and the Office for Fair

Access (OFFA). Staff
Science and Research
Research Councils 9004
Student Loans Company 2367

• Co-ordinated a business case for £270 United Kingdom Atomic Energy Authority 998
million investment in Quantum Technologies,
Diamond Light Source 496
to translate fundamental physics into
The Pirbright Institute 376
radical new applications in energy, defence,
healthcare and the environment. Higher Education Funding Council for England 265
Technology Strategy Board 257

• £42 million investment towards the creation of Core K&I Group 256
the Alan Turing Institute, which will specialise National Measurement Office 74
in big data science. UK Space Agency 49
• Delivered the Royal Research Ship Discovery, 0 2000 4000 6000 8000 10000
in partnership with the Natural Environment

Progress against our Business Plan
Research Council.
SRP Actions
Innovation
Number of Actions Completed 1
• The Global innovation index 2013 ranks the
UK 3rd, now ahead of the US and 142 other Actions in Progress 1
economies. Actions Overdue 0

Review of 2013-14 The Department’s efforts towards making
2.3 million students benefit from higher Britain one of the most fertile places in the
education in over 160 institutions in the UK world for innovation are proving successful. The
With graduates more likely to be employed, and Global Innovation Index 2013 ranks the UK 3rd,
more likely to enjoy higher wages and better now ahead of the US and 142 other economies
job satisfaction. The Department works closely – a substantial improvement since 2009, when
with Higher Education Institutions and colleges we were ranked 14th. The Innovation Report,
so they can continue to provide high quality published in March 2014, showed our research
teaching and research and produce highly base remains a world leader, producing very
skilled graduates and post graduates. Higher high quality research and a large output for our
education reforms are on track and in 2013 the moderate size. British science produces more
total number of accepted applicants to English world leading articles per pound spent than all
institutions increased by 7.2 per cent to over other leading research nations including the
365,000. Over the same period entry rates United States.
for disadvantaged young people in England Public investment in research underpins the
increased by 1.4 percentage points in 2013 to UK’s competitiveness in the medium and longer
reach 16.9 per cent, the highest level recorded terms, sustaining the UK as a knowledge-based
and reducing differences by background to economy in the face of growing international
record lows. competition. The Government has prioritised
To continue to ensure that everyone with the long term investment to make the most of the
potential to benefit from higher education UK’s science base and take the lead on cutting
have equal opportunity to do so The Office for edge technologies. This year, the Department
Fair Access (OFFA) and the Higher Education successfully secured £270 million to invest in
Funding Council for England (HEFCE) jointly Quantum Technologies, to fund a programme
prepared a new strategy for access and student to support translation of the UK’s world leading
success following close consultation with the quantum research into application and new
higher education sector. OFFA has agreed over industries – from quantum computation to
160 Access Agreements for 2014/15 with plans secure communication.
for Higher Education Institutions and colleges The UK also has significant involvement
to spend £700 million in 2014/15 – up from with the European Science and Research
£444 million in 2011/12. programmes. In the last two years of the
However, we still have more to do to ensure Framework 7 programme, the UK was the
the long term financial sustainability of the largest recipient of EU funding. In 2013-14 we
higher education sector. The 2013/14 academic continued to support the very best research,
year was the second year where students are training and ways of exploiting the benefits
enrolled under new funding arrangements. of these investments. Our largest capital
To manage demands on the student support projects – the Francis Crick Institute, Diamond
budget from the higher number of students Synchrotron Phase III and the Pirbright Institute
entering alternative providers of higher Development Phase 2 are all progressing to
education, we suspended further recruitment plan against budget and milestones.
in 2013/14 among providers with plans for
significant growth and introduced formal
number controls from 2014/15.

Working principally through the TSB and Programme with 15 partner countries around
Research Councils, support for technology the world.
has been at the heart of the industrial strategy
including deploying an additional £600 million for Following the announcement of £270 million
the “eight great technologies”, where the UK can investment, work will continue to put in place a
lead the world. A key feature of the Technology network of Quantum Technology Hubs aimed

Strategy Board’s £440 million programme this at realising the potentially transformative
year has been the delivery of a network of seven impact of quantum technology across
Catapult Centres which opened for business business, Government and society. A Strategic
this year to help transform “high potential” ideas Advisory Board with key partners across
into new products and services to generate Government, academia and industry will be set
economic growth. Following the early success up to implement the Quantum Technologies
of these centres, a commitment has been programme.
made to invest in two new Catapults in 2015-
16 for Precision Medicine and Energy Systems.
Mainstreaming Sustainability,
Overall, the Technology Strategy Board remains Equality and Diversity
impressively productive; research shows that Sustainable development in research,
every £1 invested by the Technology Strategy innovation and higher education is at the heart
Board returns £7 to the UK economy. of the work of the Knowledge and Innovation
group. Over 70 per cent of the Technology
Future Outlook Strategy Board’s investments contribute to
We will provide a maximum of 30,000 innovation in green and sustainable technology.
additional full-time student places in 2014/15 Recent activities include a £400 million industry
and from 2015/16 we will remove student matched funding programme dedicated to the
number controls altogether for publicly funded development of Ultra-low emission vehicles
institutions. The HEFCE grant letter for 2014/15 technologies. To date the programme has
confirms new flexibilities in allocating these funded around 200 collaborative Research and
additional student places meaning popular Development projects, involving over 800 UK
universities and colleges will be able to expand. business and academic partners. In partnership
We will be working with HEFCE to ensure with the Automotive Council, we launched a
that higher education institutions maintain £75 million competition in December 2013
the quality of the student experience and that to support projects for the new Advanced
higher education remains affordable over the Propulsion Centre (APC) to help research,
long term. develop and commercialise the vehicles of
the future. The projects will be expected to
Focus will remain on driving the highest deliver significant reductions in vehicle CO2
value from public investment in science emissions compared to current best-in-class
and innovation. Work is underway to put in technologies.
place a Science and Innovation strategy,
including a roadmap for science and research As part of the BIS-funded STEM diversity
capital investment to 2020-21. The Research programme, the Royal Society published “A
Excellence Framework process is on track picture of the UK Scientific Workforce” a major
and in 2014-15 over 1,100 expert assessors study of the diversity of the scientific workforce
will be reviewing submissions to inform future and the Royal Academy of Engineering have
funding decisions. We will work to maintain worked with 26 out of the 36 Professional
the UK’s leading role in the development of Engineering Institutions and the Engineering
the Horizon 2020 Programme with a particular Council to sign the Engineering Diversity
emphasis on increasing business participation Concordat. This represents 70 per cent of
and supporting the UK research base to access institutions representing over 90 per cent of
funds. We will also implement the Newton registered engineers.

Case Study: The Francis Crick Institute
The UK has an enviable reputation for The total Government investment is £350
world-leading excellence in medical million. The Crick will promote connections
research. One example is the new Francis between researchers and disciplines and
Crick Institute, a major BIS project currently between academic institutions, healthcare
under construction in central London that, organisations and businesses. The institute
once established, will be a world-leading will have the scale, vision and expertise
centre of biomedical research and innovation. to tackle the most challenging scientific
The institute is the product of a ground- questions underpinning health and disease.
breaking partnership between a number It will be world-class with a strong national
of leading funders, UK universities and the role – training scientists and developing ideas
Medical Research Council, a high-profile BIS for public good.
Partner Organisation.
The Crick’s work will help understand why
disease develops and find new ways to
treat, diagnose and prevent illnesses such as
cancer, heart disease and stroke, infections
and neurodegenerative diseases. The Crick
is one of BIS’ and the Government’s major
projects. The core funding for the Crick
totals £750 million which is made up of
contributions from the founding partners.
Business Plan Indicators The gap between the proportion of young

Latest data for 2012 shows £7.2 billion graduates from professional backgrounds
of Research and Development (R&D) was who go on to a ‘graduate job’ 6 months after
performed within the UK Higher Education graduating and young graduates from
Sector, an increase compared with 2011. non-professional backgrounds
The flow of funding for higher education is
changing from the HEFCE teaching grant to Most advantaged employment
Less advantaged employment
increased graduate contributions. An estimated
Most advantaged
71 per cent of those who came from the

(SOC 1 to 3)
background
most advantaged backgrounds before Higher 71% 67%
Education were in the most advantaged

occupation groups six months after graduating
in 2011-12 a gap of 4 percentage points from
Most advantaged
the least advantaged. 67 per cent of those from

(SOC 4 to 9)
background
less advantaged backgrounds were in the most 29% 33%
advantaged occupation groups. The proportion

of firms who are innovation active increased by
8 percentage points since 2011. 0 20 40 60 80 100

Expenditure on research and development Funding per student in higher education
performed in higher education
Cost per FTE (cash terms)
£ million £
8000 5800

7000 5700
6000 5600
5000 5500
4000 5400
3000 5300
2000 5200
1000 5100
0 5000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2007-8 2008-9 2009-10 2010-11 2011-12 2012-13
2008 2012
The UK Share of Highly Cited Papers 14.9% 15.9%
2011 2013
The proportion of firms who are Innovation Active 37% 45%
2005-08 2009-12
18-24 participation in Most advantaged 37% 43%
education by social groups (NS-SEC 1-2)
background Others 18% 26%
Gap 19% 17%
2009-10 2010-11
The proportion of Free School Meals 18% 20%
15 year olds from low Non-Free School Meals 36% 38%
income backgrounds
in English maintained Gap 18% 18%
schools progressing to
HE by the age of 19

Enterprise and Skills
The Enterprise and Skills group focuses • Women hold 20.7 per cent of FTSE100 Board
on building an internationally competitive posts, up from 12.5 per cent in 2011.
skills base, a dynamic small business Regulation
sector and reducing the impact of
• Through cross-Government efforts to reduce
regulation on business creating the regulation the net regulatory burden imposed
conditions for businesses to grow and on business by Government has been
individuals to succeed. reduced by £1.19 billion per year.
• At the end of March 2014, 1,375 businesses
were receiving assured advice from one
Vocational Education of 124 local authorities through Primary
• Strengthened the intervention process for Authority Partnerships.
underperforming colleges by appointing a Expenditure
Further Education Commissioner. Expenditure
£ million
• Removed from Government funding almost 4000
2,000 existing adult vocational qualifications 3500
that were not responsive to learner and 2012-13
3000
employer needs.
2500
2013-14
• Published an Implementation Plan to 2000
put employers in the driving seat of 1500
Apprenticeship design and delivery.
1000
• Launched Traineeships for 16-23 year olds 500

with 500 training organisations committed 0
to deliver Traineeships in 2013/14 including
-500
household names such as Virgin Media and Administration Programme Capital AME
Siemens.
Staff
• Round 2 of the Employer Ownership Pilots
was successful in attracting a high number of CITB – Construction Skills 1433
bids with 34 selected for further development.

Skills Funding Agency 1268
• Launched 24+ Advanced Learning Loans –

placing purchasing power for training in the Core E&S Group 431
hands of further education learners.

UK Commission for Employment and Skills 105
Enterprise
Engineering Construction Industry Training Board 85
• Launched Small Business: GREAT Ambition
making it easier for small, ambitious firms Learning and Skills Improvement Service 59
to grow.
0 400 800 1200 1600
• Growth Accelerator has cumulatively

supported over 13,900 businesses with Progress against our Business Plan
98 per cent on track to meet their milestones.
SRP Actions
9 in 10 of assisted companies have achieved
the objectives they expected to achieve prior Number of Actions Completed 10
to accessing Growth Accelerator. Actions in Progress 10
• The offer to businesses on GOV.UK has Actions Overdue 0
improved through launching an enhanced
Business Finance and Support Finder.

Review of 2013-14 The Growth Accelerator programme targeting
3.2 million learners were trained through over small businesses with high growth potential,
1,000 further education providers last year. is on track to meet its targets of £2.2 billion
In today’s global race the UK needs a highly Growth Value Added and creating 55,000
skilled workforce. The Enterprise and Skills additional jobs. Firms on the programme
reported a range of improvements to their

group is implementing a significant programme
of reform to ensure we have the rigorous and business, 97 per cent felt they are more likely to
continually responsive education and skills grow and 90 per cent reported improvements
system we need. in business planning. Communicating what
Government is doing to help small businesses
This year we have strengthened the grow is a challenge because of the sheer
intervention process for underperforming number and diversity of these businesses.
colleges by appointing a Further Education During 2013-14 we have invested in developing
Commissioner and reviewed and removed our approaches for the most effective way of
from Government funding almost 2,000 communicating opportunities. This informed
existing adult vocational qualifications that the design of the Business is GREAT campaign,
were not responsive to learner and employer launched in November 2013.
needs. Success is dependent on the positive
engagement of employers and the ability of We continue to lead efforts to free up markets by
the Further Education sector to adapt to meet reducing the burden of regulation on business.
their needs. The Apprenticeship trailblazers, For example, by moving early to implement the
Traineeships and Employer Ownership pilots EU’s Micro Directive, we removed unnecessary
clearly demonstrate a willingness of employers burdens on 1.4 million of the smallest
to engage but, if we are to achieve our overall businesses by allowing them to file simplified
ambitions engagement has to increase accounts. Through cross-Government efforts
significantly. to reduce regulation the net regulatory burden
imposed on business by Government has been
There were an estimated 4.9 million private reduced by £1.19 billion per year. BIS continues
sector businesses in the UK at the start of to set a high standard for the rest of Whitehall
2013, an increase of 102,000 compared to to follow, topping the One-In, Two-Out cross-
the start of 2012. Small businesses make a Government league table.
huge contribution to the UK economy and
account for around half of UK jobs. This In particular, we have supported the Business
year we published Small Business: GREAT Taskforce of EU regulation in its work,
Ambition, which responded to feedback but there is more to do to implement the
from small businesses co-ordinating a list recommendations of their report “Cut EU Red
of cross-Government commitments where Tape”. Primary Authority has been extended
the Government could do more, less or to include fire safety and age restricted sales
something different. The Growth Voucher of alcohol. At the end of March 2014, 1,375
Research Programme was also launched this businesses and 124 local authorities were
year, helping Government to obtain a robust in a Primary Authority Partnership helping
assessment of the impact of different types of businesses receive the advice they need
advice on participating businesses. £1 million with local authorities benefiting from greater
of vouchers were allocated to businesses within efficiency and improved information sharing.
four weeks of programme launch.

Future Outlook Mainstreaming Sustainability,
The further education and skills programme of Equality and Diversity
reform will continue with a focus on how we Since 2011, the proportion of women on
communicate our reforms with employers and the boards of FTSE 100 companies has
looking closely at how changes to funding and increased from 12.5 per cent to 20.7 per cent
the overall reform programme are impacting and for FTSE 250 companies the proportion
on the capacity of the further education sector has doubled, albeit from a lower base. This
to deliver. Focus will also be on developing change is attributable to a business-led
pathways that enable young people to strategy in which the Secretary of State and
succeed to the highest levels whether that is Lord Davies have consistently championed
through a work-based route or university. The the issue of women on boards, contributing to
Autumn Statement announced £40 million of positive culture change at the heart of our top
additional funding over 2014-15 and 2015- companies.
16 for 20,000 Higher Apprenticeships – more
than doubling current volumes. In addition, a BIS and the Skills Funding Agency (SFA)
further £20 million funding over 2014-16 has promote a benchmarking tool to all FE colleges
been announced to support new employer ‘eMandate’ enabling colleges to compare
investment in Higher Apprenticeships up to estates data, including energy usage, against
postgraduate level. similar colleges. This data helps facilitate best
practice across the sector with regard to energy
Following on from Small Business: GREAT management and carbon reduction. The SFA
ambition our focus will be on overseeing consider sustainability impact when considering
delivery of cross-Government commitments the allocation of support for capital investment
to realise our ambitions. Working with Local that is provided to FE Colleges. They have
Enterprise Partnerships and other local developed an extensive set of criteria for grant
partners we will continue to encourage the support which includes two key elements
establishment of local growth hubs across relating to sustainable development. This data,
England, so that wherever they are located, information and expertise is also being offered
businesses can get the support they need to Local Enterprise Partnerships (LEPs) as part
quickly and easily. of a transition to LEP managed skills capital
investment.
The focus for better regulatory delivery now lies
in ensuring that key policy changes, such as
the introduction of the Regulators’ Code and
the extension of Primary Authority, are being
implemented at the front line, and the impact
is being felt by businesses and regulators. For
Primary Authority, the number of businesses
being supported by the scheme will continue to
grow to include many more small businesses
through Trade Associations, with 3,000
businesses expected to have agreements in
place by March 2015. Following two recent
consultations, the Department will move
towards legislation to remove duplication and
unnecessary red tape for 2.8 million companies
as well as reducing the sensitive company
names list and simplifying the legislation.

Case Study: Apprenticeships
Apprenticeships benefit business and for Education and provider organisations. We
young people. They ensure businesses are encouraging employer collaboration and

achieve prosperity by having the right skills the Trailblazers have been working together
to deliver long-term growth. to ensure that the new Apprenticeships will
provide a sustainable model for all employers.
They provide young people with the We have facilitated this through regular
opportunity of a job with high quality training workshops with all of the Trailblazers and have
to enable them to succeed in their career. And provided Relationship Managers for each
they provide value for money delivering £18 of Trailblazer to provide a quick response to
economic benefits for each £1 of Government queries.
investment.
The first new apprenticeship standards were
During 2013-14, we listened to business who published during National Apprenticeship
told us that apprenticeships needed to be Week 2014 (3-7 March 2014). Phase 2 of
more rigorous and responsive to the needs the Trailblazer projects was announced
of employers. They wanted us to create an at the same time. Our ambition is for all
employer-led system with employer designed apprenticeship starts to be on the new
standards and assessment that were easy to standards from 2017/18. A technical
access and understand, and better quality consultation on the Funding Reforms
training tailored to their requirements. has been published, asking for detailed
Reforming apprenticeships will have a big feedback on how we can implement the
impact on employers, apprentices and changes in a way that minimizes burdens
providers. Employer-led Trailblazers are on employers.
leading the way in implementing the new
Apprenticeships, collaborating to design
Apprenticeship standards and assessment
approaches that will make them world class.
We are also planning to route funding for
Apprenticeship training via employers, placing
greater control and purchasing power in
their hands and leading to a transformational
change in the way employers engage with
Apprenticeships.
We are involving key stakeholders, including
the Skills Funding Agency (SFA), Department

Reducing BIS Regulation Helping Small Businesses
BIS Reducing Regulation Summary All measures that are expected to have a
substantial regulatory impact on business
One in Two Out (i.e. non fast track) introduced after 31 March
INs 4 2014 include a Small and Micro Business
OUTs 7 Assessment (SMBA). This is intended to ensure
that new regulatory proposals are designed
Balance -£77.61m and implemented to mitigate disproportionate
Impact Assessments burdens on small and micro businesses.
Number 61 In 2013 there were four domestic measures
% fit for purpose 79% with SMBAs, The Consumer Credit Act
Government Average 77% Transfer; Consumer Contracts; Cartels and
the Right to Request Flexible Working. The
Small Businesses SMBAs concluded that small business should
Small and Micro Business 4 be included in the scope of the legislation but
Assessments conducted took into account implementation options that
Red Tape Challenge would avoid placing disproportionate burdens
on small business. The only exceptions were
Regulations reviewed 800 Codes of Conduct and the Competition Regime
Identified changes 500 for Growth where small businesses were
Changes implemented 250 exempted.
EU Regulations For domestic measures that came into force
Instances of “Gold Plating” 1 before March 2014 BIS applied the micro-
business moratorium. This excluded small
business from new regulatory requirements
Under One in Two Out (OITO) BIS is currently unless a specific exemption was granted
at the top of the cross-Whitehall league table. by the Reducing Regulation Committee.
We reduced the cost of red tape from January Exemptions were only granted where there
to December 2013 by over £96 million, was a compelling case for the inclusion of
which translates into an OITO credit of over small businesses and steps had been taken to
£77 million, more than any other Department. mitigate any unnecessary costs.
Since the launch of Red Tape Challenge in Alternatives to regulation
Spring 2011 BIS has led on seven themes and
played a key supporting role in a further two We have had success in using alternatives
themes led by other Departments. This has to regulation, where businesses commit to
delivered savings of over £100 million per year voluntary action and are held to account on the
to business. results.
BIS submitted the third highest number of Women on Boards – Described on page 22,
Impact Assessments across Whitehall to the the voluntary approach is supported by
Regulatory Policy Committee. Where initial BIS targeted regulation where needed, for example
submissions received a RED rating subsequent since 30 September 2013 companies have
iterations of those Impact Assessments were been required to publish the gender balance of
resubmitted and all received fit for purpose their board, senior management team and the
clearances from the committee. workforce as a whole.

Companies House (CH) ‘app’ – Companies Authority was extended on 1 October 2013
House has developed a mobile application under the Enterprise and Regulatory Reform
which gives access to their data, that may be Act 2013.
downloaded free of charge to mobile devices.
This corrected a market failure as there was BIS applies review clauses to all measures that
no third party software that was available to regulate business (including both domestic

do this, at the time this product launched. The and EU-derived measures), except for low cost
software allows individuals to search CH’s and de-regulatory measures (i.e. fast track),
register and gain access to information that is and time-limited measures that are subject
useful to their business, wherever they are at to an existing sunset clause causing them to
that time. This helps spur economic growth by expire within one year of coming into force. In
ensuring that people can get the information 2013 review clauses were applied to seven BIS
they need, when they need it. The launch of measures.
this application has also spurred private sector
providers to develop similar products, which
Business Plan Indicators
will ensure that the ability to access CH data Over 3.2 million learners aged 19 or older
on a mobile device is as widely available as participated in some form of Government-
possible. funded further education in 2012/13. The
estimated unit cost in 2011/12 was £953 per
EU regulations learning aim, down from £991 in the 2010/11
Since the EU Business Taskforce report academic year. Since 2002, the UK rate of Total
was published in October, we have early stage Entrepreneurial Activity (TEA rate)
secured agreement on seven of the thirty has remained relatively stable with a rise in the
recommendations. There is also growing most recent years. There was a fall in 2013 to
recognition of the COMPETE principles for the 7.1 per cent but the UK remains consistently
removal of red tape among the major European higher than France and Germany. Maintaining a
business organisations and in the European competitive skills base remains a primary goal
Parliament. The COMPETE principles are a of the Department. OECD evidence suggests
‘common sense filter’ for all new legislative has suggested a lack of skills can lead to an
proposals to ensure that new EU legislation is increasing productivity gap.
rigorously assessed and pro-growth.
Average funding per course in BIS-funded
Since the Government’s Guiding Principles adult further education
for EU legislation were finalised in July 2011,
there has only been one instance where the £1200
UK has imposed additional costs on business
as a result of gold-plating. The Consumer £1000
Rights Directive was implemented early to
ban excessive payment surcharges ahead £800
of the June 2014 transposition deadline and

Government is also planning to further extend £600
the scope of this Directive (restricting premium

rate phone lines in the passenger transport £400
sector) to avoid increased complexity for

£200
businesses and consumers.
Implementation and Reviews £0

02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12
Primary Authority allows businesses to be Academic Year
involved in their own regulation. It enables

them to form a statutory partnership with one
local authority, which then provides robust
and reliable advice for other councils to take
into account when carrying out inspections or
addressing non-compliance. This year Primary

Number of Government-funded OECD comparison of the qualification levels
learnersparticipating in further of the working age population
education
Percentage of 25-64 year olds with
tertiary education
Learners (millions) Rank (of OECD countries) Percentage of 25-64 year olds with
at least upper secondary education
3.9 20
Data from 2008/09 and
3.8 2011/12 is not directly 18
comparable with
3.7 earlier years 16
3.6 14
3.5
12
3.4
10
3.3
8
3.2
6
3.1
4
3.0
2
2.9
2.8 0
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2009 2010 2011
Academic Year
Jan 2011 – Dec 2012 Jan 2011 – Dec 2013

Change in the net regulatory burden imposed on -966 -1,193
business by Government (£ million)
2005-2008 2009-2012
Access to the Professions – % of 16-65 year 23% 16%1
olds who are in paid employment who are in
managerial or professional positions by social
background using fathers occupational group
(percentage point gap)
Total achievements in full Level 2 or 3 Total early-stage Entrepreneurial

Further Education of people academic Activity
age 19 years and over
Learners (’000) %
Full Level 2 Full Level 3 United States of America
600 14
United Kingdom
13
Germany
12
500 France
11
10
400 9
8
300 7
6
5
200
4
3
100
2
1
0 0
2008/09 2009/10 2010/11 2011/12 2012/13 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Academic Year
1 Figures for 2009-2012 use the UKHLS measure and are not
directly comparable to figures for earlier years, which use the
BHPS measure.

Business and Local Growth
The Business and Local Growth European Reform
group works hand-in-hand with local • Led Government input into the European
businesses, local leaders and partners Commission’s modernisation of the state aid
to create the right conditions for growth framework.
across the country.

• Published four Balance of Competences
reports, with four more to be published
What we achieved this year: shortly.
Industrial Strategy Business Sectors Expenditure
Expenditure
• Successfully launched eleven sector
£ million
strategies as part of the industrial strategy. 500
2012-13
• The first £4 million awards from the Agri- 400

2013-14
Tech Catalyst. The 11 first phase projects will
receive £2.8 million funding from Government 300
with £1.4 million co-investment from industry. 200
• Established the Advanced Propulsion Centre 100

Limited with an initial competition for pilot
projects. 0
-100
• Launched rounds 3 and 4 of the Advanced
Manufacturing Supply Chain Initiative (AMSCI) -200
Administration Programme Capital AME
attracting 79 consortia (including 269 SMEs),
resulting in 14 projects securing over £244
million of joint public and private investment. Staff
• Manufacturing Advisory Service (MAS) Core B&LG Group 515
assisted over 8,900 manufacturing SMEs
in 2013-14. Firms receiving MAS Grants
have forecast up to 17,800 new jobs could
be created and around £138 billion GVA Competition Commission 175
generated in the 12 months following MAS

support.
• Improved the cyber security of UK businesses Consumer Focus 110
by providing a cyber health check for

FTSE350 companies, an awareness campaign 0 100 200 300 400 500 600
for SMEs and developing partnerships with
key business sectors. Progress against our Business Plan
Local Growth SRP Actions
• Set out the vision for local growth after Number of Actions Completed 12
2015, including the creation of the Local Actions in Progress 9
Growth Fund.
Actions Overdue 3
• The Regional Growth Fund has supported
over 400 projects. Of the £2.6 billion
allocation, £1.2 billion has been paid to
beneficiaries, creating or safeguarding over
92,000 jobs and supporting over 3,500 SMEs.

Review of 2013-14 improved performance management and financial
Industrial strategy is a long term approach to forecasting with further enhancements underway.
creating more opportunities, skilled jobs and The Group has continued working towards
making the UK more competitive. The main the vision set out for local growth: unleashing
priority for industrial strategy in 2013-14 was the ambition and creativity of local leaders, by
the launch of the eleven sector strategies. devolving resource and responsibility for those
These were successfully delivered this places which can demonstrate credible and
summer with an industrial strategy conference compelling economic leadership, in pursuit of
in September in partnership with the CBI growth. This year, we have worked closely with
at the University of Warwick. We have also Local Enterprise Partnerships to help them
established Sector Councils (where they did not develop Strategic Economic Plans. These multi-
already exist) bringing together representatives year Strategic Economic Plans demonstrate the
from across the sector and Government Local Enterprise Partnerships commitment to
officials with the Councils operating in a way the growth agenda. In return, through Growth
that best suits their individual needs. Each Deals, Local Enterprise Partnerships can
Council has met for the first time this year. seek freedoms, flexibilities and influence over
Realising industrial strategy as a whole of resources from Government; and a share of the
Government partnership with business has new Local Growth Fund to target their identified
been challenging. The industrial strategy team growth priorities. Alongside Growth Deals,
has made a concerted effort to engage more Local Enterprise Partnerships have also led the
actively with other Government Departments production of strategies for use of allocations
through speaking events, direct work on joint to their areas of European Structural and
communications and the establishment of a Investment Funds (ESI Funds) for the 2014-2020
cross-Whitehall group to co-ordinate involvement. period. The total allocation to Local Enterprise
Partnership areas is €6.7 billion. Innovation, SME
Working with business sectors we continued to competitiveness and skills are among the key
support UK firms. Round three of the Advanced priorities in these strategies for EU funding. We
Manufacturing Supply Chain Initiative (AMSCI) have, with the Cabinet Office, also worked with a
supported 5 projects including 12 SMEs, with further 20 cities in England to help them develop
round four supporting a further 9 projects City Deal proposals, building on the eight City
and 49 SMEs. The Manufacturing Advisory Deals agreed last year.
Service also assisted 8,906 SMEs this year, up
from 8,097 in 2012-13. To support our energy We have led BIS’ European Reform agenda,
intensive industries BIS secured a £7 billion working to promote open and fair markets by
package of support for energy costs to ensure co-ordinating BIS’ interest in EU policy and
that they can continue to play an important role negotiations and leading the Government input
in contributing to economic growth. into the European Commission’s state aid
modernisation. We have successfully led the
Rounds 1 to 4 of the Regional Growth Fund UK overarching policy and negotiations for the
Rounds 1 to 4 of the Regional Growth Fund (RGF) ESI Funds for 2014 to 2020 and published four
are providing £2.6 billion of funding to over 400 reports as part of the Government’s review of
projects and programmes. By the end of March the balance of competences between the EU
2014, £1.2 billion had been paid to beneficiaries, and the UK, with four more to be published
which has helped support over 3,500 SMEs and shortly. We continue to work to make the
secured £1.7 billion in private sector matched Single Market more effective, including by
investment. We are on target to achieve the seeing negotiations of 12 single market product
550,000 jobs target with over 92,300 created or regulations directives through to a successful
safeguarded so far. This year also saw significant conclusion for the UK and championing reforms
developments in the management of the fund; to the Single Market in services to widen
74 per cent of Round 4 offer letters were finalised opportunities for businesses and drive a better
within 6 months with Round 3 and 4 contracting deal for consumers.
over 90 per cent complete by the end of the
year. We have also introduced an enhanced The Department has made significant
management information system supporting progress improving business cyber security by

developing partnerships with a range of key through delivery of the AMSCI programme,
industry sectors. The first ever cyber campaign ensuring that opportunities such as reshoring
for small businesses and BIS-produced are maximised. We will continue to work with
guidance are helping SMEs protect themselves our partners UKTI and MAS to deliver Reshore
online. Work with eskills UK, the Cyber Security UK and wider activities to maximise reshoring’s
Academy and an ongoing conversation with contribution to the UK economy.

industry are ensuring we deliver the cyber skills
the UK requires now and in the future. There are significant opportunities for empowering
local areas to drive growth and for supporting the
Future Outlook delivery of key national priorities. The Government
In the coming year focus will be on implementing is on track to complete a full set of 39 Growth
the commitments of the sector strategies Deals by the end of July and work with Local
which will require further engagement with Enterprise Partnerships to begin implementation
other Government Departments to strengthen of their ESI Funds Strategies later in the year. RGF
the whole of Government approach, working Round 5 selected bidders were announced in April
in partnership with industry. Launching pilot with contracting due to complete in autumn 2014.
projects for the Advanced Propulsion Centre, A particular challenge will be managing these
increasing the portfolio of projects supported through the changes to State Aid regulations which
by the Aerospace Technology Institute, and are due to take effect in July.
launching the Agritech Informatics Centre will We will continue to working with allies to reform
also be key priorities. the European Union to make it more open,
We will continue to address the challenges of competitive and flexible with a particular focus on
rebuilding and strengthening UK supply chains maximising competitiveness through the effective
functioning of the single market.
Case Study:
Offshore Wind Turbine Production
Industrial strategy is providing support for British Ports are jointly investing £310 million
all sectors of the economy to help increase in offshore wind turbine production and
global competitiveness, support innovation installation facilities in the Hull area. The
and maximise export potential. Looking investment is spread across two sites: a
through a sector lens has allowed us to construction, assembly and service facility at
identify eleven sectors that will benefit from a Green Port Hull and a blade manufacturing
long-term strategic partnership and where this facility in nearby Paull, East Riding. These will
can make the most difference to the economy. create up to 1,000 jobs directly, with additional
jobs during construction and in the supply
One of our eleven sectors is Offshore Wind. chain. Local Councils, the Local Enterprise
The Offshore Wind Industry Council is Partnership, DECC, BIS and UKTI worked
enabling government and industry to work closely to attract these investments, which are
together in partnership on the issues that fantastic news for the Humber and underline
matter to the industry. The Council brings how attractive the UK is for overseas investors.
together developers, the supply chain, UK
Government, devolved administrations and
The Crown Estate to collectively identify and
implement solutions. The Council is working
on three fronts: removing barriers to offshore
wind in the UK; reducing costs; and building a
competitive UK-based industry.
In a major boost for the offshore wind
industry in the UK, Siemens and Associated

Mainstreaming Sustainability, Equality produced direct benefits to consumers of around
and Diversity £598 million in 2012-13 down from £810 million
in 2011-12. This fall is the result of a number of
Sustainable businesses and economic growth
high impact markets investigations from 2009/10
are important considerations when promoting
dropping out of the three year rolling average.
local growth and supporting UK Business.
The Business and Local Growth group help
businesses build a competitive advantage that
Change in private sector employment share
protects the supply chain against future volatility
of total population aged 16-64 and those
in resource availability and price. Looking
forward, BIS has asked the Green Economy over 64 in the labour market
Council to review the sustainability aspects of % Employed in private sector
industrial strategy, understanding the sector- 64

Greater SE and London (London, South East & East)
specific challenges and opportunities, and report 62

Rest of England (North, Midlands and West)
back by the end of the year.

60
The Regional Growth Fund considers
sustainability impacts when appraising the value 58
for money of received bids, including benefits 56

to the environment, improvements to transport
networks, journey times and scientific advances. 54
The Regional Growth Fund has also provided 52

targeted support to businesses operating in the
low carbon and renewable energy sectors in line 50
Ma pr 2 09
Ma pr 2 10
Ma Apr 2 11
Ma pr 2 12
r2 2
Au -Jul 13
No Oct 13
3
14
Fe Jan 09
Fe Jan 10
Fe Jan 11
Fe Jan 12
Fe Jan 13
Au -Jul 09
Au -Jul 10
Au -Jul 11
Au -Jul 12
Au -Jul 13
with the Industrial Strategy.
9
No Oct 12
No Oct 13
v-J 201
g-O 200
g-O 201
g-O 201
b-A 20
b-A 20
20
b-A 20
b-A 20
0
20
20
20
20
20
20
20
20
0
g- 20
g- 20
an
No ct
No ct
No ct
Ma Apr
p
v-
v-
v-
v-
v-
g-
y
b-
b-
BIS has also supported a number of Local

y
Ma
Fe
Enterprise Partnerships to work together,

pursuing growth opportunities through The value of the consumer benefits of the
the COREs initiative (Centres for Offshore
competition regime
Renewable Engineering), helping to put the
country at the forefront of the offshore industry. £ million
900
Equality and diversity is promoted through the 800
Regional Growth Fund by supporting eligible 700

projects and programmes. These programmes 600
assist in raising private sector investment
to create economic growth and sustainable 500
employment across the UK. 400
300
Business Plan Indicators 200
The Private Sector Employment Indicator for
100
England was at its highest level since the series
began in 2008. The OFT and Competition 0
2008-09 2009-10 2010-11 2011-12 2012-13
Commission estimate that the competition regime
Rounds 1-5
Offers made from London, South East, East and South West £430
the Regional North East, North West, Yorkshire & Humber, Midlands £1,600
Growth Fund
(£ million) Nationwide Programmes £670
Round 1 Round 2 Round 3 Round 4
Number of Regional Growth Fund 100% 100% 98% 96%
contracts completed

Shareholder Executive
The Shareholder Executive manages the Expenditure
Expenditure
Government’s shareholder relationships £ million
with businesses owned or part-owned by 1000
the Government and provides extensive

corporate finance and commercial 0

expertise across Government to deliver
maximum value for the taxpayer. -1000
2012-13
-2000
2013-14
British Business Bank -3000
• A total of £782 million of new financing

reached small businesses in 2013-14 as a -4000
result of British Business Bank programmes, Administration Programme Capital AME
benefitting over 20,000 small businesses.

Staff
Green Investment Bank
Insolvency Service 1958
• In 2013-14, the Green Investment Bank
committed £668 million to green infrastructure
meaning it has now committed a total of Core Shareholder Executive 88
£1.3 billion to 26 projects, mobilising up to
an additional £3.5 billion of private capital.
Green Investment Bank 83
Royal Mail
• Delivered the sale of a 60 per cent stake in
Royal Mail via a stock market flotation along British Business Bank 36
with a popular retail offer, which allowed over

0 400 800 1200 1600 2000
690,000 members of the public to purchase
shares, raising £1.95 billion for the Exchequer. Progress against our Business Plan
Post Office SRP Actions
• Over 1,500 post offices were modernised Number of Actions Completed 1
in 2013-14, bringing the total so far to more
than 2,000. Actions in Progress 1
Actions Overdue 0
Student Loan Book
• Sale of mortgage style student loan book,
reducing public sector debt by £128 million.

Review of 2013-14 The British Business Bank provides the funding
The Shareholder Executive manages a portfolio for the Start Up Loans Company, which works
of twenty complex businesses in which with delivery partners to ensure that people
Government has a shareholding. We work with get their business ideas off the ground, with a
a wide range of other Government Departments typical loan of around £5,000 and additional
and management teams to help these mentoring support. Start-up loans have
businesses perform better. The Shareholder continued to expand, with nearly 14,000
Executive has also developed a wider role as a businesses benefitting from more than £70.6
corporate finance resource within Government million of Start-Up Loan funding in the year
– including advising on Government 2013-14, with £19.5 million of funding provided
interventions, companies in distress, and in the first quarter of 2014 alone.
commercial projects as well as advising on In 2013-14, the Shareholder Executive delivered
various Government corporate assets from the the sale of a 60 per cent stake in Royal Mail via
perspective of efficiency, commercialisation a stock market flotation. The flotation included a
and alternatives to public sector ownership. popular retail offer, which allowed over 690,000
This year we have continued to support small members of the public to purchase shares. As
businesses through the British Business Bank’s part of the sale, the Shareholder Executive also
programmes. During 2013-14, British Business put in place the largest employee share scheme
Bank programmes supported £782 million of of any major UK privatisation for nearly 30 years,
investments – more than double the amount of giving 100 million shares for free to 150,000
the previous year. The Investment Programme eligible Royal Mail employees, representing a
has performed well since launch in April 2013, 10 per cent stake in the company. The sale
awarding £145 million and unlocking up to raised £1.95 billion for the Exchequer whilst
a further £865 million of finance to smaller retaining the taxpayer as the largest shareholder,
businesses alongside private sector investment with a 30 per cent stake.
over time. The Enterprise Finance Guarantee In November 2013, the Shareholder Executive
facilitated £348.4 million of finance in 2013-14, completed the sale of the remaining publicly
benefiting over 3,000 SMEs, while the Small owned ‘Mortgage Style’ student loans to
Business Tranche of the Business Finance Erudio Student Loans Limited for £128 million.
Partnership generated £241 million of funding The sale represented good value for money for
for over 2,900 smaller businesses. Negotiations the taxpayer, achieved through an open and
with the European Commission to secure State competitive process. From around 40 interested
aid approval, allowing the Bank to become parties we received 10 initial bids which were
fully operational are ongoing. Preparation for assessed against a range of criteria in reaching
the end-state organisation continues with the a decision. During the transaction finance and
full senior management team for the Bank legal advice was provided by PwC and Herbert
appointed, including the CEO Keith Morgan. Smith Freehills. Erudio will have to operate
in accordance with the relevant regulatory
requirements and industry guidance which
ensures high standards of practice and includes
particular protections for vulnerable borrowers
and those in financial difficulty. Borrowers have
exactly the same rights and obligations as
they had when their loans were managed by
the Student Loans Company (SLC). The sale
has enabled the SLC to fully concentrate its
resources on administering the payment and
collection of ‘Income Contingent’ student loans.

The Green Investment Bank (GIB) has Future Outlook
continued to make a significant impact during During the next twelve months we will work
the year, committing a further £668 million in towards obtaining vital State Aid approval
challenging market circumstances and helping from the European Commission for the British
to increase the scale and pace of investment Business Bank. We are aiming to secure
in UK green infrastructure. The GIB has now

approval by autumn this year, enabling the
committed a total of £1.3 billion to 26 projects Bank to become fully operational shortly
mobilising up to an additional £3.5 billion of afterwards.
private capital. In June 2013 the Government
announced it was allocating a further £800 Over the coming year we will provide Post
million of funding to GIB for the 2015-16 year, Office Limited with £330 million to maintain a
bringing total available for investments to network of at least 11,500 branches, compliant
£3.8 billion. with the access criteria. We also remain
committed to supporting the continued rollout
A general slowdown in investment in green of the Post Office’s Network Transformation
sectors over the past year or two has Programme across those branches that can
resulted in fewer transactions in which GIB convert to the new operating models, and will
can participate. Against this setting, GIB has provide community branches, those that are
participated in the majority (56 per cent) of the last shop in their communities, with an
all deals in its sectors by value and retains investment fund to deliver improvements that
flexibility to carry forward funds within the enhance the viability of the branch. In addition,
current spending review period. Post Office Limited will set out the milestones
The Government is providing Post Office required for the possible future mutualisation
Limited, which remains 100 per cent publicly- of the business.
owned, with funding to maintain, modernise
Mainstreaming Sustainability
and protect the Post Office network. There
were 11,696 Post Offices at the end of The Green Investment Bank has acted as
March 2014, providing continued stability a catalyst; using its specialist expertise to
in the overall size of the network. The Post attract additional private sector financing into
Office has continued to rollout its national green projects and helping to ensure more
Network Transformation programme, leading projects proceed that support UK sustainability
to the modernisation of 2,058 branches by objectives. The Bank has five “Green Purposes”
March 2014, bringing significant benefits to which include the reduction of green house gas
customers, subpostmasters and the taxpayer. emissions, efficient use of natural resources
Over the reporting period the Post Office, and protecting the natural environment. These
in consultation with the National Federation three purposes indicate some of the principal
of Subpostmasters, agreed a commercial environmental benefits arising from its portfolio
strategy to 2020. This strategy is supported of investments with benefits determined
by the Government who, in November 2013, by comparing the environmental impact of
committed a further £640 million to maintain each investment to the most likely alternative
the network until 2018, and to complete the scenario had the investment not taken place.
Network Transformation programme. The Shareholder Executive will continue to
work with other Government Departments to
improve commercial and corporate finance
skills across Whitehall.

The British Business Bank’s Enterprise Finance
Guarantee (EFG) scheme supported £83.8
million of lending to businesses in the first
quarter of 2014, an increase of 15 per cent
compared to the same period in 2013. There
were 11,780 open and trading Post Office
branches at the end of March 2013.
Value Enterprise Finance Guarantee funds Meeting the Government’s commitment to

used by businesses maintaining the Post Office network
£ million Actual network size

Number of branches
Minimum network size
250 12000
11900
200
11800
11700
150
11600
100 11500
11400
50
11300
0 11200
2009 2010 2011 2012 2013
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Jun
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20 an - M
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-S
20 pr - J
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Jul
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Jul
Jul
A
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20
20
20
20
20
20
20

UK Trade and Investment
UKTI works with UK based businesses • We have already reached the 2016 target of
to ensure their success in international £11 billion of additional economic benefit to
markets through exports. We also the UK from the Olympic Games.
encourage and support overseas • The GREAT campaign is now active in over
companies to look at the UK as the best 134 countries and is set to continue to 2016

place to set up or expand their business. and beyond.
• The number of companies on the Strategic
What we achieved this year: Relationship Management programme has
Trade now doubled to 76, with 72 per cent of
• 34,820 companies supported between these stating an improved relationship with
October 2012 and September 2013. On track Government.
to achieve our target of 40,000 in 2013-14. Expenditure
Expenditure
• UKTI is on track to exceed the target £ million
2012-13
£20 billion of business wins this year. 45

2013-14
40
• Exports to high-growth markets like China
35
and Brazil are at an all-time high Since 2010,
exports have increased by 52% to China; 30
24% to India; 39% to Russia; and 37% to 25
Brazil. Over the same period, exports to 20

established markets such as the USA and the 15
EU have continued to increase.
10
• The ‘Exporting is GREAT’ integrated 5

marketing campaign has generated a total 0
of 2,821 International Trade Advisor (ITA) Administration
appointments to date. The campaign will help

more than 3,000 additional businesses. Staff
• During 2013-14, The Prime Minister led the
largest ever trade delegation to China, which
saw deals totalling over £5.6 billion signed,
creating more than 1,500 jobs.
UK Trade and Investment 515
• By the end of March 2014 UKTI had engaged
with 2,698 companies through our Passport
to Export programme, which provides
practical advice to new and inexperienced
SME exporters. During the same period 1,749
companies had been engaged through the 0 100 200 300 400 500 600
Gateway to Global Growth scheme, which
provides tailored support for experienced Progress against our Business Plan
SME exporters.
SRP Actions
Investment Number of Actions Completed 1
• UKTI has also supported the delivery of
Actions in Progress 1
1,322 inward investment projects, which are
estimated to have brought with them 52,476 Actions Overdue 0
new and 45,091 safeguarded jobs. The UK
has remained the number one destination for
foreign direct investment in Europe.

Review of 2013-14 The UK maintained its long standing position
The UK is operating in a complex and as the number one destination for Foreign
challenging economic environment. Global Direct Investment (FDI) in Europe. Against a
trade has remained weak since the economic challenging investment environment, the UK
crisis of 2008-2009 and has affected many of has performed well in attracting FDI, rising
the UK’s traditional developed market partners. from 3.6 per cent in 2010 to 4.6 per cent in
According to the IMF, the annual rate of growth 2012. Foreign direct investment (FDI) in the UK
of global trade volumes slowed from 6.2 per is estimated to have created or safeguarded
cent in 2011 to 2.8 per cent in 2012, remaining 97,567 jobs from 1,322 projects during 2012-
flat in 2013 at 3 per cent. 13. Final results for 2013-14 are not available
until July 2014, however initial results show
Against this challenging backdrop, the an improvement from 2012-13 and UKTI are
Government has set out to achieve ambitious confident that the targets of attracting 750
trade targets. Recent success in key markets inward investment projects into the UK in 2013-
such as China and in the aerospace and 14, and creating or safeguarding 50,000 jobs
automotive sectors is encouraging. However, will be comfortably met.
there is some way to go to achieve targets to
double the value of exports to £1 trillion and The UKTI Strategic Relationship Management
getting 100,000 more UK companies exporting (SRM) programme has improved the coherence
by 2020. UKTI and Foreign and Commonwealth and focus of major investors’ relationships
Office are developing a joint roadmap, which with Government. The number of companies
will map out the potential of existing policies included in the programme has now doubled
and activities against this target and will be to 76, with a recent survey showing 87 per cent
used to inform future planning. of companies who responded stating they had
an improved relationship with Government.
UKTI has an ambition to double the number The SRM Unit’s work on Infrastructure, working
of companies we help to export each year to with the Regeneration Investment Organisation
50,000 by 2015. To date we have supported on regeneration opportunities, has captured
34,820 businesses and are on track to assist £3.3 billion of capital investment into the UK,
40,000 businesses in 2013-14, helping to exceeding its £1.5 billion target.
generate additional sales of £51.8 billion.
Increased funding for UKTI programmes since UKTI has continued to work in partnership with
2012 has allowed us to undertake some key the Prime Minister’s Office, which in 2013-14
activities including providing access for an has included managing the accompanying
additional 4,600 companies to benefit from business delegations for his overseas visits to
UKTI’s Tradeshow Access Programme, the Kazakhstan, India, China, Hanover, Israel and
establishment of an Overseas Chambers the Palestinian Territories.
Network and increased support through the
Future Outlook
High Value Opportunities programme, bringing
more sectors and markets into the programme. Global trade values are forecast to grow,
significantly driven by the world’s high
By March 31st 2014 the number of companies growth economies. As incomes rise in
supported through the Tradeshow Access these economies, it will provide significant
Programme increased by 62 per cent (3,400 opportunities to enhance our trade and
companies), with programme expenditure investment performance in the UK’s
increasing by 86 per cent to £16.2 million strongest sectors. UKTI are also focussing
(the average Grant provided increased by on substantially increasing the support we
48 per cent). Taking into account direct delivery provide to medium-sized businesses, providing
through the Event and Missions programme a tailored service to all those who want our
and the introduction of the new Events Alliance assistance. We are enhancing support to
programme, support to companies has small companies wishing to export by joining
increased by 93 per cent. forces with UK Export Finance and BIS to raise
awareness of the opportunities and support
available.

Overseas, we will continue to focus on high Openness to trade: exports plus imports
growth markets in China, India, Central America as a share of GDP, ranked against major
and Africa and realise the unlocked potential competitors
in Free Trade Agreements while consistently
70
aiming to increase our impact, through links
with non-Government Partners.

60 UK Index
Mainstreaming Sustainability 50
UKTI is contributing to the Government’s 40 UK Rank

National Infrastructure Plan (NIP) to attract (of 37 countries –
OECD + China,
£375 billion of investment to help grow the UK 30
Russia, S.Africa)
economy through its Institutional Investment 20
and Infrastructure team. The team attracts
financial investment from Sovereign Wealth 10
Funds and other institutional investors into 0

the UK’s energy, transport and environmental 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
sectors. The team are on track to successfully

deliver their £4.5 billion delivery target for 2012
– 2015 attracting over £1.8 billion of investment Number of Foreign Direct Investment projects
in year one and over £3 billion in year two. attracted to the UK with UKTI involvement
Project Assisted Unit cost (£’000)
UKTI is also working with the Department 1400 UKTI Projects Assisted 100
of Energy and Climate Change to promote Unit cost
90
1200
British green energy capability and working 80
to get overseas investment into UK energy 1000 70
infrastructure. Our ambition is to create one 60
of the most attractive electricity investment 800
50
markets in the world, driving an increase in 600
40
low-carbon technology, and delivering the
30
modernised infrastructure that will provide 400
energy security and cut emissions in the 200

20
years to come. 10
0 0
Finally, we have created new Investment 2010-11 2011-12 2012-13
Organisations, including one in offshore

wind and in regeneration. The Investment
Number of UK businesses helped to improve
Organisations provide strategic leadership and
their performance through internationalisation
leverage UKTI and partner capabilities to drive
inward investment in their specialist areas. Businesses (’000)
35 UK Businesses Assisted
Unit cost (£’000)
120
Unit cost
Business Plan Indicators 30
10
In 2012, the UK was the second-highest
25
ranked G8 country behind Germany for 8
openness to trade. In terms of comparisons 20
with all major competitors, the UK ranked 24th 6

15
(out of 37) in 2012, one position lower than in
2011, as Mexico swapped places with the UK. 10
4
The UK ratio peaked at 65.7 in 2011. The UK 2

trade to GDP ratio was 65.3 in 2012, up from 5
54.5 in 2002. The general trend has been that 0 0

of improvement, although there have been 2010-11 2011-12 2012-13
some fluctuations from year to year. There

has been little change in the UK’s rank in the
last 4 years.

Economics and Markets
The Economics and Markets Group • Introduced the new Consumer Rights Bill
constructs the open, fertile and fair to Parliament seeking enhanced easy to
market frameworks in which companies understand rights for consumers.
can flourish including trade, labour • Published Regulations implementing the EU
markets and the wider business Consumer Rights Directive giving consumers
environment to deliver the growth agenda. new protections and businesses greater
We champion the use of high quality clarity.
economics and analysis so that BIS’
Analysis
choices are based on the best available
• Developed an analytical evidence base
evidence. ensuring value for money, securing a £7 billion
package of support for Energy Intensive
What we achieved this year: Industries.
Labour Market Expenditure
Expenditure
• Settlement Agreements came into effect
in July 2013 providing a consensual and £ million
70
mutually beneficial way of ending the
employment relationship between individuals 60
and businesses. 2012-13

50
2013-14
• Reformed the TUPE regulations. 40
• Approved a rise in the National Minimum Wage, 30

benefitting more than one million people.
20
Trade Policy
10
• Launched the Transatlantic Trade and
Investment Partnership (TTIP) between the EU 0
and the USA.
• Reached major political breakthrough on EU- Staff
Canada free trade agreement, benefitting the
UK by £1.3 billion a year. Advisory, Conciliation and Arbitration Service 787
• Agreement reached on the first World Trade

Organisation package in twenty years.
Core E&M Group 345
Business Environment
• Strengthened the ability for shareholders of
around 900 UK quoted companies to hold
Financial Reporting Council Limited 123
companies to account through access to clearer
information and a vote over executive pay.
0 100 200 300 400 500 600 700 800
• BIS took forward core elements of the
UK’s Loch Erne G8 commitments to Progress against our Business Plan
improve corporate transparency including
consultations and stakeholder work on SRP Actions
transparency and trust. Number of Actions Completed 10
Consumer Rights & Competition Actions in Progress 9
• Launched a new focused Competition and Actions Overdue 1
Markets Authority to ensure competition
delivers benefits for UK consumers.

Review of 2013-14 unfair dismissal claim. This year also saw
The Economics and Markets Group continues amendments to the transfer of undertaking
to promote effective trade that will benefit (TUPE) regulations making the process of
UK firms. BIS played a significant part in the changing business owner easier, fairer and
Landmark trade deal between the EU and more effective. The Enterprise and Regulatory
Reform Act 2013, received Royal Assent

Canada that will benefit the UK economy and
businesses by over £1.3 billion a year and on the 25th April 2013 and will support our
was central to the agreement reached in Bali commitment to delivering a flexible, effective
on the first World Trade Organisation package and fair labour market. The Government also
in twenty years. Finally, negotiations were approved a rise in the National Minimum Wage
launched over the Transatlantic Trade and to £6.50 per hour, with more than one million
Investment Partnership (TTIP). TTIP is a free people set to see their pay rise by as much
trade deal in negotiation between the EU and as £355 a year. The rise will take effect in
US. If agreed, it could be worth up to £10 billion October 2014.
to the UK. Our process to control exports of goods under
We have taken forward a number of reforms the export licence legislation continues to
aimed at strengthening the effective operation perform well. The Export Control Organisation
of markets, building on the work that has issued 13,587 Standard Individual Export
taken place in earlier years. In 2013-14 we Licences (SIELs) to the value of £18.2 billion.
strengthened the ability of shareholders of 79.4 per cent of SIELs were issued within 20
around 900 UK quoted companies to hold working days (target 70 per cent), up from 71
companies to account through providing this per cent in 2012. Against a new target of 99 per
clearer information in company’s plans and cent introduced in July 2013, 98.4 per cent of
through votes over executive pay. SIELs were issued within 60 working days. To
strengthen the control environment further BIS
A lack of transparency and accountability led work with forty overseas partners to agree
can erode trust and damages the business international export controls on offensive cyber
environment. Recognising the importance tools and influenced changes to legislation and
of these issues, the UK put corporate policy to implement the United Nations Arms
transparency on the international agenda. At Trade Treaty (ATT).
the Lough Erne G8 Summit in June 2013, the
Prime Minister led our G8 partners to agree to Throughout 2013-14 analysts have underpinned
a number of core Principles. Central to this is all key policies within BIS, including the
greater clarity over who controls companies. industrial strategy, science and research capital
Finally, we launched the Competition and investment, and business finance initiatives.
Markets Authority in shadow form on 1st BIS analysts launched an Investment Gateway
October 2013 and began operating fully on process, reviewing new spend proposals
1 April 2014, when it assumed many of the to improve the quality of business cases,
functions of the previously existing Competition ensuring that value for money is maximised
Commission (CC) and Office of Fair Trading and delivery is effective. This has helped to
(OFT). The CMA’s primary duty is to promote secure significant commitments for business,
competition, both within and outside the UK, innovation and skills despite ongoing fiscal
for the benefit of consumers. This unification consolidation.
builds on the work of the OFT and CC and will
Future Outlook
deliver a more focused, efficient and impactful
regime for competition and markets in the UK. Focussing on fairness at work we will be
analysing over 36,000 responses to our
2013-14 was an important year for our labour consultation on the use of zero hours contracts.
market reforms. The 1st April 2014 saw the Building on the G8 commitments to enhance
launch of settlement agreements to provide corporate transparency, the Department will
speedy resolution of workplace disputes also press ahead with a new public register on
without the risk that the offer of such an company ownership to track the ultimate owners
agreement could be used to bring about an of UK companies, making it more difficult for

companies to evade tax or funnel corrupt funds. BIS has developed legislative measures to
Building on consultations in 2013-14 we will also extend the right to request flexible working to
simplify other aspects of company law. all employees from 30 June 2014. The policy
will enable all employees to discuss changes
The Transatlantic Trade and Investment to the way they work with their employer
Partnership (TTIP) will continue to be a top and move the discussion away from why the
priority for the Government and we hope to employee needs to work flexibly, and onto
make strong progress on negotiations by the how flexible working will work for the business.
end of 2014. The coming year will also be Currently approximately 9.9 million (8.1 million
focussed on implementation of the agreement parents and 1.8 million carers of adults) benefit
in Bali. The challenge will be to keep up the under the current right to request. Extending
momentum and the progress made. the right to all employees will increase the
We will support competition and consumers population covered under the right by 10.7
by seeking Royal Assent for the Consumer million to approximately 20.6 million.2
Rights Bill before the end of this Parliament,
modernising and overhauling the legislative
framework of consumer rights in the UK and To date, the One-in, One-out position on
seeking successful negotiation of a range of employment regulation shows that there has
competition and consumer measures in Europe. been a net increase in regulatory burden
on business of £3.3 million per annum from
Mainstreaming Equality and Diversity regulations implemented since 2010 up to
To further promote equality and diversity in the December 2012.
labour market we will introduce an extension
to flexible working in June this year, and
shared parental leave and pay and changes Jan Jul
to the adoption leave and pay arrangements 2012 2012
in October 2014. As part of the Children and – Jun – Dec
Families Act 2014, the Department supported 2012 2012
the development of new shared parental leave Change in the employment 3.3 3.3
to encourage shared parenting from the earliest regulatory burden
stages of pregnancy. The changes will allow imposed on business by
fathers to play a greater role in raising their Government (£ million)
child; help mothers to return to work at a time
that’s right for them; and create more flexible
workplaces to boost the economy. The shared
parental leave will come into effect for babies
due on or after 5 April 2015.
2 Modern Workplaces Government Response- Flexible working

Impact Assessment 2012

People and Strategy
People and Strategy helps build a Expenditure
Expenditure
confident and capable BIS that has £ million
maximum impact, is highly respected, 20
and drives forward the longer term 18
strategy and growth agenda. 16 2012-13

14
2013-14
12
10
• Challenger Businesses programme launched,
8
to support UK businesses that are ground-
6
breaking, dynamic applying new technologies
and developing innovative products. 4
• 25 per cent increase in the number of small 0

Administration Programme
business owners agreeing that Britain is
backing small businesses, following the
Business in GREAT Britain campaign. Staff
• People Survey improvements seen in Core
BIS on all nine themes, plus a 2 percentage
point increase in engagement.
• Clear, unifying BIS Story was created in Core People and Strategy 233
workshops with staff and launched in
August 2013.
• 92 per cent of Core BIS people transferred
from legacy pay systems onto a new single
BIS Pay System. 0 50 100 150 200 250
• Launched our ‘Management Matters’

programme to further develop our managers’ Staff 2013 people survey results
capability in the core Department, including Engagement index (%)
gathering input from staff to develop our Leadership and managing change
Managers Charter defining what good My work
management means in Core BIS. My line manager
2012
Headline theme
• In June 2013, Core BIS received Investors in Pay and benefits
People accreditation. Resources and workload 2013
Learning and development
Organisational objectives and purpose
My team
Inclusion and fair treatment
0 20 40 60 80 100

Review of 2013-14
The People and Strategy Group vision is ‘A confident and capable BIS that drives growth, is highly
respected and proud of what it does. Within this we divide our work into five themes: A single
story and purpose for the Department; A clear offer and ask for all staff; confident and engaging
managers; transformational senior leadership; and right people, right place, right time.
Engagement
In the 2013 People Survey the core Department achieved a 2 percentage point improvement in its
overall engagement score, including an increase in all nine of the themes in the survey.
People Survey Results 2013 2012 2013 Civil

Service median
Engagement index (%) 54 52 58
Theme Leadership and managing change 43 38 42
scores My work 78 74 74
(%)
My line manager 67 66 67
Pay and benefits 29 27 29
Resources and workload 70 69 73
Learning and development 52 47 48
Organisational objectives and purpose 83 78 83
My team 81 79 79
Inclusion and fair treatment 77 76 75
During the next year we will be running two A single story and purpose
shorter ‘pulse surveys’ to monitor our progress The People and Strategy group has been
in these areas and to ensure we are on track to working to create a clear and inspiring
continuously improve the engagement levels narrative to help us better articulate the whole
of our staff. The BIS internal communications Department’s overall purpose to engage and
strategy aims to improve the Department’s motivate staff, influence our stakeholders and
People Survey scores on clarity of vision, enhance our wider reputation and impact.
leadership and managing change, engaging line This work culminated in “The BIS Story”,
management and giving employees a voice. created in workshops with staff and launched
in August 2013.
To achieve these aims we delivered a refreshed
internal communications strategy which has To help support small business growth,
ensured our internal messages are consistent Government launched the Business is GREAT
and measurable and launched a proactive Britain campaign. Driven by BIS, the campaign
programme of face to face engagement is designed to build confidence amongst
between our senior leadership team and BIS small businesses by showcasing inspirational
staff. Evaluation of our series of leadership examples of similar sized companies. To
and Senior Civil Service events confirms that support the marketing campaign, BIS published
staff have gained greater understanding and its Small Business: GREAT Ambition statement
engagement with the Department’s priorities that sets out how the Government is committed
from these interventions. to helping new businesses to thrive and existing
businesses to grow. The campaign has been
rigorously planned and tested with over 24
research groups and comprehensive tracking
and evaluation metrics are in place to monitor
impact allowing us to adjust our marketing

as necessary. The campaign is an excellent The new BIS Performance Management and
example of a fully integrated communications Development approach was launched on 8 May
campaign, working across advertising, 2013. The long term goal of the new approach
marketing, digital, stakeholder and PR. Early is to change the culture in BIS, with focus on
evaluation shows that there has been a 25 per holding good quality regular conversations
cent increase in the number of small business ensuring that all staff receive feedback so

owners agreeing that Britain is backing small that they know the development they need
businesses. to continuously improve. In particular, we are
encouraging managers to identify and support
A clear offer and ask for all staff staff who have specific development needs.
This year, we moved approximately 92 per
cent of our people in the core Department Our senior leaders were fully engaged in
from differing legacy pay systems onto a the introduction of the new performance
single new BIS Pay System for which there is management and development arrangements
no contractual pay progression. Having the and have recently been reinforcing messages
majority of our people on one pay system to staff about consistent performance
creates a unified, simplified and fairer annual expectations and the need for regular
pay remit process. As part of Civil Service conversations. Much of the focus this year
Reform, we have also continued to review has been on embedding the new approach
the terms and conditions of staff – leading to and helping our people and line managers to
reforms in annual leave entitlement. understand the processes and work through
this change.
We have continued with our ‘Ways of Working’
programme to engage our staff in continuously This year we have also continued with our
improving how we work as a Department. The ‘Team Leader Conversations’, hosted by
programme aims to refresh the tools staff have the Department’s Permanent Secretary
to do their jobs, enhance the work environment and Directors General, to provide a regular
to drive innovation, collaboration and efficiency; opportunity for team leaders to ask questions,
and remove the processes that get in the way share their concerns and discuss matters
of the Department working effectively. affecting the Department.
Confident and engaging managers Transformational senior leadership
This year we launched our ‘Management The Department has increasingly used its
Matters’ programme to further develop our Non-Executive Board Members to provide
managers’ capability. Management Matters independent input into particular areas and
is about expecting, recognising and valuing to provide intensive support to developing
good management, providing clarity on what strategic themes of work. Examples of this
good management means in BIS and providing during 2013-14 have included Dalton Philips’
support to help line managers develop and work with the Department on how we can
deliver. In the course of the year we engaged be most efficient with our spending and Dale
across Core BIS to develop our Managers Murray’s review of the efficiency of our small
Charter, setting out what Core BIS expects of business programmes. These reviews have led
its line managers and providing a framework for to ambitious plans for development, ensuring
feedback and self-reflection. the Department is continuously improving the
way it delivers.

Ease of doing business in the UK, ranking of have continued to offer development centre
the UK on World Bank Doing Business Report and assessment centre opportunities - with
a particular focus on those at Grade 7, 6 and
Rank (of 189 countries) Senior Civil Service level. Building on activity
11 started last year, we have also launched a
10 further internal Apprenticeships scheme, with
9 A decrease 36 staff now undertaking an Apprenticeship
8
represents
an improvement
within the Department up from 25 in 2013-14.
7 in the ease of
doing business
6
5
Core BIS plus Agencies* Year Year
4
ended ended
3
31st 31st
2
March March
1
2013 2014
0
2013 2014 Administrative Assistants 15.9% 15.7%
and Administrative Officers
Executive Officers 19.2% 12.3%
The Strategy and Growth team are responsible
Higher Executive Officers 40.1% 38.3%
for a number of discrete projects, including and Senior Executive
the Challenger Businesses Programme. Officers
The Government launched the Challenger
Businesses Programme this year, providing Grade 7/6 20.6% 29.1%
support to enable ground-breaking and Senior Civil Servants 4.2% 4.6%
innovative UK businesses enter and grow Part Time 13.2% 13.2%
in their target markets. The Government
took this step because of the important *Data covers the Core Department, UKTI, Insolvency Service,
National Measurement Office, Skills Funding Agency and UK
role such businesses play in securing UK Space Agency
competitiveness, improving consumer
standards and choice, and supporting Performance and absence management
economic growth. The programme started with We have introduced a robust and consistent
financial technology (FinTech) and in late 2013, performance management approach with
in partnership with New Finance Org (NFO), we a focus on regular open conversations,
held a workshop attended by members of the development and continuous improvement for
FinTech community. all staff. We are encouraging line managers and
We are also working to deliver the Prime staff to access a wide range of internal and
Minister’s commitment to make the UK one of Civil Service Learning support and materials to
the top 5 places in the World to do business. improve performance management.
BIS have targeted areas for improvement In the last 12 months within Core BIS, the
identified by the two major global indices average working days lost through recorded
published by the World Bank and the World sickness absence was 3.6 days per employee
Economic Forum. (5.4 in 2012-13). Part of this decrease may be
Our HR delivery model due to the transition and move to a new
Oracle reporting system in October 2013.
Resourcing and Workforce Planning We have been supporting staff in familiarising
Our resourcing and workforce planning strategy themselves with the system’s reporting
plays a key part in ensuring that we have arrangements which will continue in the
both the capacity and capability to be a high coming year.
performing and effective Department - through
recruiting the right people with the right skills
to deliver the Department’s objectives. As
part of our succession planning activity, we

Recruitment into the Civil Service – and Capability
therefore into BIS at all levels – is regulated by The Department places a strong emphasis
the Civil Service Commission formed following on developing the skills of its people, so that
the Constitutional Reform and Governance Act we continue to be a forward looking, learning
2010. BIS continues to abide by the principles organisation. We have promoted three key
of the freeze on all recruitment into the Civil areas – Leadership and People, Business of

Service, announced in May 2010, except BIS and Excellence in the Civil Service as the
where posts are to support frontline delivery basis of our learning and development strategy.
of services or are business critical to the The 2013-14 learning and development offer
Department’s objectives. All exemptions require provided an array of learning activities and
a clear business case and are authorised in line interventions to accommodate different learning
with Cabinet Office control guidelines. styles and varying work patterns with senior
managers and line managers continuing to
BIS moved all recruitment to the Civil Service play a key role in ensuring people accessed
Resourcing e-recruitment system in July 2013 the appropriate learning and development
with plans currently underway to transfer line opportunities. During 2013-14 we have
management recruitment support to Civil continued to develop our talent in line with
Service Resourcing in 2014. In moving to the Department’s talent strategy. To support
the Civil Service Resourcing e-recruitment our identified talent cohorts we delivered a
system, the default is set to anonymity at sift successful programme of Action Learning
stage meaning that candidates are judged on Sets and talent and career conversations –
the merits of their application. BIS has also now firmly embedded in the SCS as well as at
adopted the new cross Government Contingent Grades 6 and 7.
Labour arrangements, launching the interim
and contractor arrangements in January and Equality and Diversity
the temporary clerical and administrative BIS is fully committed to building diversity
worker arrangements on 31 March 2014. and inclusion in its workforce. Our equality
objectives set out what this commitment
means in practice, both for the policies we
Exceptions to the Permanent Temporary develop to support growth, and for the staff
Recruitment freeze Staff Staff we employ. To help our staff better comply
made across the with the requirements of the public sector
BIS Family equality duty i.e. have due regard to the need
to eliminate discrimination, advance equality of
Posts requiring 68 179
opportunity and foster good relations, we have
professional
qualifications/
developed a new guidance and process, which
experience. will enable them to develop and deliver policies
and services that are accessible to all, meet
Posts which do not 26 55 different people’s needs and are efficient and
require professional effective.
qualifications
Total 94 234 As part of developing our HR policies and
practices, we invited scrutiny by our staff led
Diversity Networks to ensure that our policies
In 2013-14, BIS and Agencies spent £4.5 million reflected the needs of our diverse workforce.
on consultants – a decrease from £6.3 million We are a recognised user of the ‘Positive about
in 2012-13. Of this, the Core Department Disabled People’ (Two Ticks symbol) and
accounts for £4.3 million – this is a decrease provide reasonable adjustments and assistance
from £6.2 million in 2012-13. Expenditure on required by staff with disabilities or long term
temporary staff in 2013-14 was £18.8 million health conditions. This approach helps staff
across BIS and Agencies – a decrease from perform in their jobs and access development
£23.6 million in 2012-13. opportunities - such as the recent development
assessment gateways.

Core BIS plus Agencies Following a “deep-dive” review of Diversity
and Inclusion in BIS in December 2013, HR are
Workforce Diversity % 2013 2014 currently developing a new Diversity Strategy
Black and minority 12.9 8.5 and Action Plan for the next 3 years. We have
ethnic** recently secured places and funding for the
Women 53.0 52.9 positive action pathway “Levelling the Playing
Field” development opportunity, enabling Black
Disabled** 7.7 8.5 and Minority Ethnic and disabled employees
to realise their potential. To date this has been
Workforce Diversity - 2013 2014 offered to staff at AO and EO grades, with
Senior Civil Servants further programmes scheduled to run during
Only % 2014.
Black and minority 3.7 2.7 We have promoted equality and diversity in
ethnic** learning and development, available for all
Women 43.0 38.0 staff via workshops and Civil Service Learning.
BIS requires all new staff to undertake an
Disabled** 4.0 4.0
‘Equality and Diversity’ e-learning package as
Women (top 40.2 32.0 part of their induction in to the Department,
management posts*) also available as a package of support for
*Top management posts include Directors, Directors General and managers around “Constructive Conversations”
Permanent Secretary level posts. - part of the Department’s new approach to
**Data covers the Core Department, UKTI, Insolvency Service, performance management. A range of further
National Measurement Office, Skills Funding Agency and UK
Space Agency. Diversity figures do not include NMO and UKSA –
activity to address unconscious bias is also in
as they do not collect such data development.
BIS has moved to a new HR delivery model
during 2013-14, which is more closely
BIS are also ensuring that diversity is
integrated with Civil Service HR functions
promoted throughout our network of Partner
across Government. This has included moving
Organisations. The Government’s aspiration
handling of our casework to the Ministry of
is that 50 per cent of new public appointees
Justice, adopting the Civil Service Resourcing
will be women by the end of this Parliament.
system and moving HR transaction activity to
For the six month period ending September
UK Shared Business Services Limited.
2013, the Department made 37 new Office of
the Commissioner for Public Appointments
(OCPA) appointments of which 40.5 per cent
were women, compared to 32.1 per cent as
at 31st March 2013. We have now developed
a new ten point plan to succeed the target
and will continue to work with sponsor teams
and Partner Organisations to identify and
remove barriers and encourage applications
from candidates from the widest range of
backgrounds.

Finance and Commercial
Finance and Commercial operates at • Undertaken a review of sponsorship resource
the heart of BIS, and extends across the across the Department, as well as raising
whole BIS family, supporting and assuring capability.
policy delivery. Work covers a wide • Embedded the tax assurance process for off-
spectrum of areas including IT, Estates, payroll appointees ensuring staff are aware of

Facilities Management, Shared Services, their tax assurance obligation.
Information Security, Business Change, • BIS made 37 new public appointments of
Project Management and Finance. which 40.5% were women, compared to
32.14% as at 31st March 2013.
• Exemplar digital projects in the IPO,
Efficiency Insolvency Service, Land Registry, SFA
• On track to reduce administrative spend by (National Apprenticeships Service) and SLC
£500 million in real terms by the end of the are building digital capability and leading the
Parliament with significant progress in ICT, way in transforming our service delivery.
estates and shared service programmes.
Sustainability
• A complete redesign of ICT systems and
• Realised a 40% reduction in Greenhouse Gas
functionality which have radically changed
emissions from the office estate and domestic
ways of working, improved efficiency and
travel;
flexibility for staff.
• Reduced waste by 58%;
• Streamlined finance and HR functions,
enabled by completion of phase 1 of our • Reduced water consumption by 49%; and
shared services strategy.
• Realised a 11% reduction in domestic flights.
• Continued the rationalisation of our Estates,
saving £85m over the Parliament, we have Staff
also entered into an innovative leasehold Expenditure
liability transfer programme with a commercial £ million
partner to further reduce and the estates 200
cost base. 150

2013-14
• Taken forward our response to the Dalton 100 2012-13
Philips report on our administration efficiency 50

through Landscape Reform, Shared Services
and placing customers at the centre of the 0
Department’s thinking. -50
• Created and monitored the BIS Portfolio -100

of major projects featuring our top 50
programmes.
Staff
• Improved capabilities in financial
management information, accounts
preparation and governance. UK Shared Business Services 848
Partner Organisations
• Completed further reform of our Public Bodies,
including achieving significant reforms to the
consumer and competition landscape.
Core F&C Group 249
• Undertaken 18 Triennial Reviews of NDPBs.
0 100 200 300 400 500 600 700 800 900

Review of 2013-14 During 2013-14 significant progress has been
In 2013-14 the Finance and Commercial Group made on key modernisation projects in ICT
have continued to improve and reform support (Evolve), finance, HR (shared services phase
services to BIS and increase their reach across 1 and Enterprise Performance Management
Partner Organisations. At the start of the system) and estates including an innovative
parliament, BIS agreed an administrative budget leasehold liability transfer programme, in
reduction of over £500 million (in real terms) addition to a number of severance schemes.
to be delivered by the end of the Parliament. The estates programme will have reduced
By 2013-14 90 per cent of these savings have leasehold interests from 181 to 75, saving
been achieved. Significant further savings £85 million over the Parliament. £18million of
now need to come from completing ambitious additional project and other “invest to save”
restructuring of corporate services and expenditure has been incurred in 2013-14.
infrastructure. Changes in how we spend our Substantial on-going savings will be delivered
money will continue to present the Department through these programmes as underlying
with a financial forecasting challenge. BIS has efficiency continues to improve.
made efforts this year to improve the quality We are also reshaping BIS’s procurement services
and accuracy of its forecasting to minimise now mainly focused through UK SBS Limited
underspends, as highlighted in a recent National which has enabled over £40 million of benefits
Audit Office report. from effective procurement strategies.
Recommendation impact vs time
8
Consolidate
High
7
Centres of
6 Excellence
Shared
Services
5
Medium
Impact
Accelerate
4 MI
Leaner
Processes
3
Employee
Engagement
2
Challenge
Priorities
Low
1
Achievability
Plans
Immediate Medium term Net parliament

Time

In June 2013, Dalton Philips, BIS Non-Executive more widely during the forthcoming year,
Board Member, provided an independent and building on the digital successes of other Partner
objective assessment of our efficiency plans. Organisations such as Companies House and the
The report concluded that we are on track with Met Office. Within our policy teams more than
our ambitious programme of cost reductions. 350 hours of digital support and training has been
Generating further efficiencies would require us delivered in the past year.

to think radically about our operating model. He
advised that we focus on finishing our existing This year has also seen important improvements
programme, further planning and prioritisation, in capabilities:
and driving up employee engagement. We • In response to the Laidlaw Report, BIS
should accelerate improvements in management undertook a review covering professional
information over the medium term. In the longer standards, project governance and
term we should extend the role of shared accountability and culture. We have a good
services, creating Centres of Excellence, and look track record in delivering complex projects
fundamentally at our overall Partner Organisation but identified a number of areas where we
network and operating model. can improve. In response, we have enhanced
The recommendations have been taken forward proportionate reporting and risk management;
in a strategic review of the way the Department have created the BIS Portfolio of major
and Partner Organisations work together to projects featuring our top 50 programmes,
deliver Ministers’ objectives. It has set out the full overseen by the Performance, Finance and
range of services the core Department and our Risk Committee (PFR), created an “SRO
46 Partner Organisations deliver. Alongside much Charter” which sets out our expectations of
that is excellent, we are identifying opportunities each Senior Responsible Owner including
for further improving efficiency and effectiveness participation in the Cabinet Office Major
into the next Parliament. Project Leadership Academy, and the
empowerment we offer in return; have
A key recommendation from the BIS Strategic established an Investment Gateway to advise
Review is to align the Department’s ICT and Ministers to ensure value for money and
digital strategies to better enable us to improve deliverability are objectively taken into the
both the experience of our users and the value for assessment of spend proposals, with better
money of the services we deliver. This will embed business cases.
the Government Digital and Technology Operating
Model and the roles of Chief Technology Officer • Despite down-sizing we continue to focus on
and Chief Digital Officer established in the core building finance skills and remain committed
Department from April 2014 and build on our to supporting professional training for
achievements to date. apprentices, graduates, fast streamers and
open programmes. Development groups work
ICT savings of £164 million have been forecast to coach and create career opportunities
for this spending review period and the work has at all grades. We have established two
been completed on mandatory ICT Procurement new Centres of Excellence which will share
Frameworks leveraging cross BIS economies expertise and resources across BIS and
of scale; Security Strategy covering physical, Partner Organisations. BIS now hosts the new
personnel, Management Information and Fraud Accounts Preparation and Advice Centre,
governance and Intelligent Client Service and a shared centre of expertise on financial
Major Projects Assurance. accounts preparation with the Skills Funding
Agency hosting a new Business Insight
Exemplar digital projects in the Intellectual Competency Centre. The Centre will manage
Property Office, Insolvency Service, Land the Enterprise Performance Management
Registry, Skills Funding Agency (National platform and develop high quality BIS wide
Apprenticeships Service) and Student Loans Management Information.
Company are building digital capability and
leading the way in transforming our service • We have focused all governance advice and
delivery. We plan to leverage this and other digital expertise within one central team. We have
capability across our Partner Organisations strengthened the risk assessment process

of Partner Organisations, moving this into Infrastructure was published by HM
our business-as-usual risk process to ensure Government in October 2013. This list of
senior management retain appropriate the most significant datasets in Government
oversight. The Partner Organisations contains over 60 datasets from BIS and many
presenting the greatest risk to the Department Partner Organisations. These include the British
attend a regular risk assurance panel to Geological Survey, Companies House, Land
ensure shared understanding and provide Registry, Met Office, Ordnance Survey and the
clarity on the appropriate mitigating actions. Skills Funding Agency.
Eight Partner Organisations have attended
in 2013-14. Major data releases during the year have
included:
• We have set up a commercial programme,
drawing on expertise across BIS, to drive • Land Registry’s second tranche of Historical
up capability and confidence across the Price Paid data
whole Department. Honing the cross BIS • Companies House Accounts Data Product
procurement model so it works better for
business budget holders and accounting • Re-Launch of the Higher Education Unistats
officers is a priority. website
• The adoption of the Cabinet Office • Major Projects Data
Government Digital Service target operating
model is in progress. Chief Digital and Across the organisation we have held
Technology Officers have been appointed. successful user engagement events – such
Restructuring is underway to build the as the Ordnance Survey Open Data Master
skills needed for our digital transformation Classes, Met Office Hack Days and events for
programmes and re-in-source key system both the Further and Higher Education sectors.
integration capability to avoid supplier lock in. The Department is compliant with the corporate
• Support for Partner Organisation sponsors transparency commitments – excepting a
is improving, drawing on Cabinet Office period of disruption during the transition to a
and cross BIS best practice. 76 per cent of new Oracle system. We continue to exceed the
sponsors are now judging they have the skills £25 thousand reporting threshold by publishing
and experience to do the full role, up from all of our spend data.
55 per cent. The Department is funding a range of initiatives
The Department continues to run a Senior to encourage innovative approaches to
Remuneration Oversight Committee (SROC) exploiting data. Through the Technology
to advise ministers on managing the balance Strategy Board we have contributed funding
between public sector pay restraint and to the Open Data Institute and its Open Data
remuneration packages that ensure the right Challenge series, created the Connected Digital
quality of leadership and specific skills needed Economy Catapult and set up the Innovation
by our Partner Organisations. SROC has been Vouchers scheme. The Breakthrough Fund
effective in achieving this balance. For those has provided financial support to assist wider
Partner Organisations whose functions are Government and local authorities make more
closely aligned to BIS’ and where the market data available. Through the Economic and
for employees is similar to that of civil servants, Social Research Council we have provided
a marked decrease in CEO salary levels has funding for the Administrative Data Research
been achieved. Network to enable research based on
Government linked data.
This year we have taken big steps in the
Department’s commitment to Transparency. Future Outlook
The Core Department and seventeen Partner We anticipate 2014-15 will be our most
Organisations published inventories of challenging year yet as we pursue project
unpublished datasets on data.gov.uk. The benefits realisation, look for further projects
first iteration of the National Information and efficiencies to deliver savings in-year, and

in future years. In 2015-16, we have been set The previous chapters show good progress
a target to reduce admin budgets by a further in mainstreaming sustainability into our policy
£80 million. The policy ask of the Department making. The Technology Strategy Board
has not reduced, and is arguably increasing. (p17) has invested in over 200 collaborative
R&D projects with 70 per cent contributing to
We are following Dalton Philip’s advice, innovation in green and sustainable technology.

following through on management information, The Green Investment Bank (p33) continues
employee engagement and increasingly radical to leverage more private sector investment,
further model changes. Other emerging areas mobilising over £3.3 billion of private capital.
of opportunity have been identified including
further savings in IT, estates, back and mid- Sustainable development is a key consideration
office services as well as more radical reform when allocating our resources; the Regional
to our ways of working. The rollout of the new Growth Fund (p30) considers the sustainable
Evolve ICT platform in Core BIS will deliver impacts when appraising the value for money
further savings and presents significant of bids. In addition we have worked closely with
opportunities to improve the effectiveness of DEFRA and other Government Departments in
our working arrangements. the assessment of Local Enterprise Partnership
strategic economic plans to ensure that
BIS’s digital transformation programme, albeit sustainability is a key part of local economic
focussed in our trading funds will be very growth.
ambitious. We will need to learn how to operate
much more effectively across organisational Many BIS policies impact upon rural
boundaries if cost and quality targets are to be communities, the ongoing Post Office
achieved. Network Transformation Programme is giving
subpostmasters, including those in rural
We are also looking to streamline and refine the communities, the opportunity to modernise
relationship we have with the different types their stores and increase opening hours. In
of Partner Organisations. Necessary changes November 2013 BIS announced a dedicated
over the past 4 years have caused a number of £20 million to million fund to help improve
misalignments that we are working to address. community branches – those that are the last
shop in the community. These Post Offices –
Sustainability numbering around 3,000 branches – are at the
BIS is committed to promoting sustainable heart of often deprived or isolated communities
economic growth. For economic growth to be with the investment enabling the improvement
sustainable in the long-term, it must support and modernisation to strengthen their long term
wellbeing and opportunity for all, and be sustainability.
achieved alongside protecting the environment,
including the transition to a green, low-carbon A wide range of national level policies and
economy. BIS’s approach is to incorporate initiatives have been introduced to promote
consideration of sustainable development in all businesses, to raise skills levels and particularly
that it does both in its policy shaping and how to support start-up and expanding small and
it operates. medium sized businesses. These businesses
are of particular relevance to rural areas given
Responsibility for sustainable policy making that SMEs represent 70 per cent of rural
is embedded into policy making across the employment and so play an important part in
Department. Policy teams have a responsibility the rural economy. Research conducted with
to consider the long term social, economic, the Institute for Employment Studies found that
environmental and financial impacts of their that rural businesses are no less likely to be
policies as well as understanding the effects on aware of, or participate in, national mainstream
all communities and businesses. employer skills and Government business
support programmes than businesses from
urban areas.

Sustainability Summary 2013-14 Core BIS Core + Partners*
Area 2012-13 2013-14 2012-13 2013-14
Total Greenhouse gas emissions (scopes 1, 2 and 3) 7.72 7.16 208.28 206.53
(‘000 tCO2e)
Estate Energy Consumption (million kWh) 11.12 10.25 359.38 385.76
Expenditure (£ million) 0.92 1.01 27.04 28.41
Estate Waste Consumption (tonnes) 774.08 398.1 5,610.38 4,488.99
Expenditure (£ thousand) 121.88 67.09 752.94 1,065.08
Estate Water Consumption (‘000 m3) 18.27 18.24 244.50 188.24
Expenditure (£ million) 43.44 41.66 337.99 315.17
*Data covers the Core Department, Skills Funding Agency, HEFCE, Insolvency Service, NERC, UK
Atomic Energy Authority, SLC, Acas, STFC, NMO and MRC
Governance The Department continuously works to ensure

The Sustainability Committee and Sustainability that its estate is run in a sustainable way.
Champion support the Executive Board The main focus is on working towards the
in providing leadership, co-ordination and successful achievement of all targets set by the
guidance to BIS in fulfilling the Department’s Greening Government Commitments (GGCs)3.
sustainability commitments, Greening Against these commitments in 2013-14 BIS has:
Government commitments and embedding
sustainability principles in BIS policy making. • Realised a 40 per cent reduction in
The establishment of these arrangements has Greenhouse Gas emissions from the office
facilitated greater oversight of sustainability estate and domestic travel;
issues and provided visible leadership • Reduced waste by 58 per cent;
particularly on policy making. Looking forward
the Sustainability Committee will be ensuring • Reduced water consumption by 49 per cent;
there is improved transparency in reporting and
through the business planning process and
sustainable procurement. • Realised an 11 per cent reduction in domestic
flights.
Operations
Responsibility for monitoring performance The summary table above illustrates that
against sustainability is with each Partner the core Department realised reductions
Organisation with data being reported to BIS and savings across most of areas of its
on a regular basis. Examples of sustainable operation when compared to 2012-13. Water
practice within our Partner Organisations can consumption in the Core Department was
be found within each organisation’s Annual slightly lower than the previous year due to
Report and Accounts. improvements implemented since 2009 which
have successfully influenced the way the
Department operates. The Department realised
a significant reduction in waste generation and
waste disposal expenditure, a trend that can
also be seen in our Partner Organisations.
3 Three organisations (STFC, UK Atomic Energy Authority and

MRC) also report performance in this report but are exempted
from the Greening Government Commitments (GGC) targets
due to their specialist nature. The data and performance for
GGC will not reconcile with the Annual Report and Accounts
figures.

Overall the Department generated over 1,100 The wider Partner Organisation network
tonnes less waste when compared to the has also seen an overall reduction in waste
previous year, contrasting with a slight increase generation, although the total amount of
in disposal expenditure over the year due to hazardous waste generated has increased
improved data capture across the Department. since last year. This increase in hazardous
More detailed sustainability data is available in waste was driven by new systems put in place

Annex C. at the Medical Research Council, which meant
more accurate recording of hazardous waste
Greenhouse gas emissions data.
The Department has seen a major reduction
in natural gas usage across all major London Water
sites. London based buildings on average used Water consumption in the Core Department has
20 per cent less gas than in the previous year. remained at similar levels to 2012-13. Facilities
upgrades and changes, such as refurbishment
The Department’s headquarters building of toilets facilities at 1 Victoria Street, have
located at 1 Victoria Street, London used over resulted in a long term change.
640,000 kWh of gas less than previous year –
this equates to over 117 tonnes of CO2. Procurement
The Department is committed to sustainable
Overall Core BIS energy consumption has procurement and has focused effort over the
improved compared to previous years, with last 12 months on creating the appropriate
gross emissions being reduced to their lowest conditions for improving performance and
since 2010-11. Although electricity usage has transparency. The centralisation of the
increased slightly the gas consumption has Department’s procurement activity through
sharply reduced. UK SBS Limited was the first step.
Waste and recycling For its part UK SBS Limited has taken action
During 2013-14 the core Department changed to strengthen its approach to sustainable
its main waste contractor. Since the change, procurement using the Flexible Framework as
the Department’s waste generation has the platform. Key activities underway include:
dropped – this is accredited to more accurate
weighting measures being used by the new • Review of the UK SBS Limited Sustainable
waste contractor. Procurement Policy to ensure that
Departmental obligations are properly reflected
During the third quarter of 2012-13 the
Department introduced the pan Government • Implementation of the DEFRA Sustainable
closed loop paper recycling. Although various Procurement Prioritisation tool to support
Partner Organisations already fed into the decision making
closed loop system, they weren’t necessary
procuring the recycled paper back. This new • Addition of sustainable procurement provision
arrangement will aim to influence this, by to an internal procurement gateway process
encouraging individual organisations to buy to support the commercial assurance of all
closed loop paper thus fully implementing a sourcing activities
closed loop system. • Sustainable procurement training for all UK
During 2013-14 Core BIS realised a significant SBS Limited Procurement staff
improvement in its waste generation and • Where appropriate sustainability obligations
management. Changes outlined above have are included within contracts to enable
resulted in an overall decrease in waste performance to be monitored throughout the
generation together with a significant drop in life of the contract.
the amount of waste we send to landfill and
an increase in composted waste. The Core
Department have also significantly reduced our
waste costs in 2013-14.

Climate Week 2014
Climate Week is a national campaign to Throughout the week relevant information was
inspire action on climate change. This year provided via the intranet and displays in the lift
BIS supported climate week through a series lobby. This included a stand run by Prospect
of talks, activities, articles and information in Union with info on the ‘Be Climate Ready’
Sheffield and London. campaign, and a display of water saving
devices (such as water saving shower heads
In London our core event was a panel and tap fittings) with information on how
debate on what business was doing to tackle Thames Water customers could claim their
climate change. Bernadette Kelly chaired the own. The Climate Week intranet article, which
event with speakers from Lafarge Tarmac, included links to the climate week website
Shell, Marks and Spencer and the Centre and further online resources, was in the top
for European Reform. Over 40 people from 10 most viewed articles that week.
BIS, DECC and FCO attended what was an
interactive and thought provoking discussion. There was also a full programme of events in
There was also a talk from Sir David King Sheffield with a Climate Fair at the start of the
on climate science, hosted by the FCO and week with Eco Action Games, information on
attended by BIS and FCO staff. BIS climate change work (both policy work
and estates management), a seed swap and
We also organised for Eco Action Games cycle maps and other info. There was also a
to come into the Department and present visit to Heeley City Farm and South Yorkshire
interactive games aimed at increasing Energy Centre, which is based in an eco-
understanding of an individual’s impact on refurbished terraced house originally built
the climate and feedback from attendees was around 1880 and demonstrates renewable
very positive. energy and sustainable building materials
We held a sustainable transport day with free and techniques and provides advice and
bike repairs and a bike maintenance course, training. Finally there was a popular talk from
as well as a smoothie bike and free cycle Yorkshire Water on how Yorkshire’s weather is
maps and advice. The mechanics from Cycle already changing and how water and sewage
Confident said it was the busiest session companies are adapting to these changes.
that they had had at BIS and estimated they
had repaired 50 bikes. The bike maintenance
course was fully booked with 20 people
attending over the 2 sessions.
The use of SMEs for the supply of goods and Changing culture and behaviours in the
services across the BIS family continues to Department
exceed the Government’s 25 per cent target. Alongside the focus on estates, procurement
During the first 11 months of 2013-14 the BIS and policy, the Department also has a “Green
family achieved a total of 38.4 per cent (28.7 Guardians” network who promote sustainability
per cent 2012-13). Action continues to be in a variety of ways. The Green Guardians are a
taken to develop SME engagement further voluntary network of BIS staff with a passion for
both through active encouragement of SME environmental issues. They continued to find it a
participation in procurement activity and by challenge to make time to promote sustainability
analysing and recording second and third tier issues in the new, smaller BIS – although
SME involvement in supply chains. members led by example in terms of behaviours
and they maintained a lively community
on the social networking site Yammer. The
Green Guardians Network is represented on
the Department’s Sustainability Committee

and individual Green Guardians led efforts to This year we introduced monthly visits from
promote cycling and walking and supported cycle mechanics who provide free cycle checks
Departmental activity in Climate Week. and paid-for servicing on site. This has proved
very popular with cyclists.
BIS’s Sheffield headquarters at 2 St Paul’s
Place was awarded the Chartered Institution The Departmental beehive was productive

of Building Services Engineers (CIBSE) during 2013-14, including providing jars of
Operational Building of the Year, recognised by honey for sale at the Christmas Fayre, in aid of
the organisation for its high energy performance. charity. A team of volunteer beekeepers, with
The Sheffield Green Guardians were particularly the generous support of the Victoria Business
active, organising seed swaps, supporting a Improvement District, work to maintain the
local community allotment through compostable colony all year round. According to the British
waste (substantially increasing the amount to Beekeepers Association, the economic value of
over a tonne and a half collected per quarter), honey bees and bumble bees as pollinators of
encouraging staff to save energy by using the commercially grown insect pollinated crops in
stairs instead of the lifts and turning off PC’s and the UK has been estimated at over £200 million
monitors, and a partnership with South Yorkshire per year.
Passenger Transport in June/July, arranging free
bus and tram passes to be available to BIS and
Department for Education staff to encourage
people to swap from their cars.
We have continued to maintain an active
cyclists’ community with an email list, Yammer
group, intranet pages and various events,
focussing on promoting and supporting
walking, running and cycling to work. These
have included:
• A list of volunteer ‘buddies’ who can give
tips, talk through suitable routes and even
accompany new cyclists on their first walk,
run or ride in to work.
• Support for Walk to Work Week in May.
• The annual BIS Bike Breakfast was again
held in National Bike Week on 19th June – a
free breakfast for everyone who cycled to
work that day, free Dr. Bike checks, security
marking of bikes by the Metropolitan Police,
and an information stall with free cycle maps
and other information, and a display of bikes
available to buy through the Department’s
salary sacrifice scheme. The theme this year
was ‘Why I love cycling’.

Accountability
Report from the lead Non-executive Board Member
This year has been another extremely busy and Meanwhile, the ongoing Future Shape of BIS
productive one for the Department for Business programme has taken the work of last year’s
Innovation and Skills. I am pleased to have Philips’ Review to the next level, exploring
joined the organisation as Lead Non-Executive how the Department can take transformational
Board Member in February 2014 and to be actions to ensure that the BIS of the future
part of a Department that is at the heart of the delivers on its commitments efficiently and
economic recovery. effectively. Within the wider Department
the Permanent Secretary has launched
The organisation has now evolved into a “Management Matters.” The initial results of
leaner and more effective structure under the this initiative, designed to encourage staff to be
leadership of the Permanent Secretary and in the best managers they can be, have been very
the course of my induction over the past two encouraging.
months I have been very impressed with the
commitment and expertise I have found within This year has seen several changes to the
the Department. It is vitally important that the Department’s team of Non-Executive Board
progress made in this area will be continued Members. I would like to pay tribute to the work
over the next 12 months, which of course will of my predecessor Sir Andrew Witty whose
lead us into the general election in 2015. term came to an end in December 2013. Even
in my short time at BIS, I have seen first-hand
During the course of the year the Department the positive influence he has had throughout
has continued to focus on a number of the Department. Under his guidance and
significant projects designed to support key direction, the Witty Review of Universities
industrial sectors across the UK and helping and Local Growth was released at the end of
businesses to develop their expertise in 2013. Many of the report’s recommendations
the competitive export market. Industrial prompted almost immediate changes and it
strategy is at the core of this important aspect seems likely to retain its influence over policy
of Government policy and is progressing and practice for some years.
strongly and starting to have a real impact on
business decisions. This is reflected in recent I would also like to thank Dame Julia King for
announcements to invest in the UK made by her contribution to the Department over the
companies such as Airbus, Siemens, Hitachi last three years. Dame Julia stepped down in
and Rolls Royce. July 2013 having completed her full-term and
has been ably succeeded by Professor Wendy
Purcell, who has made a significant contribution
to BIS, most notably in providing significant
input into the Departmental Improvement Plan.
I am also very pleased to welcome Professor
Dame Ann Dowling to the Board, who joined
along with me in February this year.

The Departmental Board structures are now
in their third year and along with the Cross-
Departmental Internal Audit Service, I recently
completed this year’s Board Effectiveness
Evaluation. While the evaluation process
highlighted some areas where we can still
improve, overall we found a positive perception
of the Board, with a good level of interaction
in particular from the Non-Executive Board
Members.
Finally, as we look ahead to the coming year,
the Board will continue to focus on effective
delivery of Departmental priorities including
local growth, industrial strategy and maximising
the opportunities for further improving the
efficiency and effectiveness of the Department
and its network of Partner Organisations.
Allan Cook
Lead non-executive board member
Accountability

Ministers and
Departmental Board
Ministers
Rt Hon Dr Vince Rt Hon David Rt Hon Michael Matthew

Cable MP Willetts MP Fallon MP Hancock MP
Secretary Minister of State Minister of State Minister of State
of State for for Universities and for Business and for Skills and
Business, Science (attends Energy (jointly with Enterprise (jointly
Innovation and Cabinet) the Department of with Department
Skills, and Energy and Climate for Education)
President of the Change)
Board of Trade
Lord Livingston Viscount Younger Jo Swinson MP Jenny Willott MP

Minister of State of Leckie (on maternity Parliamentary
for Trade and Parliamentary leave) Under-Secretary
Investment (jointly Under-Secretary Parliamentary of State for
with the Foreign of State for Under-Secretary Employment
and Intellectual Property of State for Relations and
Commonwealth Employment Consumer Affairs
Office) Relations and (jointly with the
(Since 10/12/2013) Consumer Affairs Department for
(jointly with the Culture, Media and
Department for Sport)
Culture, Media and
Sport)
Non-executive
board members
Allan Cook Alan Aubrey Professor Ann Dale Murray CBE

Lead Non-executive Dowling Non-executive
non-executive board member Non-executive board member
board member CEO of IP Group board member Technology
Chair of WS Atkins Deputy Vice-chan- entrepreneur and
(Since 01/02/2014) cellor of University angel investor
of Cambridge
(Since 01/02/2014)

Departmental
board
members
Martin Donnelly Sam Beckett Bernadette Kelly Howard Orme
Permanent Director General Director General Director General
Secretary Economics and Business and Finance and
Markets Local Growth Commercial
(Since 11/11/2013)
Accountability
Philippa Lloyd Mark Russell Rachel Sir John O’Reilly Crispin Simon
Director General Chief Executive Sandby-Thomas Director General Acting Chief
People and Shareholder Director General Knowledge and Executive UK Trade
Strategy Executive Legal, Enterprise Innovation & Investment
and Skills (Since 16/12/2013)
Notes
Lord Green, Minister of State for Trade and Investment (jointly
with Foreign and Commonwealth Office) – until 09/12/2013
Tera Allas, Director General, Strategy & Better Regulation – until
01/07/2014
Nick Baird, Chief Executive, UK Trade & Investment – until
Dalton Philips Professor Wendy 15/12/2013
Non-executive Purcell Sir Andrew Witty, Lead non-executive board member – until
board member Non-executive 31/01/2014
CEO of WM board member Professor Dame Julia King, non-executive board member
Morrison Vice-chancellor – until 23/07/2013
Supermarkets plc of Plymouth In 2013-14 Viscount Younger, Matthew Hancock MP and Jenny
University Willott MP did not sit on the Departmental Board.
(Since 23/07/2013)

Governance Statement
Introduction How we have managed BIS
This Governance Statement sets out the The Department’s current board and committee
governance structures, risk management and structures are shown in the diagram below.
internal control procedures that have operated Clear remits have maintained clarity and
within BIS1 during the financial year 2013- accountability, allowing me and other board
14 and up to the date of the approval of the and committee members to make decisions,
Annual Report and Accounts. monitor performance and manage resources
and risk. Membership of our boards and
BIS operates in a fast moving policy committees is diverse, from Ministers to
environment and is at the heart of the Directors, ensuring that decisions are made
government’s commitment to sustainable and on a sufficiently broad basis. An observer
balanced growth. Our operating model is such programme ensures visibility and transparency
that the bulk of our delivery and expenditure of the decisions we make in managing the
is carried out in our portfolio of Partner Department.
Organisations (POs). This means that ensuring
good governance and clear accountability
between BIS and our Partner Organisations
is a continuing priority, which is reflected
throughout this statement.
BIS Governance Structures

Overseas senior Nomination Committee Departmental Provides
remuneration and Perm Sec, 1 Non-Exec and specialists Board direction
appointments Meets once a year Ministers, Perm on BIS and
BIS
Sec, DGs and PO strategy,
Secretariat
Overseas the quality of Audit & Risk Committee Non-Execs performance
BIS audit and risk control Non-Execs, Perm Sec, 1 DG and specialists Meets 4 times and
functions Meets 5 times a year a year capabilities
BIS
Secretariat
Ensures delivery of people, People Committee

change and communication DGs and Directors
strategies Meets monthly
Sets strategy
Executive and ensures,
Ensures effective Operations Committee Board with the
management of BIS corporate DGs and Directors BIS Perm Sec Committees,
services alongside POs’ Meets monthly Secretariat and DGs effective
Meets every 2 management
weeks of BIS
Ensures effective Performance, Finance and
and POs
management and control of Risk Committee
BIS and PO performance, DGs and Directors
finance and risks Meets monthly
Reporting
relationships
1 It also integrates information about our Partner Organisations

that are included in the Department’s Consolidated Accounts for
2013-14.

The Departmental Board’s membership during During the financial year, the Audit and Risk
2013-14 including biographies is located at the Committee provided assurance on the quality
bottom of the page available at: https://www. of the Department’s consolidated accounts,
gov.uk/government/organisations/department- audit arrangements, governance structures
for-business-innovation-skills/about. and risk management arrangements. The
Committee’s meetings were attended by the
The Departmental Board brings together Head of Internal Audit and representatives
the expertise of officials, Ministers and of the National Audit Office. The Committee
Non-Executive Board Members to provide had five meetings during the year and their
support and challenge on our delivery of discussions covered the BIS annual report
the Department’s key operational and policy and accounts and the external audit thereof,
objectives. The Board met four times in 2013- the Internal Audit annual report, fraud and
14 and provided collective strategic leadership whistle blowing policy and the quality of the
of the Department, with particular focus on Department’s financial management.
performance, risk management and the delivery
of key programmes, including appropriate The Audit and Risk Committee also conducted
oversight of our Partner Organisations. During two accounting judgements surgeries. These
the year, the Board considered aspects of surgeries are used to review key accounting
economic growth, the Industrial Strategy, issues and developments including accounting
higher education, business planning and judgements being made by management in
strategy, trade, small business support, and relation to student loans valuations, the Royal
local growth. Growth and the Industrial Strategy Mail sale and valuation, the establishment of
will continue to be key areas of focus for the the Business Bank, and the new Enterprise
Departmental Board in 2014-15. Performance Management system. The
Accountability
surgeries provided assurance to the
The Board gave more prominence to the Departmental Board and me that appropriate
consideration of risks and their key mitigating accounting judgements are being made by the
factors this year. In addition to regular updates Department.
on the Department’s finances and risks, the
Board received reports from the Performance, The Board decided in November 2013 that
Finance and Risk Committee on ‘deep dives’ the Nominations and Governance Committee
(intensive in-depth reviews of a particular should be reconstituted as a Nominations
policy or issue) that have been undertaken into Committee only with the Governance aspects
key policy areas including energy intensive of the Committees brief being transferred
industries, further education loans, the Student to the Audit and Risk Committee. The
Loan Company and higher education. The Nominations Committee ensured that senior
Board provided support and challenge in these appointments and remuneration arrangements
key areas. are transparent, fair and support departmental
objectives. The Committee has met once
Outside of formal meetings, the Board has met during the financial year, and discussed SCS
three times, including an away day on local appointments, Board Appointments, Senior
growth and apprenticeships. The Department Pay and the Senior Remuneration Oversight
has increasingly utilised Non-Executive Board Committee. It also approved the compliance
Members’ expertise to provide independent statement with the Governance Code for
input into particular topics such as such as Central Government Departments for the
producing and implementing a Departmental financial year 2012-13.
Improvement Plan. In 2013-14, the Non-
Executives have also conducted influential The Departmental Board delegated some
reviews of small business support, BIS responsibilities to the Executive Board whose
efficiency and the links between universities & remit was ensuring effective management of
local growth. BIS and Partner Organisations, and shaping
the strategic direction of the Department. The
The Departmental Board has been supported Executive Board sub-delegated some decision-
by both the Audit and Risk and Nominations making to the following three Committees,
and Governance Committees in its work. which were chaired by Directors General, and

drew their membership from BIS directors uploads/2012/02/Code-of-Practice-20121.pdf.
who are closer to the day to day running of the Non-Executive Directors receive an induction
Department. on joining and have access to additional
information and training where they consider
• The People Committee ensured the delivery it necessary in the discharge of their duties.
of people, communications and change Some of our Partner Organisations which
strategies; operate on a commercial or quasi-commercial
• The Operations Committee ensured the basis such as the Met Office, Ordnance Survey,
smooth running of operations in BIS and and Technology Strategy Board often require
across our Partner Organisations; and specialised technical and commercial skills.
These bodies are facing challenges in terms
• The Performance, Finance and Risk of recruitment and retention of the required
Committee ensured effective management skills at board level in light of the continued
and control of BIS and Partner Organisations’ pay restraint across government and we
performance, finance and risks. are working with them to develop flexible
resourcing solutions.
Underneath this high-level corporate
governance structure, there are additional BIS’s compliance with the Corporate
governance arrangements that operate at Governance Code
a more operational level, and which cover We carried out an assessment of the
specific policy areas, programmes and Department’s compliance with the Corporate
projects. These report ultimately into the above Governance Code for Central Government
Committees. Examples include: the Higher Departments (2011) and the effectiveness of
Education Programme Board, Corporate its corporate governance structures. The Audit
Services Executive, Corporate Services and Risk Committee reviewed the results of the
Portfolio Board, Transparency Board, Data assessment in June 2014 and concluded that
Strategy Board, Social Mobility Transparency BIS is compliant with the spirit and principles of
Board, Research Sector Transparency Board the Code.
and Equality and Diversity Board.
The Committee noted that responsibility for
Board appointments governance transfered from the Nominations
Civil service members of the Board are and Governance Committee to the Audit
appointed in accordance with the Civil Service and Risk Committee during the year. The
Management Code, and Non-Executive Board Nominations Committee and the People
Members are recruited through fair and open Committee of the Executive Board consider
competition. The current Departmental Board the issues of talented people. In general, the
membership is 38 per cent female. Upon Executive Board and its Committees provide
appointment, each board member is required detailed scrutiny of operational aspects of BIS
to declare any conflicts of interest which are performance on behalf of the Departmental
recorded in the Register of Interests. Where Board.
a board member raises a potential conflict at
meetings, it is recorded in the minutes and
the board member absents himself or herself
from that item of discussion. Throughout
this financial year, board members raised no
conflicts of interest.
Appointments to the Boards of Partner
Organisations are made by Ministers, in
accordance with the Commissioner for Public
Appointments Code of Practice for Ministerial
Appointments to Public Bodies:
http://publicappointmentscommissioner.
independent.gov.uk/wp-content/

Board and Committee Attendance for the Financial Year 1 April 2013 to 31 March 2014
Meeting attendance per board member of meetings eligible to attend
Name of Board Member
Departmental
Performance,
Nominations
Governance
Operations
Committee
Committee
Committee
Committee
Committee
Executive
Audit and
and risk
finance
People
Board
Board
and
risk
Rt Hon Vince Cable 4/4
Rt Hon Michael Fallon 0/4
Lord Green 1/2
Lord Livingston 1/2
Jo Swinson 1/3
Rt Hon David Willetts 3/4
Alan Aubrey 3/4 5/5
Allan Cook 1/1
Professor Dame Ann Dowling 1/1
Professor Dame Julia King 2/2 1/1
Dale Murray CBE 4/4
Dalton Philips 1/4
Professor Wendy Purcell 2/2
Accountability
Sir Andrew Witty 3/3
Grenville Hodge 5/5
Nigel Johnson 5/5
Tera Allas 2/2 5/6 0/2
Nick Baird 1/3 7/14
Sam Beckett 2/2 9/9
Martin Donnelly 4/4 18/21 1/1 5/5*
Bernadette Kelly 4/4 18/21 10/13
Philippa Lloyd 4/4 19/21 15/15 11/13
Howard Orme 4/4 17/21 4/5* 12/15* 13/13
Sir John O’Reilly 4/4 19/21 7/13
Amanda Rowlatt 5/6 9/13
Mark Russell 3/4 17/21 7/15 2/2
Rachel Sandby - Thomas 4/4 19/21 9/14
Crispin Simon 1/1 4/6
Joanna Donaldson 1/1 3/3
Jonathan Whitfield 1/1
Key
Ministers Note: Changes to Board membership throughout
Non-Executive Directors BIS 2013-14 are indicated on page 58 of the Annual Report.
Non-Executive Directors Audit & Risk
Management
* Standing Attendee

Board performance and effectiveness coordinates the Departmental Top Level
In April 2014, the Secretary of State Risk Register, which is the route by which
commissioned Allan Cook, the Department’s our most significant risks are escalated to
lead Non-Executive Board Member, to the Departmental Board and Committees.
carry out an evaluation of the Departmental Risks for escalation to the Top Level Risk
Board’s effectiveness, in line with the Register are proposed at all working levels
Corporate Governance in Central Government of the Department – principally through
Departments: Code of Good Practice (July monthly reports from groups across the
2011). In line with this Code of Good Practice, Department – but only those risks that could
independent input was provided by the have a significant, cross-cutting impact on the
Cross-Departmental Internal Audit Service Department are included.
(XDIAS.) Allan and XDIAS noted a positive Following a risk management review by our
perception of the Departmental Board and its Internal Audit in 2012-13, we have continued
sustainability and a strong sense of team work to focus on building skills and capacity within
and engagement by the Non-Executive Board our approach to risk management during the
Members. While the Board had continued to current financial year. This has further enhanced
improve on the previous year, the evaluation consistency across the Department and our
highlighted some areas where effectiveness Partner Organisations. A continued emphasis
could be strengthened further which will be on sharing good practice in risk management,
taken forward in the year ahead, including: supported by training and development for our
• Papers will be even more concise while staff has improved our agreed processes to risk
meeting agendas will be more focused; management.
• The Board will continue to increase the level Over the year the Performance, Finance
of understanding and transparency of Partner and Risk (PFR) Committee has provided
Organisations; and the Executive Board with an overview of
our top level risks. The Committee regularly
• The Non-Executive Board Members will scrutinised the risks escalated to the Top
be involved earlier in discussions on key Level Risk Register and further escalated our
departmental issues. most significant risks for Executive Board
management and action. The PFR Committee
The Board will continue to look for ways to have been supported by the Corporate
improve the efficiency and effectiveness in its Performance and Risk Challenge Panel, a panel
duties. made up of directors and deputy directors from
across the Department, which met monthly
Risk Management to challenge the risks proposed for escalation
to the Top Level Risk Register and to identify
Approach to risk cross cutting and emerging risks. The PFR
Our risk management approach is based Committee had oversight of the key issues
on devolved accountability across the and commissioned a number of deep dives to
Departmental Groups and our Partner further understand particular subjects.
Organisation network so that risks are assigned The risk management process has continued to
to those best placed to manage them, whilst work well in BIS with risks escalated throughout
maintaining clear accountability. Risks that can the Department and scrutiny provided by our
and should be managed at Group or Partner Boards, Committees and Non-Executive Board
Organisation level remain within those entities Members. Work over the next 12 months will
and are subject to their own risk assurance and focus on further building skills and capacity
scrutiny processes in line with the overall risk to fully embed the BIS risk management
management process set by the Department. processes ensuring a comprehensive
A corporate Performance and Risk team acts understanding amongst the Department and
as a central point for advice and guidance our Partner Organisations.
on effective risk management. The team

Significant risks 2013-14 and key Apprenticeships
mitigating factors There is a risk that the scale of the reforms
The section below indicates the key being made to Apprenticeships to give
movements on the Top Level Risk Register employers more control and purchasing
during this financial year. BIS has dealt with a power to develop the skills of their workforce,
number of risks, some of which, subject to the could lead to employers disengaging from the
Boards’ scrutiny have been managed down programme if they find the new approach too
and removed from the Top Level Risk Register. burdensome. To mitigate this, BIS is consulting
However, there are a number of risks that are widely on all aspects of the reforms and closely
being carried forward to the new financial year. involving employers and experts in work to
These are either of an ongoing nature and deliver them.
require continued vigilance or have yet to be
managed down sufficiently. Royal Mail
In October 2013, BIS implemented an Initial
Higher Education (HE) Public Offering (IPO) of Royal Mail shares with
Higher Education is demand-led and therefore 60% of the shares sold to institutional and retail
can be volatile. It is also exposed to other investors. There were a number of risks related
macroeconomic factors leading to risk of to the implementation of the IPO, including
significant fluctuations within our HE Budgets. microeconomic factors such as being able
Risks are grouped into four main categories. to sell, opposition from the Communications
Workers’ Union (CWU), Royal Mail’s short track
• Recruitment at publicly-funded and record of profitability and the macroeconomic
alternative providers varies significantly from risk of the threat of US Government default. To
Accountability
planning assumptions, resulting in significant mitigate these risks, Royal Mail management,
budget variance. supported by our advisers, undertook a
comprehensive investor engagement and
• Student number and quality controls for
marketing exercise to explain the business, its
alternative providers prove ineffective,
financial performance and future opportunities.
resulting in lower value for money.
This gave the market greater insight into the
• Increased unit costs and write-downs company to enable potential investors to reach
relating to student grants or loans. Including informed investment decisions.
movements above Spending Review
The Royal Mail share price after the IPO
assumptions. The risk on loan repayments is
increased significantly and this has led to
driven by two factors; changes in forecasts
on-going criticism concerning the pricing
of earnings growth, and changes in the
of the IPO. BIS took independent advice
modelling assumptions made by BIS to
when setting the price range and deciding
estimate the likely irrecoverable amount
the ultimate share price which was at the
of loans (the RAB charge). Lower earnings
very top of the range. The prevailing market
growth means there will be a lower overall
circumstances at the time of the IPO were
level of loan repayments and higher economic
difficult and there were multiple risks; moreover,
costs.. We continue to update the model to
there was no evidence of sufficient demand
better estimate the RAB charge, but further
for shares at a price materially higher than
modelling fluctuations are quite possible.
330p at the time immediately leading up to
• There is a potential loss of support to the launch of the IPO. The inherent risk of IPO
students due to risks around the Student pricing and predicting share market behaviour
Loans Company transformation programme. nevertheless materialised. Following the IPO,
the Department reviewed the decision making
The risks are reviewed by the HE Delivery and process regarding the IPO and was satisfied
Assurance and HE Funding Boards. Following that there were no significant deficiencies in the
this updates are sent to the Performance process followed.
Finance and Risk Committee, Executive Board
and the Departmental Board. These risks are
factored into Spending Review discussions.

British Business Bank Risks on a new Information Technology
BIS is setting up the British Business Bank System
(BBB) which will be tasked with boosting BIS is currently in the process of introducing
access to finance for small and medium-sized a new Information Technology (IT) system,
enterprises. The aim is for the BBB to become moving from the an obsolete Elgar IT system
fully operational by December 2014 following delivered by Fujitsu to the new “Evolve”
state aid approval. There is a risk that state aid IT system delivered through Government
approval is delayed or is not sufficiently broad Cloud facilitated contract ‘towers’, aligned
to enable the BBB to operate as intended with Cabinet Office strategy. The intended
and in a way that delivers an impact to SMEs. rollout of Evolve by the end of March was
BIS has developed detailed and evidenced not possible due to increased risks caused
market analysis to support its notification and by the technical complexity of the project
has an ongoing dialogue with the European and potential time pressures. The Board
Commission with a view to securing state aid agreed to extend the rollout time for Evolve
approval in 2014. to the end of May and to extend the Elgar
contract to that date. The roll out has now
Risks to delivering local growth been completed, moving the Department
As the Department for Growth, BIS provides significantly forward in its ambitions to provide
leadership and coordination across Whitehall an optimally flexible, creative and collaborative
to drive pro-growth policies and respond working environment for BIS employees.
to economic shocks when they occur. BIS Given the nature of large scale IT change,
has been working with Local Enterprise some operational disruption was experienced
Partnerships (LEPs) to ensure that they and for a period of weeks, the business was
have the capacity and capability to meet the constrained. Nevertheless, a difficult transition
challenge of Growth Deals, and in particular to was planned for, and mitigations included very
develop robust local strategic economic plans active risk management and a focus on mission
by March 2014. The mitigating actions have critical systems. The same approach was
included putting in place LEP core funding, taken during the change to the Department’s
issuing guidance to LEPs on Growth Deals, financial management systems, which took
ensuring effective support and feedback from place during the financial year. Workarounds
BIS Local teams and senior Whitehall sponsors were implemented to reduce the impact on the
and holding Ministerial challenge sessions with robustness of financial data, and it was agreed
LEPs. that the new system had been a good move
overall with potential long term benefits.
Energy intensive industries
Climate change and energy policy costs are The UK Green Investment Bank
creating a cost differential between the UK BIS continues to monitor the reputational and
and other countries in particular on electricity financial risk that the UK Green Investment
prices. This increases the risk of carbon Bank (GIB) fails to deploy the £3billion funding
leakage in that multi-national companies will allocated to it, and to deliver the intended
make their investment in a more competitive policy outcomes. Further reputational risks
country location than the UK. BIS engaged would be if we deployed the funding but
with the European Commission to secure invested in low value investments. GIB have
the required state aid approval. As a result, made a successful start by committing
Government is now implementing measures £1.3billion to date to green projects in their first
to reduce the impact of policy on the costs year of operation, mobilising over £3.5billion
of electricity for the most electricity-intensive of private capital. To mitigate the likelihood of
industries in order to reduce the risk of carbon the risks occurring, BIS is monitoring GIB’s
leakage. spend and pipeline to assist the organisation in
meeting challenging investment deadlines and
targets.

Risks that have been removed Counter fraud and error
from the Top Level Risk analysis
Register during FY 13-14 We have worked increasingly closely with our
Partner Organisations that deliver services and
The Eurozone Crisis incur expenditure on behalf of the Department,
During 2013-14 the Executive Board to help the relevant Accounting Officers
considered how the threat of a financial crisis prevent, detect and recover losses from fraud
in the Eurozone would affect the Department’s and error. We have established a BIS Group
ability to deliver key policies and support UK Counter Fraud network through which we
businesses. In late 2013 this risk was fully work with our Partner Organisations and those
reassessed by the Department. It was agreed outside BIS with expertise in counter fraud
that it posed a decreased level of risk as to improve our collective capacity to manage
stability had been restored in the region. This the risks of both internal and external fraud
continues to be monitored by teams throughout and error. The network meets regularly to
BIS and the central team in the Cabinet discuss current and emerging fraud trends and
Office who manage the Government’s overall to identify and share best practice and data
response. across BIS and our Partner Organisations.
Departmental action plans have been presented
Advanced 24+ Learning Loans to the cross-government Fraud, Error and Debt
Over the course of 2013-14, the Board Taskforce for review and the Cabinet Office has
have carefully monitored a concern that the endorsed the BIS approach that seeks to work
repayment charge on loans to individuals aged across organisational boundaries.
Accountability
24 and over in Further Education may rise
higher than forecast. BIS reduced the likelihood Fraud does however remain a real and
of this risk materialising through working with complex challenge. A number of our Partner
the Further Education sector to help prepare for Organisations have reported internal control
the introduction of loans. This has been through issues involving fraud in their end of year
a series of provider and stakeholder events and assurance statements to BIS, including the
development of materials and guidance. The UK Space Agency, HEFCE, Skills Funding
uptake of loans is continually monitored and Agency, Natural Environment Research
the RAB charge model updated accordingly. Council, National Measurement Office, Medical
Research Council and Technology Strategy
24+ Advance Learning Loans effect on Board. Immediate action has been taken to
Apprenticeships ensure that these failures of internal control
With the induction of 24+ Advance Learning do not re-occur, and the financial impact of
Loans in 2013-14, we monitored the risk the fraud was not material to the financial
this would pose to the recruitment of positions of these organisations. The Counter
apprentices. Regular performance monitoring Fraud Network has been integral to ensuring
on apprenticeships starts data concluded the the learning from these instances can be
risk was materialising. The risk was escalated swiftly cascaded to the rest of the BIS group.
to the Board and reviewed through a deep It is taking on additional functions to provide
dive. Action was taken on options for removing independent support and challenge on the
Apprenticeships from Further Education fraud risks that may arise from new policies and
Loans and this took effect through the Further processes.
Education Loans (Amendment) Regulations,
2014 which came into force on the 7 March
2014.

Within BIS, the highest risk area continues Other Key Governance
to be student financial support, where there
are inherent risks in any strategy to increase Activities during the year
student participation. We continue to work
with Partner Organisations such as the
The BIS Strategic Review
Student Loans Company to seek to reduce the In June 2013, BIS asked Dalton Philips, BIS
percentage of support lost to fraud and error Non-Executive Board Member, to provide an
year on year. We have mitigated those aspects independent and objective assessment of the
of student support policy and implementation Department’s efficiency plans. In response
that have created a high risk of fraud by to recommendation 8 of Dalton’s report, the
developing bespoke controls alongside new Strategic Review was launched in July 2013
policy. We are committed to building our to examine the way the Department and
capacity to work flexibly across organisations our Partner Organisations work together to
and to learning lessons where there is scope for deliver ministers’ objectives, setting out the
improvement. full range of services the Department and our
Partner Organisations deliver. The review has
identified opportunities for further improving
Information Security our efficiency and effectiveness and the results
were presented to the BIS Executive Board in
The Department’s security risk management
December 2013. The vision is a BIS group that
procedures continue to be assessed against
is simpler and more efficient, with strengthened
Cabinet Office requirements. Our Internal
alignment between the Department and our
Audit team who challenge and test our
Partner Organisations, greater sharing of
assertions validates these regular reviews. A
systems and services and streamlined group
number of areas for improvement have been
governance. In the final quarter of 2013-
identified, and are being worked on. This year’s
14, the review team has been focused on
results show that we have made particular
initiating a delivery programme that will involve
improvements in business continuity and
a substantial transformation programme
physical security arrangements, areas which
across the core Department and our Partner
have been highlighted as needing improvement
Organisations. Sustaining the momentum
in previous reports.
for this change programme over several
Lapse of Data Security years presents substantial challenges. Key to
success will be building and retaining a team
There have been no significant lapses of data
that is skilled in managing change and which
security, within the core Department or Partner
has a strong understanding of the Department
Organisations within the accounting boundary,
and our wide network of partner organisations.
during the 2013-14 financial year that are
required to be reported in this statement. Major Projects Assurance (MPA)
The Laidlaw Report into the Department for
Transport’s franchising of the west coast
mainline highlighted the critical role played
by Senior Responsible Owners (SROs) in the
delivery of major government projects. In
response to that report, BIS has identified a
portfolio of over 50 projects that are important
to the delivery of its objectives. An MPA Team
has been established to oversee Departmental
programme and project assurance; provide
guidance and support for SROs; programme
and project management (PPM) help and
guidance and up-to-date PPM templates.
This has actively promoted best practice in
governance, PPM principles, and provided an
oversight role of the BIS corporate services

transition programme. The MPA Team Partner Organisation assessments
has overseen all substantial projects the We undertook a full refresh of all Partner
Department and Partner Organisations are Organisation risk assessments in early 2013
working on that are delivering BIS’ strategic which were agreed by the Performance,
objectives. Finance and Risk Committee on 23 March
2013. We have subsequently embedded a
Ministerial directions
quarterly refresh of these assessments within
There were no Ministerial directions given in the Department’s performance and risk
2013-14. framework.
We continue to operate an Assurance Panel
Governance of Partner for reviewing Partner Organisations’ risks.
Organisations The panel works with Partner Organisations
to identify and review significant risks to
Our objectives continue to be delivered through the finances or reputation of BIS, ensuring
our network of Partner Organisations2. To transparent and collaborative risk management
ensure effective delivery, BIS has continued across the organisation. The panel looks
to strengthen its links and co-ordination with at the latest risk review assessment of the
Partner Organisations, providing support and Partner Organisation by its sponsor team in
exercising an increased level of scrutiny to BIS along with its Risk Register. The panel
ensure that their governance structures and discusses these with the senior management
accountabilities are appropriate to support the of the Partner Organisation, and the Chair of
achievement of BIS’s overall objectives. their Audit Committee, to identify and agree
how they can work together to minimise any
Accountability
The Department ensures that its Partner
Organisations have robust governance identified risks and their potential impact.
structures and that there is clear accountability The panel consists of the Director General for
for finance, risk and performance. This Finance and Commercial, the Head of Internal
involves regular reporting of performance Audit and the Deputy Chief Executive of the
against delivery plans, and regular dialogue on Shareholder Executive. There have been eight
emerging policies, carried out through formal panels in the financial year 2013-14, with three
and informal meetings, and attendance at more already planned.
board discussions. The BIS Strategic Review Triennial Reviews
aims to refine how we work with our Partner
Organisations, including the nature and The Department has continued to undertake
application of the control framework. detailed reviews of Partner Organisations. It
has reviewed seventeen Non-Departmental
We set up a number of forums to ensure public bodies through eight reviews as part of
information flows across and between the the Government’s Triennial Review programme.
Department and our Partner Organisations, The reviews of the Advisory, Conciliation and
and between different Partner Organisations Arbitration Service (ACAS) and the Technology
work. Our Partners Engagement Group is Strategy Board were both completed in October
made up of eight partners and BIS officials. 2013, and the review of the seven Research
Its role is to provide strategic direction for Councils was completed in April 2014. The
the collective relationships between BIS and reviews all concluded that the organisations
Partner Organisations and to provide a channel are still fulfilling a necessary function for which
for partners’ feedback. the NDPB model is the best way to deliver.
The reviews of the Industry Training Boards, the
British Hallmarking Council, the UK Commission
for Employment & Skills and the Council for
Science & Technology, are on-going. The review
of Capital for Enterprise Limited which was
due for this year was not taken forward, as its
2 See list of Partner Organisations at page 11 of the Annual
operations and staff were brought into BIS to
Report. be part of the Business Bank programme.

Senior Remuneration Oversight areas of responsibility. This has provided an
Committee opportunity for my Directors General to improve
the control environment within their Groups
Additional governance controls such as the
before the end of the financial year and for
Senior Remuneration Oversight Committee
those improvements to be recognised in this
(SROC) are in place to advise on Partner
governance statement. The Head of Internal
Organisation issues across the BIS family.
Audit and Audit Committee Chair discussed
The Chief Secretary to the Treasury (CST) is
key findings with relevant Directors General and
required to approve any senior appointments
common themes arising have been discussed
that attract remuneration above the Prime
with me.
Minister’s salary. The Committee advises
Ministers and senior management on cases Assurance statements from Partner
that require CST approval, and ensures that
Organisations
there is a consistent and defensible framework
for remuneration across the BIS family. SROC Our Partner Organisations were commissioned
aims to help Partner Organisations manage an to conduct a review of their governance,
increasingly difficult remuneration environment, risk management and internal control taking
with parts of the public sector becoming into account their specific nature and size
increasingly uncompetitive for vital skills of operations. They have each prepared
needs. The committee meets monthly and is and submitted a copy of their Governance
chaired by the Director General for Finance and Statements to BIS which allowed me to prepare
Commercial. this Departmental Governance Statement
taking into account the overall assurance on
Financial Reporting for the BIS Family governance, risk management and the internal
We continue to engage with our Partner control environment of the entire BIS family.
Organisations more broadly than ever, to ensure
Managing Risk of Financial Loss
that accurate information can flow across
the BIS family to meet statutory and internal We have further embedded the Managing Risk
reporting requirements. A range of positive of Financial Loss toolkit across the Department
outcomes have arisen from this including the and those Partner Organisations which account
development of a common reporting framework for the majority of our funding, and those
across BIS, adoption of specific technology handling more than £20 million, to embed a
to facilitate data sharing and closer informal systematic approach to assessing the risk of
relationships to consider financial reporting financial loss arising from financial operations.
challenges. This framework will continue to be This focussed on the transfer of money out of
strengthened as the processes develop and the Department particularly regarding financial
become more embedded across the family. systems and aimed to identify any weaknesses
or risks that needed to be addressed. The
relevant Partner Organisations have reported
Review of effectiveness good progress on their action plans. This has
ensured that our resources are more likely to
An annual review of the effectiveness of the be properly protected, provided additional
Department’s governance structures, risk re-assurance for the Accounting Officers and
management and internal control has been reformed the control environment across BIS
conducted, informed by management officials, and Partner Organisations.
BIS’s internal audit team, external auditors, and
other governance reports from which I have Shared corporate services assurance
received robust assurances.
BIS is continuing to lead major transformation
Group statements on governance, risk to shared business services across the BIS
family. BIS along with a number of Partner
management and internal control
Organisations have moved their existing
Each of my Directors General conducted a financial processing and pay services to UK
review in-year, completed action plans and Shared Business Services Ltd (UK SBS). The
provided me with a statement on governance, Chief Executive Officer of UK SBS has provided
risk management and internal control for their

me with an assurance statement with a detailed Tax assurance for off-payroll appointees
commentary of ten specific areas, highlighting In response to the Government’s review of the
the improvements in the systems controls. tax arrangements of public sector appointees,
The assurance statement acknowledges that which highlighted the possibility for artificial
significant challenges remain as reflected in arrangements to enable tax avoidance,
some of our Partner Organisations’ statements. we took a zero tolerance approach and
UK SBS have however concluded that risks produced a BIS tax assurance policy that was
have generally been managed to an acceptable promulgated and implemented across the
level and I welcome this as a source of BIS family. Tax assurance evidence has been
assurance for this financial year. sought and scrutinised to ensure it’s sufficient
from all off-payroll appointees. Our Partner
Quality assurance of analytical models in
Organisations have also provided assurance
BIS of compliance with this tax policy within their
To ensure the quality assurance of BIS annual governance statements. Land Registry
analytical models is appropriate, BIS has taken has reported a breach of this policy, following
forward the recommendations of its modelling a board level off-payroll appointment for
review which reported in March 2013. Model more than six months and we are marking
quality assurance guidance has been provided appropriate representations to HM Treasury.
for use in BIS and Partner Organisations (with A summary of the BIS tax assurance data is
adaptations, if necessary). We are also ensuring available at https://www.gov.uk/government/
that the guidance is being followed for our publications/bis-tax-arrangements-for-off-
business critical models. We have identified payroll-appointees-april-2013-to-march-2014
11 models which are critical to BIS, and a
list of these models is available on the gov. Internal Audit Annual Report
Accountability
uk website. We have also assigned a senior The Director of Internal Audit has provided
responsible owner to each of these models. me with an Annual Report that incorporates
Each model SRO has reported on the quality his opinion on the Department’s system of
assurance that has been applied to their model governance, risk management and internal
and has confirmed that, in their opinion, the control. This opinion takes account of the
quality assurance applied is appropriate and residual risk carried by the Department during
the model is either fit for purpose or will be 2013-14 and has been informed by a range of
when its development is complete. internal and external reviews of the activities
and management of the Department. Of three
Accountability systems possible opinion ratings – ‘Satisfactory’,
BIS continues to review and develop its ‘Improvement Required’ and ‘Unsatisfactory’ -
accountability systems, particularly in the move the rating given by the Director of Internal Audit
to a shared services platform across many for BIS in 2013-14 is Improvement Required.
of our functions, and also in response to the
issues raised by the Laidlaw review of major Areas of particular challenge for BIS over the
projects and the Lord Browne review of Higher past year, highlighted by the Director of Internal
Education Funding and Student Finance. Audit included:
BIS is developing an Accountability Systems
Statement for the current year which provides • Issues associated with the transfer of the
clarity on how resources are distributed and Department’s finance to Oracle and EPM and
how assurance is sought that the resources are the need to continue to improve the quality of
used to ensure value for money. robust financial information;
• Potential for additional risks of fraud or error
as we implement significant changes in how
we deliver and fund services and develop
our disaggregated delivery model, with 79%
of our expenditure managed by 40 partner
organisations (excluding trading funds);

• Significant risks associated with the The Progress report on the Regional
implementation of new ICT capability Growth Fund, published 25 February 2014,
necessary to support the Department’s key assesses the progress made against the Public
business and users, with new systems and Accounts Committee’s recommendations in
hardware to be rolled out early in 2014-15; its September 2012 report. The NAO report
noted the improvements made to the fund’s
• A specific increase in allegations of fraud or governance and made three recommendations:
financial mismanagement in particular FE introduction of more sophisticated targets;
colleges and alternative Further Education improvements to management information
providers; and systems; and processes for evaluating previous
• Staffing and resourcing challenges during the performance of repeat bidders to the fund.
period of transfer of HR and finance services These do not present any issues for BIS to
to the shared service partners, and risks to implement.
the ability to maintain “business as usual” The report on Funding Structures for Local
as the new processes and culture become Economic Growth published 6 December
established. 2013 focuses on the government’s progress in
I accept this assessment and we have either implementing structures and funding to support
implemented or are working to implement the a shift in responsibility for local economic
suggested improvements. growth to local bodies. BIS and DCLG led
jointly on this report. The report concludes that
National Audit Office reports without sufficient transparency or comparable
The National Audit Office produced a number of performance information the new structures
reports in 2013-14 relating to the Department’s have not yet demonstrated that they are
work including the BIS data systems review, capable of delivering value for money. The
Progress report on the Regional Growth Fund, report makes a number of recommendations
Funding Structures for Local Economic Growth, around planning such reorganisations, ensuring
Improving Access to Finance for SMEs, Student that sufficient capacity is in place and that
Loans Repayment and the Sale of Royal Mail. accountability is clear and points to the
BIS is making improvements in light of the need to address how departments intend to
recommendations from these reports. evaluate performance and monitor outcomes.
In response BIS and DCLG have changed the
In response to the BIS Data Systems review, governance of local growth initiatives cross-
we made revisions to our data indicators to government to improve coordination and
improve overall coverage, as recommended decision-making more broadly and have begun
by the NAO. Subsequently, the NAO carried work on how to evaluate the growth initiatives.
out a review and in their Data Assurance report
finalised in March 2013, reported positively The report on Improving Access to Finance
on the progress we have made and found no for SMEs was published 1 November 2013.
problems with the integrity of the data used by BIS and HMT jointly led on this report, which
BIS. In Q4 of 2013-14, the NAO will commence deals with understanding some of the financial
its third round of work looking at the systems challenges facing SMEs. On the basis of the
supporting the data that a range of government NAO Report, the Public Accounts Committee
departments use to report their performance. took evidence, on 11 November 2013, from
They will focus at just two indicators in BIS, the Department for Business, Innovation and
which are: number of jobs created/safeguarded Skills and HM Treasury on improving access to
and the net cost to business of regulations and finance for small and medium-sized enterprises.
the benefit cost ratio of regulations. Both BIS and HM Treasury have taken on board
the recommendations and are exploring plans
to address them through the establishment
of the British Business Bank, which is due to
become fully operational by December 2014.

The report on the Student Loans Repayment The NAO also concluded that:
examines whether the approach for collecting
student loans provides value for money and if “the strong share price increase of 38 per cent
departments are ready for future challenges. on the first day of trading and the trading range
The student loan book is the largest item throughout the first five months indicates that
on the BIS balance sheet and is growing. Royal Mail’s shares are worth much more than
The Department has accepted the four this process was able to extract. Industrial
recommendations from the NAO report and relations have settled down and there have
the recommendations of the Public Accounts been generally positive developments on the
Committee which focused around; forecasting; stock market and in the broader economy.
performance targets; and better understanding The company has headroom to borrow more
the circumstances of borrowers. The Student money, sell surplus assets and pay additional
Loans Company has now developed a dividends to its shareholders in future.
repayments strategy to address these Several of the priority investors have made a
recommendations and to drive increased yield substantial profit by selling their shares shortly
on the loan book while improving the wider after the initial public offering, while others
repayments service. have increased their stakes at higher prices.
The government has participated in the price
The report on the Privatisation of Royal Mail increase via a 30 per cent residual stake.”
looks at whether the Government achieved its
sales objectives, while protecting the taxpayers’ The NAO finally concluded that:
interests. The NAO concluded that” The NAO “although the Department achieved its primary
concluded that: objective of delivering a sale of shares within
this Parliament, it could have achieved better
Accountability
“by floating Royal Mail on the Stock Exchange
the Department achieved its key objectives value for the taxpayer.”
of introducing private capital and commercial
disciplines. Given Royal Mail’s prospects and
Conclusion
prudent initial capital structure it is now less I have considered the evidence provided
likely that the taxpayer will have to provide with regards to the production of the Annual
public support for the universal postal service. Governance Statement and the independent
[The NAO considers] that in order to achieve its advice and assurance provided by the Audit
main objective, the Department took a cautious and Risk Committee. I conclude that the
approach to a number of issues which, taken Department has satisfactory governance and
together, resulted in the shares being priced risk management systems with effective plans
at a level which was substantially below that to ensure continuous improvement.
at which they started trading. The Department
conceded price tension for certainty that the
transaction would be completed by setting
a low end of the price range (260 pence) to
reflect short-term market uncertainty, a risk of
industrial action and the views of a small group Martin Donnelly
of priority investors whose participation was Principal Accounting Officer and Permanent
seen as vital, alongside indications derived Secretary
from a broader community of over 500 potential
investors. When the Department approached 1 July 2014
the wider market through a ‘book-building’
exercise to test demand further, it encountered
the inherent limitations of a standard process
that is not effective at revealing demand for
shares at prices above the high end of the
range it set (330 pence) and lacks flexibility
for a price increase when demand exceeds
expectations.”

Remuneration Report
Remuneration Policy Performance and Reward
The remuneration arrangements for Senior Civil The Senior Civil Service (SCS) pay system
Servants are set by the Prime Minister following consists of relative performance assessments.
independent advice from the Senior Salaries The highest performing individuals in BIS were
Review Body. awarded a non-consolidated performance
reward for their performance against objectives
The Review Body also advises the Prime in 2012-13 which was paid in 2013-14. These
Minister from time to time on the pay and awards varied in amount within an overall cost
pensions of Members of Parliament and their envelope set by the Senior Salaries Review
allowances; on Peers’ allowances; and on the Body and approved by the Government.
pay, pensions and allowances of Ministers Consolidated base pay awards were limited to
and others whose pay is determined by the a 1% increase to the Department’s SCS pay
Ministerial and Other Salaries Act 1975. bill. No base pay increases were paid to those
In reaching its recommendations, the Review assessed to be the lowest 10% of performers
Body is to have regard to the following or receiving a salary in the upper quartile of
considerations: their pay band.
• the need to recruit, retain and motivate Further information about the performance and
suitably able and qualified people to exercise reward arrangement for Senior Civil Servants
their different responsibilities; can be found at www.civilservice.gov.uk/
recruitment/working/pay-and-reward/scs-pay.
• regional/local variations in labour markets and
their effects on the recruitment and retention The following table shows the number of SCS
of staff; staff in the Core Department by pay range as
at 31 March 2014. Bonuses are not included
• Government policies for improving the and salary ranges represent full-time equivalent
public services including the requirement on rates. These pay ranges cover those staff
departments to meet the output targets for employed on open-ended and fixed term
the delivery of departmental services; contracts.
• the funds available to departments as set
out in the Government’s departmental
expenditure limits; and
• the Government’s inflation target.
The Review Body takes account of the
evidence it receives about wider economic
considerations and the affordability of its
recommendations.
Further information about the work of
the Review Body can be found at
www.ome.uk.com.

No of SCS staff within No of SCS staff within range as
Pay Range range as at 31 March 2014 at 31 March 2013
Below £55,000 - -
£55,000 - £59,999 - 14
£60,000 - £64,999 39 34
£65,000 - £69,999 39 38
£70,000 - £74,999 31 32
£75,000 - £79,999 14 14
£80,000 - £84,999 15 18
£85,000 - £89,999 15 11
£90,000 - £94,999 10 9
£95,000 - £99,999 6 5
£100,000 - £104,999 11 7
£105,000 - £109,999 4 4
£110,000 - £114,999 6 3
£115,000 - £119,999 7 7
£120,000 - £124,999 1 -
£125,000 - £129,999 1 1
Accountability
£130,000 - £134,999 2 2
£135,000 - £139,999 3 5
£140,000 - £144,999 6 2
£145,000 - £149,999 - -
£150,000 - £154,999 - -
£155,000 - £159,999 - 1
£160,000 - £164,999 3 2
£165,000 - £169,999 - 1
£170,000 - £174,999 2 1
£175,000 - £179,999 - -
£180,000 - £184,999 - -
£185,000 - £189,999 - -
£190,000 - £194,999 - -
£195,000 - £199,999 - -
£200,000 - £204,999 - -
£205,000 - £209,999 - -
Total 215 211
The Chair designate of the new Competition and Markets Authority (CMA) is not included in the
number of SCS staff above.

The remuneration of the Senior Civil Servants The Committee’s Terms of Reference are to:
who are not members of the Management
Board is determined by the Departmental • ensure the SCS are rewarded fairly and
Performance and Development Committee. The differentially according to their contribution to
Members of the Committee for 2013-14 were: the Core Department;
Martin Donnelly BIS Permanent Secretary • authorise decisions on individual pay awards;
Howard Orme Director General, • ensure the average cost increases are within
Finance and Commercial centrally determined budgets;
Rachel Sandby – The Solicitor and Director • monitor pay outcomes and identify SCS
Thomas General, Business and Skills members needing extra help and support to
Tera Allas Director General, improve performance;
Strategy, Analysis and Better
Regulation (to 30 June 2013) • comment on the quality of managers’
evidence and recommendations; and
Amanda Rowlatt Acting Director General,
Economics and Markets • report to the Cabinet Office.
(from 1 July 2013 to
8 November 2013) Service Contracts
Sam Beckett Director General, The Constitutional Reform and Governance
Economics and Markets Act 2010 requires Civil Service appointments
(from 11 November 2013) to be made on merit on the basis of fair and
open competition. The Recruitment Principles
Mark Russell Chief Executive,
published by the Civil Service Commission
Shareholder Executive
specify the circumstances when appointments
Bernadette Kelly Director General, may be made otherwise.
Business and Local Growth
Unless otherwise stated below, the officials
Nick Baird Chief Executive, covered by this report hold appointments which
UK Trade & Investment are open-ended. Early termination, other than
(to 13 December 2013) for misconduct, would result in the individual
Crispin Simon Acting Chief Executive, receiving compensation as set out in the Civil
UK Trade & Investment Service Compensation Scheme.
(from 14 December 2013) Further information about the work of the
Philippa Lloyd Director General, Civil Service Commissioners can be found at
People and Strategy www.civilservicecommission.org.uk
Professor Sir Director General,
• Professor Sir John O’Reilly was appointed on
John O’Reilly Knowledge and Innovation
a three year contract commencing 4 February
2013. The notice period for the employee is
three months. For the employer the notice
period is six months or a period, if less,
equal to the unexpired part of the fixed term
contract.
• Crispin Simon was appointed on a three
year contract commencing 2 February 2012.
The notice period for the employee is three
months. For the employer the notice period
is six months or a period, if less, equal to the
unexpired part of the fixed term contract.

Salary and Pension entitlements for Ministers of the Core Department
The remuneration of Ministers is determined in accordance with the provisions of the Ministerial
and Other Salaries Act 1975 (as amended by the Ministerial and Other Salaries Order 1996) and
the Ministerial and Other Pensions and Salaries Act 1991. The salary and pension entitlements of
the Ministers of the Department for Business, Innovation and Skills for the year ending 31 March
2014 were as follows:
Single total figure of remuneration

Salary Pension benefits Total
Ministers (£) (to nearest £1000)1 (to nearest £1,000)
2013-14 2012-13 2013-14 2012-13 2013-14 2012-13
Secretary of State
Rt Hon Dr Vince Cable 68,169 68,827 25,000 25,000 93,000 94,000
Ministers of State
Rt Hon David Willetts MP 32,344 33,002 8,000 10,000 40,000 43,000
Rt Hon Michael Fallon MP 32,344 18,632 2
12,000 7,000 44,000 26,000
Matthew Hancock MP 27,541 13,560 3
- - 28,000 14,000
Lord Livingston
(from 10 December 2013)4 - - - - - -
Lord Green of Hurstpierpoint
(to 9 December 2013)4 - - - - - -
Accountability
Parliamentary Under-
Secretaries of State
Jo Swinson MP 23,039 13,560 5 9,000 5,000 32,000 19,000
Viscount Younger of Leckie 105,076 23,966 6
26,000 2,000 131,000 26,000
Jenny Willott
(from 20 December 2013)7 - - - - - -
Note:
None of the Ministers of the Department received any benefits-in-kind during the year
1 The value of pension benefits accrued during the year is calculated as (the real increase in pension multiplied by 20)
less (the contributions made by the individual). The real increase excludes increases due to inflation or any increase
or decrease due to a transfer of pension rights.
2 The full year equivalent is £33,002 in 2012-13.
3 The full year equivalent is £23,697 in 2012-13, and is not a member of the Parliamentary Contribution Pension fund.
4 Elected not to draw a Ministerial salary.
5 On paid maternity leave and remains an Office Holder.
6 The full year equivalent is £105,076 in 2012-13.
7 Unpaid, providing maternity cover.

Audited information
Pension benefits
Accrued
pension at Real Increase
age 65 at 31 in pension at CETV at 31 CETV at 31 Real increase
March 2014 age 65 March 2014 March 2013 in CETV
Ministers £’000 £’000 £’000 £’000 £’000
Secretary of State
Rt Hon Dr Vince Cable 5-10 0-2.5 107 80 19
Ministers of State
Rt Hon David Willetts MP 0-5 0-2.5 68 57 8 6
Rt Hon Michael Fallon MP 0-5 0-2.5 66 51 8 10
Matthew Hancock MP 9 - - - - -
Lord Livingston (from 10 - - - - -

December 2013)9
Lord Green of Hurstpeirpoint (to 9 - - - - -
December 2013)9
Parliamentary Under-
Secretaries of State
Jo Swinson MP 0-5 0-2.5 8 3 2
Viscount Younger of Leckie 0-5 0-2.5 48 20 19
Jenny Willott (from 20 December - - - - -

2013)10
Note:
None of the Ministers of the Department received any benefits-in-kind during the year
8 Revised in accordance with applicable rule.
9 Not a member of the Parliamentary Contribution Pension fund.
10 Unpaid, providing maternity cover.
Salary and Pension entitlements for the senior managers of the Department
The salary and pension entitlements of the most senior managers of the Department for Business,
Innovation and Skills are set out in the table below. As well as the current members of the BIS
Management Board, this table also includes the former members who either left the Department
during the year or ceased to be a member.

Disclosure of salary, pension and compensation information for 2013-14
Single total figure of remuneration
Salary Bonus payments Pension benefits Total (to nearest
Officials (£’000) (£’000) (to nearest £1,000)11 £1,000)
2013-14 2012-13 2013-14 2012-13 2013-14 2012-13 2013-14 2012-13
Martin Donnelly 160-165 160-165 - - 13,000 12,000 175-180 170-175
Howard Orme 160-165 160-165 10-15 10-15 35,000 48,000 205-210 220-225
Rachel Sandby- 130 -135 130 -135 - 10-15 29,000 23,000 160-165 165-170
Thomas
Bernadette Kelly 120-125 110-115 10-15 10-15 13,000 14,000 145-150 135-140
Philippa Lloyd 110-115 60-65 - - 44,000 55,000 155-160 115-120
(100-105
full year
equivalent)
Professor Sir 140-145 20-25 - - - - 140-145 20-25
John O’Reilly (140-145
full year
equivalent)
Mark Russell 160-165 25-30 - - 38,000 50,000 200-205 75-80
(155-160
full year
equivalent)
Sam Beckett 35-40 - - - 24,000 12 - 60-65 -
(from 11 (110-115
November 2013) full year
equivalent)
Crispin Simon 40-45 - - - - 17 - 40-45 -
(from 14 (135-140
Accountability
December 2013) full year
equivalent)
Amanda Rowlatt 40-45 - - - -9,000 13 - 30-35 -
(from 1 July (105-110
2013 to 8 full year
November 2013) equivalent)
Tera Allas (until 25-30 115-120 - 10-15 3,000 14 25,000 30-35 150-155
30 June 2013) (115-120
full year
equivalent)
Nick Baird (until - - - - - - - -
13 December
2013)15
Band of 170-175 170-175 - - - - - -
highest paid
director’s Total
Remuneration
(£’000)
Median Total 32,866 32,452 - - - - - -
Remuneration
Ratio 5.25 5.32 - - - - - -
Note:
None of the Officials of the Department received any benefits-in-kind during the year.
11 The value of pension benefits accrued during the year is calculated as (the real increase in pension multiplied by
20) plus (the real increase in any lump sum) less ( the contributions made by the individual). The real increases
exclude increases due to inflation or any increase or decreases due to a transfer of pension rights.
12 Pension benefits for the period 11 November 2013 to 31 March 2014.
13 Pension benefits for the period 1 July 2013 to 8 November 2014.
14 Pension benefits for the period 1 April 2013 to 30 June 2013.
15 Salary and pension benefits details can be found in the 2013-14 Foreign and Commonwealth Office’s Accounts.

Audited Information
Pension Benefits
Accrued
pension at
pension age Real increase Employer
as at 31 March in pension contribution
2014 and and related to partnership
related lump lump sum at CETV at 31 CETV at 31 Real increase pension
Officials sum pension age March 2014 March 2013 in CETV account
£’000 £’000 £’000 £’000 £’000 Nearest £100
Martin 65-70 plus 0-2.5 plus 1,354 1,264 10 -
Donnelly lump sum of lump sum
200-205 of 2.5-5
Howard Orme 15-20 0-2.5 318 264 27 -
Rachel 40-45 plus 0-2.5 plus 654 591 19 -
Sandby- lump sum of lump sum
Thomas 45-50 nil
Bernadette 40-45 plus 0-2.5 plus 696 646 9 -
Kelly lump sum of lump sum
120-125 of 0-2.5
Philippa Lloyd 30-35 plus 2.5-5 plus 553 484 33 -
lump sum lump sum
of 40-45 of 0-2.5
Professor Sir - - - - - -
John O’Reilly16
Mark Russell 20-25 2.5-5 394 322 25 -
Sam Beckett 25-30 plus 0-2.5 plus 456 422 16 -
(from 11 lump sum lump sum
November of 85-90 of 2.5 -5
2013)
Crispin Simon _ _ _ _ _ -
(from 14
December
2013)17
Amanda 40-45 plus 0-2.5 plus 756 18 746 1 -
Rowlatt (from lump sum lump sum
1 July 2013 to of 130-135 of 0-2.5
8 November
2013)
Tera Allas (until 15-20 0-2.5 225 19 214 5 -
30 June 2013)
Nick Baird until - - - - - -
13 December
2013)20
16 Not a member of PCSPS.
17 Member of partnership pension scheme. Pension details can be found in the 2013-14 UK Trade and Investment’s
Accounts.
18 CETV as at 8 November 2013.
19 CETV as at 30 June 2013.
20 Pension details can be found in the 2013-14 Foreign and Commonwealth Office’s Accounts.

Unaudited Information • There have been no salary increases in 2013-
14, other than where senior managers have
Notes: changed their responsibilities.
• The information relates only to the
Management Board members of the Core Ministerial pensions
Department. Similar information relating to the Pension benefits for Ministers are provided by
Chief Executives and most senior managers the Parliamentary Contributory Pension Fund
of the executive agencies and other bodies (PCPF). The scheme is made under statute (the
of the BIS family is given in the separate regulations are set out in Statutory Instrument
accounts of those bodies. SI 1993 No 3253, as amended).
• ‘Salary’ includes gross salary; overtime; Those Ministers who are Members of
reserved rights to London weighting or Parliament may also accrue an MP’s pension
London allowances; recruitment and retention under the PCPF (details of which are not
allowances; private office allowances and any included in this report). The arrangements
other allowance to the extent that it is subject for Ministers provide benefits on an ‘average
to UK taxation. This report is based on accrued salary’ basis, taking account of all service as a
payments made by the Core Department and Minister. The accrual rate has been 1/40th since
thus recorded in these accounts. In respect 15 July 2002 (or 5 July 2001 for those that
of Ministers in the House of Commons, chose to backdate the change) but Ministers, in
departments bear only the cost of the common with all other members of the PCPF,
additional Ministerial remuneration; the salary can opt for a 1/50th accrual rate and a lower
for their services as an MP (£65,738 from 1 rate of member contribution. An additional
April 2010, £66,396 from 1 April 2013) and 1/60th accrual rate option (backdated to 1 April
Accountability
various allowances to which they are entitled 2008) was introduced from 1 January 2010.
are borne centrally. However, the arrangement
for Ministers in the House of Lords is different Benefits for Ministers are payable at the same
in that they do not receive a salary but rather time as MPs’ benefits become payable under
an additional remuneration, which cannot be the PCPF or, for those who are not MPs, on
quantified separately from their Ministerial retirement from Ministerial office from age 65.
salaries. This total remuneration, as well as Pensions are re-valued annually in line with
the allowances to which they are entitled, is Pensions Increase legislation. From 1 April 2013
paid by the Core Department and is therefore members pay contributions between 7.9% and
shown in full in the figures above. 16.7% of their Ministerial salary depending on
their level of seniority and chosen accrual rate.
• Bonuses are non-consolidated performance The contribution rates will increase from April
award payments, based on performance 2014.
levels attained and are made as part of the
appraisal process and are currently limited The accrued pension quoted is the pension the
to the top 25% of performers. Bonuses Minister is entitled to receive when they reach
relate to the performance in the year in 65, or immediately on ceasing to be an active
which they become payable to the individual. member of the scheme if they are already 65.
The bonuses reported in 2013-14 relate to In line with reforms to other public sector
performance in 2012-13 and the comparative pension schemes, it is intended to reform the
bonuses reported for 2012-13 relate to the Ministerial Pension Scheme in 2015.
performance in 2011-12.
• None of the most senior managers of the
The Cash Equivalent Transfer Value
Core Department received any benefits-in- (CETV) for Ministerial Pensions
kind during the year. This is the actuarially assessed capitalised
value of the pension scheme benefits
• Where senior managers left during the course accrued by a member at a particular point in
of the year, their CETV closing balance will be time. The benefits valued are the member’s
as at their leaving date. accrued benefits and any contingent spouse’s
pension payable from the scheme. A CETV

is a payment made by a pension scheme or pension is payable on retirement. For premium,
arrangement to secure pension benefits in benefits accrue at the rate of 1/60th of final
another pension scheme or arrangement when pensionable earnings for each year of service.
the member leaves a scheme and chooses Unlike classic, there is no automatic lump
to transfer the pension benefits they have sum. Classic plus is essentially a hybrid with
accrued in their former scheme. The pension benefits for service before 1 October 2002
figures shown relate to the benefits that the calculated broadly as per classic and benefits
individual has accrued as a consequence of for service from October 2002 worked out as
their total Ministerial service, not just their in premium. In nuvos a member builds up a
current appointment as a Minister. CETVs pension based on his pensionable earnings
are calculated in accordance with The during their period of scheme membership.
Occupational Pension Schemes (Transfer At the end of the scheme year (31 March) the
Values) (Amendment) Regulations 2008 and member’s earned pension account is credited
do not take account of any actual or potential with 2.3% of their pensionable earnings in
reduction to benefits resulting from Lifetime that scheme year and the accrued pension
Allowance Tax which may be due when pension is uprated in line with Pensions Increase
benefits are taken. legislation. In all cases members may opt to
give up (commute) pension for a lump sum up
The real increase in the value of the CETV to the limits set by the Finance Act 2004.
This is the element of the increase in accrued
pension funded by the Exchequer. It excludes The partnership pension account is a
increases due to inflation and contributions stakeholder pension arrangement. The
paid by the Minister. It is worked out using employer makes a basic contribution of
common market valuation factors for the start between 3% and 12.5% (depending on the
and end of the period. age of the member) into a stakeholder pension
product chosen by the employee from a panel
Civil Service Pensions of three providers. The employee does not
Pension benefits are provided through the have to contribute, but where they do make
Civil Service pension arrangements. From contributions, the employer will match these
30 July 2007, civil servants may be in one of up to a limit of 3% of pensionable salary (in
four defined benefit schemes; either a final addition to the employer’s basic contribution).
salary scheme (classic, premium or classic Employers also contribute a further 0.8%
plus); or a whole career scheme (nuvos). of pensionable salary to cover the cost of
These statutory arrangements are unfunded centrally-provided risk benefit cover (death in
with the cost of benefits met by monies voted service and ill health retirement).
by Parliament each year. Pensions payable The accrued pension quoted is the pension the
under classic, premium, classic plus and member is entitled to receive when they reach
nuvos are increased annually in line with pension age, or immediately on ceasing to be
Pensions Increase legislation. Members joining an active member of the scheme if they are
from October 2002 may opt for either the already at or over pension age. Pension age
appropriate defined benefit arrangement or a is 60 for members of classic, premium and
‘money purchase’ stakeholder pension with an classic plus and 65 for members of nuvos.
employer contribution (partnership pension
account). Further details about the Civil Service pension
arrangements can be found at the website
Employee contributions are salary-related and http://www.civilservice.gov.uk/pensions.
range between 1.5% and 6.25% of pensionable
earnings for classic and between 3.5% and Cash Equivalent Transfer Values for
8.25% for premium, classic plus and nuvos. Civil Service Pensions
Increases to employee contributions will apply
A Cash Equivalent Transfer Value (CETV) is the
from 1 April 2014. Benefits in classic accrue
actuarially assessed capitalised value of the
at the rate of 1/80th of final pensionable
pension scheme benefits accrued by a member
earnings for each year of service. In addition,
at a particular point in time. The benefits valued
a lump sum equivalent to three years initial

are the member’s accrued benefits and any Pay Multiples
contingent spouse’s pension payable from Reporting bodies are required to disclose the
the scheme. A CETV is a payment made by relationship between the remuneration of the
a pension scheme or arrangement to secure highest paid director in their organisation and
pension benefits in another pension scheme the median remuneration of the organisation’s
or arrangement when the member leaves a permanent workforce. Total remuneration
scheme and chooses to transfer the benefits includes full year equivalent salary, non-
accrued in their former scheme. The pension consolidated performance related pay, benefits-
figures shown relate to the benefits that the in-kind as well as severance payments. It does
individual has accrued as a consequence of not include employer pension contributions and
their total membership of the pension scheme, the cash equivalent transfer value of pensions.
not just their service in a senior capacity to
which disclosure applies. The banded remuneration of the highest
paid director in the Department for Business,
The figures include the value of any pension Innovation and Skills in the financial year
benefit in another scheme or arrangement 2013-14 was £170,000 - £175,000 (2012-13:
which the member has transferred to the Civil £170,000 - £175,000).
Service pension arrangements. They also
include any additional pension benefit accrued In 2013-14 one person (2012-13: three people)
to the member as a result of their buying received remuneration in excess of the highest
additional pension benefits at their own cost. paid director. Remuneration ranged from
CETVs are worked out in accordance with £16,909 to £316,900 (2012-13: £12,531 to
The Occupational Pension Schemes (Transfer £307,500). This includes Lord Currie, Chair
Values) (Amendment) Regulations 2008 and designate of the new Competition and Markets
Accountability
do not take account of any actual or potential Authority (CMA). The Chair’s appointment
reduction to benefits resulting from Lifetime was subject to the Enterprise and Regulatory
Allowance Tax which may be due when pension Reform Bill (which received Royal Assent on
benefits are taken. 25 April 2013) and to scrutiny by the Business
Innovation and Skills Select Committee. The
Real increase in CETV CMA Chair attracts a remuneration package of
This reflects the increase in CETV that is £185,070 (full year equivalent of £316,900 per
funded by the employer. It does not include the annum) for a time commitment of three days
increase in accrued pension due to inflation, per week.
contributions paid by the employee (including
the value of any benefits transferred from
another pension scheme or arrangement) and
uses common market valuation factors for the
start and end of the period.
Compensation for loss of office

No senior managers have received
compensation for loss of office.

Audited Information
Fees paid to Non-Executive Board Members

Below are the fees paid to the Non-Executive Board members for their role on the Core
Department’s Management Board. The total payments for the year to each person were in the
following ranges:
Fees for 2013-14 Fees for 2012-13

Non-executive member £000 £000
Allan Cook 21 - -
Dalton Philips 22
- -
Alan Aubrey 23
- 0-5
Dale Murray CBE 10-15 -
Professor Wendy Purcell 5-10 -
Professor Dame Ann Dowling 24
- -
Professor Dame Julia King DBE 25
5-10 10-15
Sir Andrew Witty 26
- -
21 Allan Cook was appointed as lead Non-Executive Board Member on 1 February 2014.
22 Dalton Phillips has chosen not to be remunerated.
23 Alan Aubrey has chosen not to be remunerated.
24 Professor Dame Ann Dowling was appointed as a Non-Executive Board Member on 1 February 2014.
25 Professor Dame Julia King DBE, stood down on completion of her term on 23 July 2013.
26 Sir Andrew Witty stood down on 31 December 2013, on completion of his term, and chose not to be remunerated.
Martin Donnelly
Principal Accounting Officer and Permanent Secretary
1 July 2014

Strategic Report
The Department has worked to deliver policies which promote long-term, sustainable growth
throughout the course of this Parliament. During the Spending Review we have continued to
prioritise spending on what matters most. This has been achieved through reductions in our
running costs, increasing capital investment and overseeing significant policy reforms in Higher
Education, consumer protection and a sale of 60% of the Government’s holding in Royal Mail.
Detailed information on the Department’s financial position can be found in the Director General’s
Financial Review in the following pages. Information on the causes for variances in outturn against
estimate, commentary on contingent liabilities and a range of other in depth financial information
can be found in the Statement of Parliamentary Supply.
Information on how the Department has performed against its key performance indicators has
been provided throughout the performance report. A full disclosure of performance, including
additional commentary on each metric, can be found at https://www.gov.uk/government/
collections/bis-performance-indicators.
The Department has continued to prioritise sustainability in the running of the estate and ensured
it remains at the heart of policy making. This year we have achieved a significant reduction in
Greenhouse Gas Emissions, water usage, waste and domestic flights leading to the successful
completion of all the Department’s Greening Government Commitments. Information on
sustainable policy making has been provided throughout the report, with detailed data on page
232. The Department is committed to good practice in respect to human rights, social and
community issues. We ensure that suppliers are selected on an ethically sound basis and consider
the effect on the wider population during the implementation of policy – such our investment
in smaller community Post Office branches. Our Green Guardians network is also active within
the local community, promoting events, and supporting a local community allotment. Further
references to the information mentioned in the Strategic Report can be found below:
Strategic Report Index

Topic Key Information Chapter Page No.
Financial The financing implications of significant (4) Consolidated 86
Management changes in the department’s objectives and Accounts
activities, its investment strategy and our long
term liabilities
Financial A comparison of outturn against Estimate, (4) Consolidated 98
Performance a reconciliation of net resource expenditure Accounts
between Estimates, budgets and accounts
and commentary on the Department’s
significant remote contingent liabilities.
Our Reporting A description of the reporting entities within (4) Consolidated 210
Boundary the Departmental accounting boundary. Accounts
Sustainability Information on environmental matters, social, (2) How we have 51
community and human rights issues performed
Performance Progress against our key performance (2) How we have Progress against our business plan is
indicators performed reported for each group, and is included
in the wider group review information
starting on page 14
Martin Donnelly
1 July 2014

Director General’s Financial Review
Introduction
Over the course of this Parliament, BIS is delivering policies to support long-term, sustainable
growth in the UK economy, while reforming its delivery model and financial strategy to meet the
challenges of fiscal consolidation.
Four main factors are driving changes to our spending compared with previous years. These are:
• The Government’s programme of fiscal consolidation, to which we are contributing through
reforming our delivery model and reducing our running costs and programme cash expenditure
throughout the Parliament;
• Continuing to work with partners such as HEFCE and the Student Loans Company to implement
reforms to higher education funding, reducing teaching grant payments and increasing
funding provided through income contingent student loans. This trend is reflected in increased
provisions this year in non-cash and Annually Managed Expenditure budgets;
• New banking interventions with the establishment of the Green Investment Bank and an
increase in the scale of activities to be undertaken by the British Business Bank, which have
contributed to increases this year in our resource and capital DEL spending;
• The sale of the majority shareholding and refinancing of Royal Mail and its pension fund.
The Department’s total outturn in 2013-14 was £27,098 million. The combination of the factors
above have led to an overall increase of £851 million (3%) on the previous year’s outturn of
£26,247 million which also increased by 4% over 2011-12.
The table below summarises the trends in the Department’s spending this year compared to the
previous two years. All figures are presented as reported in that year’s accounts:
Type of Spend 2011-12 2012-13 2013-14

outturn (£m) outturn (£m) outturn (£m)
DEL cash total 17,373 16,684 17,029
o/w Resource DEL programme cash 15,482 14,819 14,245
o/w Resource DEL admin cash 738 625 628
o/w Capital DEL 1,153 1,240 2,156
Resource DEL programme non-cash 3,719 3,725 5,688
Resource DEL admin non-cash 69 61 54
AME resource (1,420) (356) (348)
AME capital 5,469 6,129 4,675
Total 25,188 26,247 27,098
Trends in DEL Cash Programmes

Excluding non-cash costs, the 2013-14 total DEL outturn of £17,029 million is an increase of 2% on
the previous year’s outturn of £16,684 million, and close to the 2011-12 level of £17,373 million.
Over the three year period, resource DEL budgets (programme plus administration) have
continued to fall year-on-year. This reflects the continued delivery of savings agreed at Spending
Review 2010, including the reduction of grant funding for Higher Education (HE) and Further
Education (FE), streamlining the Department’s administrative budgets, and delivering additional
savings required by HM Treasury at consecutive fiscal events. Within this, the Department has
delivered a number of high-priority policy reform initiatives.

In contrast to these reductions to resource DEL is the significant additional capital investment
awarded to the Department at Autumn Statement 2012 and Budget 2013 to deliver new priority
programmes in support of the Government’s growth agenda and Industrial Strategy. These
programmes include funding to:
• Launch and upscale the Green Investment Bank and British Business Bank, helping ensure
businesses, particularly small and medium sized, can access finance and support, and
foster green investments;
• Scale up capital investment in science and research, such as on Research Council
infrastructure;
• Increase capital investment in Further Education colleges and Higher Education institutions.
Administration Costs and Reform

The net DEL resource outturn in 2013-14 includes administration costs of £682 million compared
with £686 million in 2012-13 (decrease of £4 million), £813 million in 2011-12 (decrease of £131
million, 17%), and £903 million in 2010-11 (decrease of £221 million, 25% all in nominal terms).
Across this Parliament the Department is reducing its administration budget by about half (around
£0.5 billion in real terms versus 2009-10). At the end of 2013-14 we had completed 90% of this
reduction, with total administration outturn falling slightly from £686 million to £682 million. We
continued to streamline the complexity of our organisation and deliver key efficiency and reform
projects that will reduce the cost base in future years.
The year saw significant progress made on the Corporate Services Portfolio, a four-year savings
programme focused on reform and modernisation of corporate services. This is the third year of
the programme and the year in which a number of ambitious change projects are being landed.
Within the overall numbers £18 million has been invested in 2013-14 which is expected to yield
substantial future savings each year. Projects achieving significant progress include:
• A complete redesign of the functionality of the Department’s ICT system which, once bedded in,
will radically change our ways of working, significantly lower costs and raise staff productivity
(£7 million);
• Streamlining of Finance and HR functions, enabled by completion of phase one of our shared
services strategy and implementation of an Enterprise Performance Management Information
System (£8 million); and
• Continued rationalisation of Estates across the BIS family that will reduce leasehold interests
from 181 to 75, saving £85 million over the Parliament (£2 million). Additionally, an innovative
leasehold liability transfer programme has been taken forward with a commercial partner to
further reduce residual estates liabilities into the next spending period.
Higher Education Reform and Implications for the Accounts

Last year’s Annual Report and Accounts described changes which continue to increase the net
value of assets on the balance sheet. This trend has continued in 2013-14, and is largely a result
of reforms reducing grants to higher education providers and increasing income-contingent HE
student loans (increase of £2,734 million, 9%).
Higher education reforms have also led to increased provisions this year in non-cash
Departmental Expenditure Limit (DEL) and Annually Managed Expenditure (AME) budgets, in order
to compensate for increases in impairment charges of loans to students. These movements are
explained below.

HE Student Loan Valuation Model
The Department uses the student loan valuation model to estimate the likely future cash flows
relating to student loans, and therefore the provisions required in the current year. Impairments
made on loans issued in the year is known as the Resource and Accounting Budget (RAB)
charge. Adjustments made to previously issued loans, to ensure the carrying value of these loans
is not greater than the value of estimated future cash flows, is known as the stock charge. The
Department anticipates a significant proportion of the face value of loans not to be repaid as
graduates may not reach and exceed the repayment earnings threshold sufficiently to repay the
loan over the period of the loan.
The RAB and stock charges are volatile and sensitive to changes in macroeconomic forecasts of
earnings growth and inflation made by the Office for Budgetary Responsibility, and modelling of
graduate earnings paths. The value of loans and estimated impairment charges are also affected
by the continuous refinement of the student loans modelling process as more actual repayment
experience is gained.
The accuracy of modelling has improved through better use of historical repayment and earnings
data. The RAB charge for post-2012 HE reform loans is now estimated to be around 45%. Total
impairments of new and existing loans in 2013-14 were £6,141 million (2012-13 £3,919 million).
Impairments on pre-2012 HE reform loans, including the costs of the cap on interest rates
operating for a further period, were £3,165 million (2012-13: £3,183 million).
When setting budgets, the Department must anticipate the outcome of the forecasts and
modelling changes and agree cover with HM Treasury to ensure the required Parliamentary
approval is in place for a range of eventual scenarios. In 2013-14, the Department received
£6.7 billion from HM Treasury in DEL non-cash and AME budgets to cover the impact of the
changes above, of which £3.4 billion was utilised as follows:
Budget type Received Utilised Not utilised

DEL non-cash £5.5bn £2.6bn £2.9bn
AME £1.2bn £0.8bn £0.4bn
Total £6.7bn £3.4bn £3.3bn
Budget cover was set to reflect a reasonable maximum requirement, rather than a central estimate
forecast. The 2013-14 impairment turned out to be lower than this maximum for two main
reasons. Firstly, the value of impairments (RAB and stock charges) of student loans arising from
the modelling changes was lower than maximum anticipated at the time of the supplementary
estimate (£1.5 billion of the variance). Secondly, macroeconomic forecasts produced by the Office
of Budget Responsibility did not reflect the reasonable worst-case scenario anticipated in our
impairment contingency planning (£1.3 billion of the variance).

Annually Managed Expenditure (AME)
HM Treasury defines AME budgets as ones covering costs that are demand-led, potentially
volatile, and so large that departments could not be expected to absorb costs within DEL
budgets. The Department’s ability to manage AME budgets is limited particularly in the short term.
As a result they are estimated to cover a reasonable maximum requirement.
As shown in the Statement of Parliamentary Supply, our 2013-14 net AME outturn this year was
£4,327 million, an decrease compared with the prior year’s outturn of £5,773 million.
There were increased AME costs this year arising from increased student loan outlays and
impairments as the higher value post-2012 reform loans are incurred (£9,047 million compared
with £7,133 million in the previous year), and the introduction of a new HE budget risk-sharing
arrangement with HM Treasury that spreads additional costs over 30 years for BIS.
However, these were offset by one-off income streams arising from the sale of the Government’s
controlling stake in Royal Mail plc (£1.95 billion). Capital AME income also emerged this year
from further one off disposals of Royal Mail Pension Scheme legacy assets (£1.27 billion,
compared with nil in 2012-13).
Variance Against Supplementary Estimate

The Department has a variance against the Estimate of £6.2 billion.
Driver of unutilised resource £bn

Student loans impairments charges 3.3
Unbudgeted receipts 1.2
Unutilised contingencies 0.8
Repayment of Post Office Limited working capital loan 0.3
Underspends in other activities 0.6
Total 6.2
• Student Loans Impairments (RAB & Stock) charges

£3.3 billion of the budget for student loan impairments was not utilised in the year. This is
explained in more detail under the heading ‘HE Student Loan Valuation Model’ above.
• Unbudgeted receipts
£1.1 billion of income was received from disposals of Royal Mail Pension Scheme legacy assets
not forecast at the time of the Supplementary Estimate, BIS also recognised dividend payments
(£0.1 billion) due from its holding in URENCO in 2013-14.
• Contingencies
Contingencies were agreed with HM Treasury that were not utilised in the year, as there were no
unforeseen shocks or fluctuations.
• Post Office Limited Working Capital Loan
BIS provides short-term loans to Post Office Limited (POL), to support the daily working capital
needs of its branches. At the year-end the POL did not utilise any of the available facility.
• Underspends in other activities
Combined residual underspends across all budget types, including volatile and unpredictable
AME expenditure.

Balance Sheet and Cash
The extract shows some of the trends that contribute to the changing shape of the Department’s
balance sheet.
Balance sheet item 2012-13 2013-14

2012-13 value 2013-14 value percentage of percentage of
(£billion) (£billion) net assets (%) net assets (%)
Student loan book 30.7 33.3 71 76
Fixed assets (land, IT) and working capital 4.4 3.5 10 8
Launch investments 1.8 1.6 4 4
Green Investment Bank investments 0.1 0.4 - 1
Royal Mail Group shareholding and financing 2.4 (100% 1.6 (30% 5 4
holding) holding)
Shares in public bodies such as Post Office Limited 0.8 (excl. 0.8 2 2
Royal Mail)
Provisions and financial guarantees (1.3) (1.3) (3) (3)
Other financial assets 4.6 3.8 11 8
Total £43.5 £43.7 100% 100%
Assets
The value of student loan assets, and their share of the balance sheet, has increased year-on-year
as expected.
Other assets comprise a range of loans and investments such as launch investments and
investments made by the Green Investment Bank. The Department also holds shares in a range of
public bodies, and retains a 30% stake in Royal Mail Group.
Balances relating to fixed assets such as buildings and IT, and working capital, have reduced
year-on-year, as the Department continues to rationalise its estate.
Liabilities
Liabilities have remained constant year-on-year. Provisions and financial guarantees represent the
largest proportion of total liabilities, and cover a range of activities. Further details can be found in
the notes to the financial statements.
Cash
BIS’s cash outlay increased by £1.1 billion, from £22.3 billion in 2012-13 to £23.4 billion in
2013-14. This is primarily due to increased cash invested in student loans, but also reflects
additional funds for new market interventions from the Green Investment Bank and activities to be
undertaken by the British Business Bank.
Outturn against the Net Cash Requirement was £2.8 billion lower than Estimate due to proceeds
from the disposal of the 70% holding in Royal Mail plc (£1.6 billion), and £1 billion receipt from an
early disposal of pension assets held for sale.
Looking Forward
Over the next two years, the Department will need to continue delivering significant savings
agreed as part of the fiscal consolidation programme, while ensuring delivery of challenging and
ambitious Government reforms. Pressure on the Department’s budgets means that there is very
little flexibility to manage new demands or unexpected costs.
The Department will need to maintain focus on a wide ranging and complex reform agenda,
including:
• Continuing to deliver the Government’s reform agenda across Further Education and Higher
Education, including lifting the cap on HE student numbers announced at Autumn Statement
2013 and managing the increased cost volatility associated with this;

• Ensuring that the Green Investment Bank and British Business Bank continue to scale
up effectively;
• Scaling up investment in innovation and science programmes, to maintain the Government’s
push to support the commercialisation of cutting edge research;
• Ensuring that administration budgets continue to deliver cost savings while maintaining the
reliability of the architecture underpinning the Department’s complex reform agenda, and;
• Stabilising our operational functions across the BIS family in order to deliver programmes and
fully realise the benefits from our IT and Shared Services reforms.
On administration, we anticipate that 2014-15 will be an even more challenging year requiring
further savings in order for BIS to live within our administration control total. To achieve this
we must complete and embed the final stages of the reform programme including further
organisational restructuring in partner bodies.
We are additionally committed to a further £80 million reduction to the administration budget in
2015-16, as part of the 2013 Spending Review settlement. We will create a new ‘Invest to Save’
fund in 2014-15 and take forward the next wave of savings and efficiencies projects.
Howard Orme
Director General, Finance and Commercial
Other information
Pension liabilities
The Department’s staff can become members of one of the Principal Civil Service Pension
Schemes (PCSPS). The Department’s employer’s contributions into the Schemes are reflected
in the Accounts within Staff Costs. The PCSPS are unfunded multi-employer defined benefit
schemes and the Department is consequently unable to identify its share of the underlying assets
and liabilities. There is, therefore, no reflection of the Schemes on the Department’s Statement of
Financial Position although some smaller funded and unfunded schemes are recognised. Further
details can be found in Note 1.14 to the Accounts.
Payment of suppliers
The Department’s policy is to comply with the Institute of Credit Management’s Prompt Payment
Code, of which the Department is an approved signatory. Whilst the Department’s standard terms
and conditions for the supply of goods or services specify payment within 30 days of receipt of a
valid invoice the Department aims to pay all valid invoices within five working days of receipt. In
2013-14 99.1% (2012-13 99.6%) of undisputed invoices were paid within the 30 day target and
97.7% of undisputed invoices were paid within five working days (94.8% paid in five working days
in 2012-13).
The proportion of the aggregate amount owed to Trade Creditors at the year-end compared with
the aggregate amount invoiced by suppliers during the financial year in terms of days equalled
nine days.
Charging Policy
The Core Department provides only a limited number of services for which it charges fees. Any
such fees are set to comply with the cost allocation and charging requirements set out in HM
Treasury and Office of Public Sector Information guidance.
The Insolvency Service sets its fees to recover costs. It has a range of fees covering three areas:
case administration, where fees reflect the average costs of administering bankruptcy cases and
compulsory company liquidation cases and also the average cost of completing debt relief orders;
insolvency practitioner regulation, where fees include the cost of authorising and monitoring
insolvency practitioners and registering individual voluntary arrangements; and estate accounting
where fees reflect the cost of financial transactions on insolvency cases using the Insolvency
Services Account.

Details of charging policies relating to Partner Organisations may be found in their published
accounts.
Charitable Donations
BIS did not make any charitable donations. Details of charitable donations made by Partner
Organisations may be found in their published accounts.
As part of the transaction to sell shares in Royal Mail plc, a donation of £70,421 was made by
Equinity (on behalf of the Secretary of State) to the British Postal Museum and Archives (BPMA).
This donation was taken from the cash proceeds generated through the sale of shares in Royal
Mail Group.
Events after the Reporting Period

Please see Note 27 of the Consolidated Accounts for information on events after the reporting
period.
Auditors
These financial statements have been audited, under the Government Resources and Accounts
Act 2000, by the Comptroller and Auditor General (C&AG), who is appointed under statute and
reports to Parliament. His certificate and report is included in the accounts on page 94. The
external audit cost of the Departmental Group was £2,659,621 comprising £1,042,500 notional
and £1,617,121 cash. The external audit costs of the UK Atomic Energy Authority Pension
Scheme Accounts was a further £14,000 notional.
Disclosure of Audit Information

As Accounting Officer, as far as I am aware there is no relevant audit information of which the
Department’s auditors are unaware. I have taken all of the steps that I ought to have taken to
make myself aware of any relevant audit information and to establish that the Department’s
auditors are aware of that information.
Martin Donnelly
1 July 2014

Statement of Accounting Officer’s Responsibilities
Under the Government Resources and Accounts Act 2000 (the GRAA), HM Treasury has
directed the Department for Business, Innovation and Skills to prepare, for each financial year,
consolidated accounts detailing the resources acquired, held or disposed of, and the use
of resources, during the year by the Department (inclusive of its executive agencies) and its
sponsored non-departmental and other arms length public bodies designated by order made
under the GRAA by Statutory Instrument 2013 no 488, as amended by Statutory Instrument
2013 no 3187 (together known as the ‘Departmental Group’, consisting of the Department and
sponsored bodies listed in Note 30 to the accounts).
The accounts are prepared on an accruals basis and must give a true and fair view of the state of
affairs of the Department and the Departmental Group and of the net resource outturn, changes in
taxpayers’ equity and cash flows of the Departmental Group for the financial year.
In preparing the accounts, the Accounting Officer of the Department is required to comply with
the requirements of the Government Financial Reporting Manual and in particular to:
• observe the Accounts Direction issued by HM Treasury, including the relevant accounting and
disclosure requirements, and apply suitable accounting policies on a consistent basis;
• ensure that the Department has in place appropriate and reliable systems and procedures to
carry out the consolidation process;
• make judgements and estimates on a reasonable basis, including those judgements involved in
consolidating the accounting information provided by non-departmental and other arms length
public bodies;
• state whether applicable accounting standards as set out in the Government Financial Reporting
Manual have been followed, and disclose and explain any material departures in the accounts; and
• prepare the accounts on a going concern basis.
HM Treasury has appointed the Permanent Head of the Department as Accounting Officer of the
Department for Business, Innovation and Skills. The Accounting Officer of the Department has
also appointed the Chief Executives or equivalents of its sponsored non-departmental and other
arms length public bodies as Accounting Officers of those bodies.
The Accounting Officer of the Department is responsible for ensuring that appropriate systems
and controls are in place to ensure that any grants that the Department makes to its sponsored
bodies are applied for the purposes intended and that such expenditure and the other income
and expenditure of the sponsored bodies are properly accounted for, for the purposes of
consolidation, within the accounts. Under their terms of appointment, the Accounting Officers of
the sponsored bodies are accountable for the use, including the regularity and propriety, of the
grants received and the other income and expenditure of the sponsored bodies.
The responsibilities of an Accounting Officer, including responsibility for the propriety and
regularity of the public finances for which the Accounting Officer is answerable, for keeping
proper records and for safeguarding the assets of the Department for Business, Innovation and
Skills or non-departmental or other arms length public body for which the Accounting Officer is
responsible, are set out in Managing Public Money published by HM Treasury.

The Certificate and Report of The Comptroller and Auditor
General to The House Of Commons
The Certificate of The Comptroller and Auditor General to The House Of Commons
I certify that I have audited the financial statements of the Department for Business, Innovation
and Skills and of its Departmental Group for the year ended 31 March 2014 under the
Government Resources and Accounts Act 2000. The Department consists of the core Department
and its agencies. The Departmental Group consists of the Department and the bodies designated
for inclusion under the Government Resources and Accounts Act 2000 (Estimates and Accounts)
Order 2013. The financial statements comprise: the Department’s and Departmental Group’s
Statements of Comprehensive Net Expenditure, Financial Position, Cash Flows, Changes in
Taxpayers’ Equity; and the related notes. I have also audited the Statement of Parliamentary
Supply and the related notes. These financial statements have been prepared under the
accounting policies set out within them. I have also audited the information in the Remuneration
Report that is described in that report as having been audited.
Respective responsibilities of the Accounting Officer and auditor

As explained more fully in the Statement of Accounting Officer’s Responsibilities, the Accounting
Officer is responsible for the preparation of the financial statements and for being satisfied
that they give a true and fair view. My responsibility is to audit, certify and report on the
financial statements in accordance with the Government Resources and Accounts Act 2000. I
conducted my audit in accordance with International Standards on Auditing (UK and Ireland).
Those standards require me and my staff to comply with the Auditing Practices Board’s Ethical
Standards for Auditors.
Scope of the audit of the financial statements

An audit involves obtaining evidence about the amounts and disclosures in the financial
statements sufficient to give reasonable assurance that the financial statements are free from
material misstatement, whether caused by fraud or error. This includes an assessment of: whether
the accounting policies are appropriate to the Department’s and the Departmental Group’s
circumstances and have been consistently applied and adequately disclosed; the reasonableness of
significant accounting estimates made by the Accounting Officer; and the overall presentation of the
financial statements. In addition I read all the financial and non-financial information in the Annual
Report to identify material inconsistencies with the audited financial statements and to identify
any information that is apparently materially incorrect based on, or materially inconsistent with, the
knowledge acquired by me in the course of performing the audit. If I become aware of any apparent
material misstatements or inconsistencies I consider the implications for my certificate.
I am required to obtain evidence sufficient to give reasonable assurance that the Statement of
Parliamentary Supply properly presents the outturn against voted Parliamentary control totals and
that those totals have not been exceeded. The voted Parliamentary control totals are Departmental
Expenditure Limits (Resource and Capital), Annually Managed Expenditure (Resource and Capital),
Non-Budget (Resource) and Net Cash Requirement. I am also required to obtain evidence sufficient
to give reasonable assurance that the expenditure and income recorded in the financial statements
have been applied to the purposes intended by Parliament and the financial transactions recorded
in the financial statements conform to the authorities which govern them.
Opinion on regularity
In my opinion, in all material respects:
• the Statement of Parliamentary Supply properly presents the outturn against voted
Parliamentary control totals for the year ended 31 March 2014 and shows that those totals have
not been exceeded; and
• the expenditure and income recorded in the financial statements have been applied to the
purposes intended by Parliament and the financial transactions recorded in the financial
statements conform to the authorities which govern them.

Opinion on financial statements
In my opinion:
• the financial statements give a true and fair view of the state of the Department’s and the
Departmental Group’s affairs as at 31 March 2014 and of the Department’s net operating cost
and Departmental Group’s net operating cost for the year then ended; and
• the financial statements have been properly prepared in accordance with the Government
Resources and Accounts Act 2000 and HM Treasury directions issued thereunder.
Emphasis of matter – uncertainties inherent in the valuation of student loans

Without qualifying my opinion, I draw attention to the disclosures made in notes 1.23 and 14.1 to
the financial statements concerning the uncertainties inherent in the valuation of student loans. As
set out in these notes, given the long term nature for the recovery of loans and the number and
volatility of the assumptions underpinning their valuation, a considerable degree of uncertainty
remains over the recoverable amounts of the loans issued. Significant changes to the valuation
could occur as a result of subsequent information and events which are different from the current
assumptions adopted by the Department. My report on pages 96 to 97 provides further details.
Opinion on other matters

In my opinion:
• the part of the Remuneration Report to be audited has been properly prepared in accordance
with HM Treasury directions made under the Government Resources and Accounts Act 2000;
and
• the information given in the sections entitled How we have performed, Ministers and
Departmental Board, Strategic Report and Director General’s Financial Review for the financial
year for which the financial statements are prepared is consistent with the financial statements.
Matters on which I report by exception

I have nothing to report in respect of the following matters which I report to you if, in my opinion:
• adequate accounting records have not been kept or returns adequate for my audit have not
been received from branches not visited by my staff; or
• the financial statements and the part of the Remuneration Report to be audited are not in
agreement with the accounting records and returns; or
• I have not received all of the information and explanations I require for my audit; or
• the Governance Statement does not reflect compliance with HM Treasury’s guidance.
Sir Amyas C E Morse

7 July 2014
Comptroller and Auditor General
National Audit Office
157-197 Buckingham Palace Road
Victoria
London SW1W 9SP

Report on accounts
Introduction
1. The Department for Business, Innovation and Skills (BIS) is the department responsible for
encouraging economic growth. The Department invests in skills and education to promote
trade, boost innovation and help people to start and grow a business. The Department also
protects consumers and acts to reduce the impact of regulation.
2. The main cash flows of the Department relate to grants to the Higher Education and Further
Education providers, grant-in-aid to Arm’s Length Bodies and internal administrative
expenditure. The Department’s main source of receipts is funding from other government
departments and the EU.
3. The Department prepares its financial statements in accordance with the Government
Financial Reporting Manual (FReM) and HM Treasury directions issued under the Government
Resources and Accounts Act 2000. Under the FReM, the Department is required to apply
International Financial Reporting Standards as adapted or interpreted for the public sector.
Purpose of Report
4. I have produced this report to draw attention to two events which have had a significant
impact on the financial statements in 2013-14. These are revisions to management’s estimate
for the carrying value of the student loan book and the privatisation of Royal Mail.
5. The valuation of student loan book is a complex process, which is subject to inherent
uncertainties. The Department introduced a new model to value the loan book in 2014.
This report briefly describes the conclusions of my November 2013 report Student loan
repayments1, and explains the impact that the Department’s new model has had on the
financial statements and our audit.
6. Without qualifying my audit opinion, I have modified my audit certificate to include an
Emphasis of Matter paragraph which highlights management’s disclosures about the
uncertainty inherent in the estimation of the carrying value of student loans.
7. In October 2013, the Department sold the majority of its holding share in Royal Mail. This
report also sets out the conclusions of my April 2014 report The Privatisation of Royal Mail2,
and describes the impact this sale has had on the Department’s financial statements.
Student loans valuation

8. In my report, Student loan repayments, I examined whether the Department’s approach for
collecting student loans is maximising the value of the loan book for the taxpayer.
9. I concluded that the use of HM Revenue & Customs’ existing tax system brings clear benefits
for efficient collection from borrowers who work and pay tax in the UK. The Department, the
Student Loans Company and HMRC work together in a joined-up way but the Department
needs to make better use of data to drive its collection strategy and better understand
where it could invest to maximise the value of the loan book. Differences between actual and
forecast loan repayments indicated that the loan book was not performing as BIS expected.
10. I also concluded that, given the expanding size of the loan book, the Department needs to
take a more energetic and thought through approach to maximising its value to the taxpayer,
irrespective of whether it chooses to retain the whole loan book or sell tranches to investors.
Until the Department has a robust strategy for maximising collection, improves its information
on borrowers, and can more accurately forecast how much should be collected each year, it is
not well placed to secure value for money.
1 Comptroller and Auditor General, Student loan repayments, Session 2013-14, HC 818, National Audit Office, November 2013
2 Comptroller and Auditor General, The Privatisation of Royal Mail, Session 2013-14, HC 1182, National Audit Office, April 2014.

11. In the Department’s financial statements at 31 March 2014, the student loan book has a face
value of £54 billion, impaired to a carrying value of £33 billion. The Department developed
and introduced a new model to value the loan book in the 2013-14 financial statements,
as part of its process of continually updating its estimate. The new approach has reduced
the Department’s valuation, creating an additional impairment of the existing stock of loans
of nearly £2 billion. It has also increased the Resource and Budgeting (RAB) charge (the
impairment of loans paid out during the year) from under 40 per cent to around 45 per cent, an
additional cost of around £800 million per year.
12. The Department has provided an explanation of the new model and the impact it has had
on the valuation of the loans in Note 14.1 of the financial statements. Further information
on the model, including on the assumptions used in the forecasting, can be found on the
Department’s website. My audit of the Department’s 2013-14 financial statements has
included extensive testing of this new model, including testing of the integrity, structure and
logic of the model, as well as the assumptions which underpin it. I have concluded that the
new model is able to forecast repayments with more precision than the previous approach,
and has been introduced to make greater use of the data that now exists as the loan
book matures. Testing of the model’s accuracy against historic repayments shows it to be
substantially more accurate in its short term forecasts.
13. Following recent reforms to student funding, the value of the loan book will rise at a rapid
pace. Matters that are not material now are therefore likely to become more significant in
future, and the model will need to keep pace as the total value of the loans increases.
The Privatisation of Royal Mail

14. In my Report, The Privatisation of Royal Mail, I examined whether the Department achieved
its sale objectives, while protecting the taxpayers’ interests. The findings of my Report are
considered in the Department’s Governance Statement found on pages 60 to 73.
15. There are a number of impacts of privatisation on these financial statements, including
a retrospective reclassification by the Office for National Statistics (ONS) of the holding
company, Postal Services Holding Company Limited (POSH), into central government and
therefore within the Departmental accounting boundary. As a result, the prior period figures
have been adjusted to account for this restatement. Details can be found in Note 29.
16. The proceeds of the sale of £1.98 billion are recognised as a Special Dividend in the Core
Department’s Statement of Comprehensive Net Expenditure, alongside the balance of cash
in the Escrow Account (£1.2 billion). Details of the net gain on disposal of £281 million can be
found in Note 14.5.
Sir Amyas C E Morse

Comptroller and Auditor General
National Audit Office
157-197 Buckingham Palace Road
Victoria
London SW1W 9SP
7 July 2014

Statement of Parliamentary Supply
In addition to the primary statements prepared under IFRS, the Government Financial Reporting
Manual (FReM) requires BIS to prepare a Statement of Parliamentary Supply and supporting notes
to show resource and capital outturn against the Supply Estimate presented to Parliament, in
respect of each budgetary control limit.
Summary of Resource and Capital Outturn 2013-14

£’000 2012-13
2013-14 restated
Voted
outturn
compared
with
Estimate:
saving/
Estimate Outturn (excess) Outturn
SoPS
Note Voted Non-Voted Total Voted Non-Voted Total Total
Departmental
Expenditure Limit
– Resource 2.1 23,543,621 (250) 23,543,371 20,614,963 (250) 20,614,713 2,928,658 19,004,981
– Capital 2.2 2,508,781 - 2,508,781 2,156,605 - 2,156,605 352,176 261,924
Annually
Managed
Expenditure
– Resource 2.1 292,297 478,145 770,442 (741,790) 393,412 (348,378) 1,034,087 (356,320)
– Capital 2.2 8,965,247 (2,442,995) 6,522,252 6,654,716 (1,979,829) 4,674,887 2,310,531 6,128,724
Total Budget 35,309,946 (1,965,100) 33,344,846 28,684,494 (1,586,667) 27,097,827 6,625,452 25,039,309
Non-Budget
– Resource 2.1 - - - - - - - 3,635
Total 35,309,946 (1,965,100) 33,344,846 28,684,494 (1,586,667) 27,097,827 6,625,452 25,042,944
Total Resource 2.1 23,835,918 477,895 24,313,813 19,873,173 393,162 20,266,335 3,962,745 18,652,296
Total Capital 2.2 11,474,028 (2,442,995) 9,031,033 8,811,321 (1,979,829) 6,831,492 2,662,707 6,390,648
Total 35,309,946 (1,965,100) 33,344,846 28,684,494 (1,586,667) 27,097,827 6,625,452 25,042,944
Net Cash Requirement 2013-14

£’000 2012-13
2013-14 2013-14 restated
Voted
outturn
compared
with
Estimate:
SoPS saving/
Note Estimate Outturn (excess) Outturn
Net cash 4 26,258,251 23,425,462 2,832,789 22,305,034
requirement
Administration Costs 2013-14

£’000
2012-13
2013-14 2013-14 restated
Estimate Outturn Outturn

Total Administration costs 713,574 681,867 685,829

Figures in the areas outlined in bold are voted totals or other totals subject to Parliamentary
control. In addition, although not a separate voted limit, any breach of the administration budget
will also result in an excess vote.
Prior year outturn has been restated to reflect the Machinery of Government change to transfer
the outturn associated with the Royal Mail Statutory Pension Scheme out of the Department, and
the retrospective reclassification of three entities by the Office for National Statistics as Central
Government bodies.
Explanations of variances between Estimate and outturn are given in SoPS Note 2.
The Notes on pages 100 to 111 form part of these Accounts.

Statement of Parliamentary Supply Notes
SoPS 1. Statement of accounting policies
The Statement of Parliamentary Supply and supporting notes have been prepared in accordance
with the 2013-14 Government Financial Reporting Manual (FReM) issued by HM Treasury. The
Statement of Parliamentary Supply accounting policies contained in the FReM are consistent with
the requirements set out in the 2013-14 Consolidated Budgeting Guidance and Supply Estimates
Guidance Manual at
https://www.gov.uk/government/publications/consolidated-budgeting-guidance and
https://www.gov.uk/government/publications/supply-estimates-guidance-manual
1.1 Accounting convention

The Statement of Parliamentary Supply (SoPS) and related notes reflect HM Treasury budget
control and Supply Estimates. The aggregates across government are measured using National
Accounts, prepared in accordance with the ‘European System of Accounts’ (ESA95). ESA95 is
in turn consistent with the System of National Accounts (SNA93), which is prepared under the
auspices of the United Nations.
The budgeting system and the consequential presentation of Supply Estimates and the Statement
of Parliamentary Supply and related notes have different objectives to IFRS-based accounts.
The system supports the achievement of macro-economic stability by ensuring that public
expenditure is controlled, with relevant Parliamentary authority, in support of the Government’s
fiscal framework. The system provides incentives to departments to manage spending well so as
to provide high quality public services that offer value for money to the taxpayer.
The Government’s objectives for fiscal policy are set out in the Charter for Budget Responsibility
at https://www.gov.uk/government/publications/charter-for-budget-responsibility.
These are to:
• ensure sustainable public finances that support confidence in the economy, promote
intergenerational fairness, and ensure the effectiveness of wider government policy; and
• support and improve the effectiveness of monetary policy in stabilising economic fluctuations.
1.2 Restatement of outturn

Prior year outturn is restated where a function has transferred to (or from) the department from (or
to) another during the year, or where entities have been retrospectively reclassified in or out of the
boundary by the Office for National Statistics. This ensures that outturn for that function or entity
is presented consistently from year to year.
1.3 Comparison with IFRS-based accounts

Many transactions are treated in the same way in National Accounts and IFRS-based accounts,
but there are a number of differences.
• PFI and other Service Concession arrangements
The National Accounts basis for recognising service concession arrangements is broadly
similar to UK-GAAP, applying a risk-based test to determine the financial reporting. IFRS-based
recognition of service concession arrangements (IFRIC 12) is determined using control tests,
which can result in a different on/off balance sheet treatment.

• Capital Grants
Grant expenditure used for capital purposes are treated as capital (CDEL) items in the Statement
of Parliamentary Supply. Under IFRS, as applied by the FReM, there is no distinction between
capital grants and other grants, and they score as an item of expenditure in the Consolidated
Statement of Comprehensive Net Expenditure (CSoCNE). Payments in settlement of financial
guarantees are classified as capital grants for budgeting purposes. In financial accounting these
are treated as balance sheet movements and do not impact on the performance statement.
• Equity Withdrawals
Dividends received from investments will always be recorded as resource income in IFRS-based
accounts, but they will occasionally be recorded as capital equity withdrawals (repayment of
capital from an investee to the department) in the SoPS where the dividend is greater than the
investee profits for the current reporting period and previous two periods.
• Prior Period Adjustments (PPAs)
PPAs resulting from an error in previous recording, or from an accounting policy change initiated
by the department, need to be voted by Parliament in the current year, whereas in IFRS-based
accounts (IAS 8) they are treated as adjustments to previous years. PPAs resulting from a change
in accounting policy brought in by a new or modified accounting standard are not included in
Estimates, so there is no misalignment.
• Receipts in excess of HM Treasury agreement
This applies where HM Treasury has agreed a limit to income retainable by the department, with
any excess income scoring outside of budgets, and consequently outside of the SoPS. IFRS-
based accounts will record all of the income, regardless of the budgetary limit. This situation
may arise in the following areas: (i) profit/loss on disposal of assets; (ii) income generation above
department Spending Review settlements; and (iii) income received above netting-off agreements.
• Provisions – Administration and Programme expenditure
Provisions recognised in IFRS-based accounts are not recognised as expenditure for National
Accounts purposes until the actual payment of cash is recognised. To meet the requirements of
both accounting and National Accounts, additional data entries are made in the SoPS across AME
and DEL control totals, which do not affect the CSoCNE. As the Administration control total is a
sub-category of DEL, Administration and Programme expenditure reported in the Statement of
Parliamentary Supply will differ from that reported in the IFRS-based accounts.
A reconciliation between the IFRS-based accounts and the SoPS is provided in SoPS Notes 3.1
and 3.2.
1.4 Reconciliation between Estimates and accounts

The following reconciling items are included in Note 3.1:
• Capital Grants – these are grants paid out by members of the group for capital purposes and
score to the capital budget. These are accounted for as resource items in financial accounts.
• Utilisation of Financial Guarantees – financial guarantees are capital items, and movements in
valuation are accounted for through the balance sheet. The release of these guarantees scores
to the resource budget, but not as an expense in financial accounts.
• Share of profit/loss of joint ventures and associates – the share of profit or loss from joint
ventures is accounted for as resource income in the financial accounts, but is recognised as
non-budget for budgeting purposes.
• Minority Interest – the recognition of the minority interest share in organisations is treated as
non-budget for budgeting purposes.

• Adjustments for components with different reporting dates – where an entity has a different
reporting date from the core department, financial accounting data is consolidated at that date.
Budgeting data is collected up to the core department’s reporting date, giving rise to timing
differences between the financial and budgeting outturn data.
• Amortisation of financial guarantees – amortisation of financial guarantees is treated as resource
in financial accounts, but is treated as a capital movement in budgets.
• Launch investments realised – income realised in respect of launch investments is accounted for
as income in the financial accounts, but is treated as a capital receipt for budgeting purposes
when cash is received.
• Clawback Income – this is treated as resource income in financial accounts, but as capital
income for budgeting purposes.
• Non-budget, non-voted items in respect of BIS (Postal Services Act 2011) Company Limited and
B Company Limited – certain activities of the BIS (Postal Services Act 2011) Company Limited
and B Company Limited are accounted for as income and expense in the financial accounts.
There is an agreement with HM Treasury that these activities should be classified as non-budget
for budgeting purposes.
• Adjustment for components not consolidated – for those entities not consolidated on the
grounds of materiality, there are slight differences arising on the activities included in the budget
outturn, and that consolidated in to the financial statements. These differences are treated as
reconciling items.
• Prior year adjustment – PPAs are recognised in the year identified for budgeting purposes, but
are treated as changes to the prior year outturn in the financial accounts.
• Capital gains on disposal – Gains or losses on disposal are recognised in resource expenditure
in the financial accounts. In particular circumstances, such as privatisation, these gains or
losses should score to the capital budget.
• Impact of intra-group transactions – in financial accounts all intra-group transactions are
eliminated. For budgeting purposes the Estimates manual requires intra-group transactions to
eliminate only if those transactions are within the same budget class. Consequently items that
eliminate in financial accounts do not necessarily eliminate for budgeting purposes, giving rise
to reconciling differences.

SoPS 2. Net Outturn
SoPS 2.1 Analysis of net resource outturn by section
2012-13
2013-14 restated
£’000 £’000
Outturn Estimate Outturn
Net total
compared
Net total with
compared Estimate,
with adjusted for
Gross Income Net Gross Income Net Total Net Total Estimate virements Total
Annual Report and Accounts 2013-14

Spending in Departmental Expenditure Limit by section
Voted
A Science and Research 3,144 - 3,144 431,041 - 431,041 434,185 491,139 56,954 14,782 469,370
B Innovation, Enterprise and Business 2,682 (20) 2,662 317,081 (27,385) 289,696 292,358 512,747 220,389 19,220 213,516
C Market Frameworks 13,805 (10,871) 2,934 191,982 (70,013) 121,969 124,903 89,208 (35,695) - 109,165
D Higher Education - - - 7,372,666 (148,358) 7,224,308 7,224,308 10,191,298 2,966,990 2,784,597 5,130,778
E Further Education - - - 114,306 (732,242) (617,936) (617,936) (585,344) 32,592 40,570 (631,748)
F Capability 331,435 (53,254) 278,181 30,863 (3,675) 27,188 305,369 395,041 89,672 20,825 312,363
G Government as Shareholder - - - 383,927 (33,681) 350,246 350,246 426,057 75,811 39,590 340,228
H Science and Research (NDPB) net 93,640 - 93,640 4,515,131 - 4,515,131 4,608,771 4,575,015 (33,756) - 4,605,003
I Innovation, Enterprise and Business (NDPB) net 20,313 - 20,313 418,047 - 418,047 438,360 329,869 (108,491) 1,160 377,345
J Market Frameworks (NDPB) net 19,215 - 19,215 66,050 - 66,050 85,265 95,781 10,516 334 85,478
K Higher Education (NDPB) net 69,128 - 69,128 3,124,361 - 3,124,361 3,193,489 3,004,309 (189,180) - 3,978,430
L Further Education (NDPB) net 120,004 - 120,004 3,918,249 - 3,918,249 4,038,253 3,984,760 (53,493) 3,815 4,137,092
M Capability (NDPB) net 68,595 - 68,595 - - - 68,595 - (68,595) 983 -
N Government as Shareholder (NDPB) net 4,301 - 4,301 64,496 - 64,496 68,797 33,741 (35,056) 2,782 (122,208)
Total Voted 746,262 (64,145) 682,117 20,948,200 (1,015,354) 19,932,846 20,614,963 23,543,621 2,928,658 2,928,658 19,004,812
Non voted
O Capability (Contingency Fund Advance) - (250) (250) - - - (250) (250) - - 169
Total Non Voted - (250) (250) - - - (250) (250) - - 169
Total spending in Departmental Expenditure Limit 746,262 (64,395) 681,867 20,948,200 (1,015,354) 19,932,846 20,614,713 23,543,371 2,928,658 2,928,658 19,004,981
103
2012-13
104
2013-14 restated
£’000 £’000
Net total
compared
Net total with
compared Estimate,
with adjusted for
Gross Income Net Gross Income Net Total Net Total Estimate virements Total
Annually Managed Expenditure by section
Voted
P Science and Research - - - 33,807 - 33,807 33,807 41,405 7,598 5,989 82,127
Q Innovation, Enterprise and Business - - - (95,613) (65,175) (160,788) (160,788) (142,437) 18,351 18,351 (35,666)
R Market Frameworks - - - 65,297 - 65,297 65,297 107,532 42,235 937 38,773
S Higher Education - - - 792,352 (1,326,948) (534,596) (534,596) 361,272 895,868 873,770 (904,330)
T Further Education - - - (25) (677) (702) (702) 20 722 722 (18)
U Capability - - - (34,760) (6) (34,766) (34,766) (31,242) 3,524 107 (9,346)
V Government as Shareholder - - - 109 (193) (84) (84) (106,224) (106,140) 21,770 52,012
W Science and Research (NDPB) net - - - (24,689) - (24,689) (24,689) (8,230) 16,459 16,459 43,373
X Innovation, Business and Enterprise (NDPB) net - - - 2,417 - 2,417 2,417 1,198 (1,219) 62 -
Y Market Frameworks (NDPB) net - - - (825) - (825) (825) (2,410) (1,585) 328 (11,740)
Z Higher Education (NDPB) net - - - 33,209 - 33,209 33,209 11,522 (21,687) 1 (13,441)
AA Further Education (NDPB) net - - - 10,715 - 10,715 10,715 19,868 9,153 9,153 (13,321)
AB Government as Shareholder (NDPB) net - - - (130,672) - (130,672) (130,672) 39,923 170,595 86,225 -
AC Capability (NDPB) Net - - - (113) - (113) (113) 100 213 213 -
Total Voted - - - 651,209 (1,392,999) (741,790) (741,790) 292,297 1,034,087 1,034,087 (771,577)
Non voted
AD Market Frameworks - - - 316,071 - 316,071 316,071 370,200 54,129 54,129 415,257
AE Government as Shareholder - - - 125,871 (48,530) 77,341 77,341 107,945 30,604 30,604 -
Total Non Voted - - - 441,942 (48,530) 393,412 393,412 478,145 84,733 84,733 415,257
Total spending in Annually Managed Expenditure - - - 1,093,151 (1,441,529) (348,378) (348,378) 770,442 1,118,820 1,118,820 (356,320)
Non-budget
Voted
AF Prior Period Adjustments - - - - - - - - - - 3,635
Total 746,262 (64,395) 681,867 22,041,351 (2,456,883) 19,584,468 20,266,335 24,313,813 4,047,478 4,047,478 18,652,296

The non-cash elements of budgets are ring-fenced and the budgetary rule is outturn cannot
be vired from non-cash to near cash budget lines; this can give rise to nominal underspends
after virement.
A contingencies fund advance of £1.6 million was paid to the department in the year in respect
of the establishment of the Competition and Markets Authority. This advance was subsequently
repaid in the year.
Net resource outturn

The Department had a net resource outturn (voted DEL and AME spend less income) of
£19,873 million, which represents 83% of the final Estimate allocation of £23,836 million and an
underspend of £3,963 million. The main factor (£3,300 million) contributing to the underspend was
lower than anticipated impairments arising from updated modelling of repayments and macro-
economic forecasts provided by the Office for Budget Responsibility being applied to the Student
Loan Book later in the year. The Department agreed a significant Reserve Claim with HM Treasury
at the Supplementary Estimate to ensure it was covered for a maximum reasonable level of
exposure to impairment costs.
Variance between resource DEL outturn and Estimate
The net voted resource DEL outturn of £20,615 million represents 88% of the final Estimate
allocation of £23,544 million. The most significant reasons for the net resource DEL underspend
are given below.
• Science and Research (Estimate lines A and H)
The key components of Science and Research are the activities of the seven Research Councils,
research activities of the Higher Education Funding Council for England (HEFCE), the UK Space
Agency and the United Kingdom Atomic Energy Authority.
The outturn on Lines A and H was £23.2 million (0.5%) less than Estimate. This was driven by
naturally occurring small underspends across a range of Science programmes.
• Innovation, Enterprise and Business (Estimate lines B and I)
The key components of Innovation, Enterprise and Business are the activities of the Technology
Strategy Board and the Core Department’s Launch Investments and Financial Guarantees.
The outturn in Lines B and I was £112 million (13%) less than Estimate. £38 million of the
underspend is attributable to funds allocated to pay compensation to Energy Intensive Industries
disproportionately affected by Carbon Price Floor. Delays in receipt of State Aid clearance from
the European Commission prevented compensation being paid in 2013-14. A further £25 million
was allocated to an MoD/Industry development programme proposal which is no longer being
taken forward and £27 million was attributable to Industrial Strategy programmes. The remainder
of underspend is attributable to a range of different Business Support programmes, many of
which are demand-driven, or support research and development, and are consequently subject to
some forecasting uncertainty.
• Market Frameworks (Estimate lines C and J)
The key components of Market Frameworks are the activities of the Insolvency Service, the
Competition Commission and the Advisory, Conciliation and Arbitration Service.
The outturn on Lines C and J was £25 million (14%) more than Estimate. Budgets were re-aligned
with BIS priorities in-year and not reflected in the Supplementary Estimate.
• Higher Education (Estimate lines D and K)
The key components of Higher Education are teaching and learning grants of HEFCE and
the student support system of loans and grants, including the activities of the Student Loans
Company.

The outturn on Lines D and K was £2,778 million (21%) less than Estimate. The main factor
(£2,783 million) contributing to the underspend was lower than anticipated impairments (RAB &
Stock charges) arising from updated modelling of repayments and macro-economic forecasts
provided by the Office of Budget Responsibility being applied to the value of student loans. BIS
agreed a significant Reserve Claim at Supplementary Estimate to ensure it was covered for the
maximum reasonable level of exposure to these impairment costs. A small overspend on Student
Support programmes will be covered by underspends elsewhere in the Department.
• Further Education (Estimate lines E and L)
The key components of Further Education are the activities of the Skills Funding Agency and UK
Commission for Employment and Skills.
The outturn on Lines E and L was £21 million (0.6%) more than the Estimate of £3,399 million. The
overspend in Resource DEL is matched by a corresponding underspend in Capital DEL. This has
arisen because of a legacy budgeting issue which has been corrected this year.
• Capability (Estimate lines F and M)
The largest contributor to Capability is the Core Department.
The outturn on Lines F and M was £21 million (5%) less than Estimate, due to unutilised
Department’s Core Admin Non-cash Budget. A £69 million difference exists between Lines F
and M due to a mismatch in the classification of funds paid to our Shared Service Provider. The
budget appears in Line F and the corresponding expenditure appears in Line M.
• Government as Shareholder (Estimate lines G and N)
The key elements of Government as Shareholder are the activities of the Green Investment Bank,
BIS (Postal Services Act 2011) Company Limited and BIS (Postal Services Act 2011) B Company
Limited.
The outturn at year end was £41 million (9%) less than Estimate. Underspends against Royal Mail
transaction costs were partially offset by an overspend on Post Office Network Reform payments.
Variance between voted resource AME outturn and Estimate

AME budgets are volatile and are therefore challenging to forecast accurately.
The £1,034 million underspend was primarily driven by changes to student loan outlay; there are
two large programme lines relating to student loans of around £1,200 million, the impairment
charges for the HE Reform income contingent loans (expenditure) and the unwinding of effective
interest (income). The notional income forecast was higher than budget due to increases in loans
paid to students at alternative providers.

SoPS 2.2 Analysis of net capital outturn by section
2012-13
2013-14 restated
£’000 £’000
Net total
compared
Net total with
compared Estimate,
with adjusted for
Gross Income Net Net Estimate virements Net
Spending in Departmental Expenditure
Limit by section
Voted
A Science and Research 143,746 (112,000) 31,746 65,831 34,085 1 (22,547)
B Innovation, Enterprise and Business 283,588 (276,251) 7,337 522,115 514,778 57,562 (60,650)
C Market Frameworks 42,048 257 42,305 45,240 2,935 2,935 57,721
D Higher Education 147 (1,647) (1,500) 25,000 26,500 1,646 (517)
E Further Education 250 - 250 8,000 7,750 1,493 4,732
F Capability 18,048 (9) 18,039 4,900 (13,139) 10 15,113
G Government as Shareholder 76,903 - 76,903 362,545 285,642 45,123 113,263
H Science and Research (NDPB) net 821,173 - 821,173 573,479 (247,694) 125,174 603,386
I Innovation, Enterprise and Business 138,374 - 138,374 61,985 (76,389) 1 37,334
(NDPB) net
J Market Frameworks (NDPB) net 2,553 - 2,553 7,340 4,787 4,787 1,195
K Higher Education (NDPB) net 115,869 - 115,869 69,346 (46,523) - 80,995
L Further Education (NDPB) net 397,083 - 397,083 442,000 44,917 10,098 290,608
M Capability (NDPB) net 7,256 - 7,256 1,000 (6,256) 1 -
N Government as Shareholder (NDPB) net 499,217 - 499,217 320,000 (179,217) 103,345 (858,709)
Total spending in Departmental 2,546,255 (389,650) 2,156,605 2,508,781 352,176 352,176 261,924
Expenditure Limit
Annually Managed Expenditure
by section
Voted
P Science and Research - - - - - - -
Q Innovation, Enterprise and Business - - - - - - -
R Market Frameworks - - - - - - -
S Higher Education 10,001,564 (1,594,728) 8,406,836 8,795,678 388,842 132,182 6,243,384
T Further Education 72,737 (5) 72,732 - (72,732) 5 -
U Capability - - - - - - -
V Government as Shareholder 1,142,000 (1,905,521) (763,521) 66,285 829,806 829,806 (61,368)
W Science and Research (NDPB) net (1,108) - (1,108) - 1,108 1,108 (57,492)
X Innovation, Enterprise and Business - - - - - - -
(NDPB) net
Y Market Frameworks (NDPB) net - - - - - - -
Z Higher Education (NDPB) net - - - 103,284 103,284 - (2,133)
AA Further Education (NDPB) net 3,197 - 3,197 - (3,197) 100,088 6,333
AB Government as Shareholder (NDPB) net (1,063,420) - (1,063,420) - 1,063,420 1,247,342 -
AC Capability (NDPB) net - - - - - - -
Total Voted 10,154,970 (3,500,254) 6,654,716 8,965,247 2,310,531 2,310,531 6,128,724
Non voted
AD Market Frameworks - - - - - - -
AE Government as Shareholder (1,479,829) (500,000) (1,979,829) (2,442,995) (463,166) (463,166) -
Total Non voted (1,479,829) (500,000) (1,979,829) (2,442,995) (463,166) (463,166) -
Total spending in Annually Managed 8,675,141 (4,000,254) 4,674,887 6,522,252 1,847,365 1,847,365 6,128,724
Expenditure
Total 11,221,396 (4,389,904) 6,831,492 9,031,033 2,199,541 2,199,541 6,390,648
Variance between voted capital DEL outturn and Estimate
The net voted capital DEL outturn represents 86% of the final Estimate allocation of £2,508
million. The most significant reasons for the net capital DEL underspend are given below.
• Science and Research (Estimate lines A and H)
The outturn on Lines A and H was £214 million (33%) more than Estimate. This was due to an
increase in the Science Capital Budget which was not vired at the Supplementary Estimate.
This overspend is covered by significant underspends against the unvired budget elsewhere in
the Department.
• Innovation, Enterprise and Business (Estimate lines B and I)
The outturn on Lines B and I was £438 million (75%) less than Estimate. This includes the unvired
Science and Research Budget not vired at Spring Supplementary, above.
• Market Frameworks (Estimate lines C and J)
The outturn on Lines C and J was £8 million (15%) less than Estimate. This was due to
underspends on the Regional Growth programme.
• Higher Education (Estimate lines D and K)
The outturn on Lines D and K was £20 million (21%) more than Estimate. This is due to a
reallocation of resources, late in the financial year to cover pressures in the budget. This was not
reflected in the Supplementary Estimate due to timing.
• Further Education (Estimate lines E and L)
The outturn on Lines E and L was £53 million (12%) less than Estimate. This is, in part, due
to a reduction in Skills Funding Agency Capital Grants budget which was not reflected fully
in the Supplementary. An underspend in Skills Funding Agency Capital DEL is matched by a
corresponding overspend in Resource DEL. This has arisen because of a legacy budgeting issue
which has been corrected this year.
• Capability (Estimate lines F and M)
The outturn on Lines F and M was £19 million (329%) more than Estimate, due to increased
expenditure on the Department’s Infrastructure, including improving our IT across the Department
and implementing an Enterprise Performance Management system to improve financial reporting.
This reallocation of resources has been covered by underspends elsewhere in the Department.
• Government as Shareholder (Estimate lines G and N)
The outturn on Lines G and N was £106 million (16%) less than Estimate. This is due to other
investments that were initially expected to be treated as acquisitions. Following the change in
accounting policy the investments did not incur any budgetary impact.
Variance between voted capital AME outturn and Estimate
The outturn on voted capital AME was £2,311 million (26%) less than Estimate. Of this,
£291 million relates to the accounting for Post Office Loans. This is the provision of working
capital to the Post Office network and is very difficult to forecast. £472 million relates to the
repayment of the Royal Mail Shareholder Loan. An additional £1,270 million relates to disposals
of BIS (Postal Services Act 2011) Company Limited assets, which HM Treasury clarified scored as
AME Capital. The Company’s activities continue to be volatile and hard to forecast given the funds
and investments which are managed by a number of private sector entities.

SoPS 3. Reconciliation of outturn to net operating cost and
against Administration Budget
SoPS 3.1 Reconciliation of net resource outturn to net operating cost
2013-14 2012-13
restated
£’000 £’000
Note Outturn Outturn
Total resource outturn Budget SoPS 2.1 20,266,335 18,648,661
in Statement of
Parliamentary Supply
Non-Budget SoPS 2.1 - 3,635
20,266,335 18,652,296
Add: Capital grants 1,463,524 808,414
Other:
Utilisation of financial guarantees 22 36,194 56,157
Share of profit/loss of joint ventures and associates - 8,214
Share of minority interest (455) -
Adjustments for components with different reporting dates - 2,753
Less: Amortisation of Financial Guarantees 22 (29,294) (26,536)

Launch investments realised and Venture Capital income 7 (123,346) (108,984)
Clawback income - (2,486)
Non-budget, non voted items in respect of BIS (Postal (292,327) (383,041)
Services Act 2011) Company Limited and B Company Limited
Postal Services Holdings net profit on disposal of Royal Mail (303,821) -
Other:
Impact of intra group transactions (2,486) (1,139)
Adjustments for components not consolidated - (19)
Prior year adjustment - (3,635)
Net Operating Cost in Consolidated Statement of Comprehensive Net Expenditure 21,014,324 19,001,994
The prior year comparatives present the Net Operating Cost as reported at 31 March 2013. This
has been restated following a series of changes in accounting policy, machinery of government
change, and reclassifications within the boundary.
SoPS 3.2 Outturn against final Administration Budget and Administration net
operating costs
2013-14 2012-13
SoPS restated
Note £’000 £’000
Estimate – Administration costs limit 713,574 685,829
Outturn – Gross Administration Costs 2.1 746,262 736,806
Outturn – Gross Income relating to administration costs 2.1 (64,395) (50,977)
Outturn – Net administration costs 681,867 685,829
Reconciliation to operating costs:
Add:
Contingencies Fund Advance Expenditure - 169
Less:
Provisions utilised (28,731) (33,397)
Impact of intra group transactions (857) (604)
Share of profit/loss of joint ventures and associates - (97)
Adjustments for components not consolidated - (974)
Other differences (124) (55)
Administration Net Operating Costs 652,155 650,871

SoPS 4. Reconciliation of Net Resource Outturn to Net
Cash Requirement
2013-14
Net total
outturn
compared
with Estimate:
saving/
SoPS Estimate Outturn (excess)
Note £’000 £’000 £’000
Resource Outturn 2.1 24,313,813 20,266,335 4,047,478
Capital Outturn 2.2 9,031,033 6,831,492 2,199,541
33,344,846 27,097,827 6,247,019
Accruals to cash adjustments:
Adjustments to remove non-cash items:
Depreciation (8,404,729) (31,746) (8,372,983)
New provisions and adjustments to previous provisions (1,204,903) 27,554 (1,232,457)
Prior Period Adjustments - - -
Other non-cash items (500) (5,777,470) 5,776,970
Adjustments for NDPBs:
Remove voted resource and capital (13,663,680) (14,533,632) 869,952
Add cash grant-in-aid 13,893,156 13,612,202 280,954
Green Investment Bank share purchase - 156,000 (156,000)
Adjustments to reflect movements in working balances:
Increase/(decrease) in receivables - 266,051 (266,051)
(Increase)/decrease in payables 225,000 (371,863) 596,863
Use of provisions 103,961 53,167 50,794
Financial guarantees called in - 29,357 (29,357)
Financial liabilities realised - 8,043 (8,043)
24,293,151 20,535,490 3,757,661
Removal of non-budget voted items - (316,071) 316,071
Consolidated Fund Standing Services 300,000 - 300,000
Other adjustments:
Payments to Consolidated Fund 1,665,100 3,205,793 (1,540,693)
Advances from Contingencies Fund - 250 (250)
Net cash requirement 26,258,251 23,425,462 2,832,789
A Contingencies Fund advance of £1.6 million was paid to the Department in the year in respect
of the establishment of the Competition and Markets Authority. This advance was subsequently
repaid in the year.

SoPS 5. Income payable to the Consolidated Fund
SoPS 5.1 Analysis of income payable to the Consolidated Fund
In addition to income retained, the following income is payable to the Consolidated Fund (cash
receipts being shown in italics):
Outturn Outturn
2013-14 2012-13
£’000 £’000
Income Receipts Income Receipts
Operating income outside the ambit of the Estimate 4,477,738 4,477,925 14,330,696 14,330,668
Total income payable to the Consolidated Fund 4,477,738 4,477,925 14,330,696 14,330,668
During 2013-14, £1.2 billion (2012-13: £14 billion) was paid to the Core Department by BIS (Postal
Services Act 2011) Company Limited in respect of investment income received and the proceeds
from asset sales.
£3.2 billion was paid to the Consolidated Fund arising from the sale of shares in Royal Mail plc.
Of this, £1.95 billion represented disposal proceeds received by Postal Services Holding
Company Limited (PSH), formerly Royal Mail Holdings plc, and the remaining £1.25 billion
represented retained earnings held by PSH in a custodian account at the start of the year.
The income and receipts are payable to the Consolidated Fund.

Primary Statements
Consolidated Statement of Comprehensive Net Expenditure
for the year ended 31 March 2014
2013-14 2012-13 restated
£’000 £’000
Core Department Departmental Core Department Departmental
Note Core Department and Agencies Group Core Department and Agencies Group
Administration costs
Staff costs 3 178,160 188,662 404,571 173,875 183,523 408,095
Other costs 4 194,402 202,852 320,929 150,439 158,435 317,257
Income 7 (55,299) (62,805) (73,345) (46,125) (53,236) (74,481)
Total administration costs 317,263 328,709 652,155 278,189 288,722 650,871
Programme expenditure
Staff costs 3 4,865 73,550 712,941 4,224 73,169 685,683
Other costs 5 9,953,930 10,355,469 23,551,774 7,067,980 7,431,147 21,283,569
Income 7 (2,684,931) (2,763,834) (3,862,684) (2,178,507) (2,263,710) (3,579,591)
Special dividends 7 (3,205,793) (3,205,793) - - - -
Public Dividend Capital dividends 7 (39,407) (39,407) (39,407) (35,591) (35,591) (35,591)
less minority interest 5 - - (455) - - (2,947)
Grant in aid to NDPBs 5 13,612,202 13,612,202 - 14,003,179 14,003,179 -
Total programme costs 17,640,866 18,032,187 20,362,169 18,861,285 19,208,194 18,351,123
Net operating costs for the period 17,958,129 18,360,896 21,014,324 19,139,474 19,496,916 19,001,994
Total expenditure 23,943,559 24,432,735 24,989,760 21,399,697 21,849,453 22,691,657
Total income (5,985,430) (6,071,839) (3,975,436) (2,260,223) (2,352,537) (3,689,663)
Net operating costs for the period 17,958,129 18,360,896 21,014,324 19,139,474 19,496,916 19,001,994
Non operating activities
Loss/(gain) on net assets 6 45,645 45,645 46,077 (16,554) (16,378) (28,639,325)
transferred
Loss arising from the cancellation - - - - - 10,974,865
of gilts
Loss arising from the cancellation - - - - - 35,580
of accrued income
Non operating (gains)/losses 45,645 45,645 46,077 (16,554) (16,378) (17,628,880)
Net expenditure for the period 18,003,774 18,406,541 21,060,401 19,122,920 19,480,538 1,373,114
Other Comprehensive Net
Income and Expenditure
Items that will not be reclassified to
net operating costs:
Net (gain)/loss on:
– revaluation of property, plant (4,573) (12,352) (83,996) (18,404) (24,722) (96,334)
and equipment
– revaluation of intangible assets - - 5,627 - (15) 40,770
Items that may be reclassified
subsequently to net operating
costs:
Net (gain)/loss on:
– revaluation of investments 246,891 246,891 (1,811,599) (58,632) (58,632) (906,721)
– actuarial (gains)/losses - - (98,265) - - 72,462
– other movements in fair value - 2,381 6,831 14 (1,555) 5,790
Total other comprehensive net 242,318 236,920 (1,981,402) (77,022) (84,924) (884,033)
income and expenditure
Total comprehensive expenditure 18,246,092 18,643,461 19,078,999 19,045,898 19,395,614 489,081
for the period

Consolidated Statement of Financial Position
as at 31 March 2014
31 March 2014 31 March 2013 restated 1 April 2012 restated
£’000 £’000 £’000
Core Core Core
Core Department Departmental Core Department Departmental Core Department Departmental
Note Department and Agencies Group Department and Agencies Group Department and Agencies Group
Non-current
assets:
Property, plant 8 97,042 294,441 2,772,969 140,341 330,182 2,762,528 112,865 297,414 2,677,642
and equipment
Investment 9 - - 317,631 - - 366,614 - - 41,287
properties
Intangible assets 10 3,526 9,561 171,140 3,237 11,676 193,003 2,511 11,267 275,784
Investment and 13 1,212,247 1,212,247 857,375 2,032,449 2,032,449 3,114,288 2,418,831 2,418,831 2,841,690
loans in public
bodies
Other financial 14 33,190,216 33,190,216 38,246,812 31,022,373 31,022,373 34,557,407 28,339,375 28,339,375 30,486,114
assets
Derivative - - 4,314 - 176 611 - (538) 4,184
financial
instruments
Trade and other 15 271,880 254,068 275,077 220,396 182,264 206,907 214,892 131,760 170,392
receivables
Total non- 34,774,911 34,960,533 42,645,318 33,418,796 33,579,120 41,201,358 31,088,474 31,198,109 36,497,093
current assets
Current assets:
Inventories - - 1,807 - - 1,319 258 258 1,498
Non current 16 - - 29,540 - - 4,726 - - 4,661
assets held
for sale
Trade and other 15 813,111 847,612 1,479,280 596,650 647,756 1,180,267 1,366,363 1,449,990 1,915,364
receivables
Investments and 17 1,222 1,222 1,222 291,166 291,166 291,166 499,166 499,166 499,166
loans in public
bodies
Other financial 14 2,146,000 2,146,000 2,334,275 1,806,000 1,806,000 2,472,346 1,713,000 1,713,000 1,841,443
assets
Derivative - (1,875) (9,577) - 331 6,389 14 (510) 4,856
financial
instruments
Cash and cash 18 730,129 800,588 1,567,050 610,348 660,082 2,833,333 415,657 482,533 1,146,765
equivalents
Total current 3,690,462 3,793,547 5,403,597 3,304,164 3,405,335 6,789,546 3,994,458 4,144,437 5,413,753
assets
Total assets 38,465,373 38,754,080 48,048,915 36,722,960 36,984,455 47,990,904 35,082,932 35,342,546 41,910,846
Current
liabilities:
Trade and other 19 (1,470,248) (1,577,591) (2,835,454) (994,757) (1,067,202) (2,270,576) (2,137,543) (2,234,290) (3,624,196)
payables
Provisions 20 (59,589) (63,665) (122,039) (45,323) (49,921) (98,687) (53,154) (56,603) (102,706)
Financial 22 (38,556) (38,556) (46,508) (47,547) (47,547) (48,707) (82,762) (82,762) (84,044)
guarantees
Other financial 23 (10,278) (10,278) (10,278) (9,295) (9,295) (9,295) (4,809) (4,809) (4,809)
liabilities
Total current (1,578,671) (1,690,090) (3,014,279) (1,096,922) (1,173,965) (2,427,265) (2,278,268) (2,378,464) (3,815,755)
liabilities
Non-current 36,886,702 37,063,990 45,034,636 35,626,038 35,810,490 45,563,639 32,804,664 32,964,082 38,095,091
assets plus/
less net
current assets/
liabilities
Non-current
Liabilities:
Trade and other 19 (3,239) (3,252) (88,609) (501,289) (501,289) (573,396) (1,100,090) (1,100,090) (1,167,241)
payables
Provisions 20 (578,322) (612,877) (938,372) (666,099) (717,253) (1,016,356) (587,444) (634,698) (961,233)
Financial 22 (127,426) (127,426) (148,476) (151,512) (151,512) (183,089) (153,166) (153,166) (183,289)
guarantees

£’000 £’000 £’000
Core Core Core
Note Department and Agencies Group Department and Agencies Group Department and Agencies Group
Retirement 21 - - 54,732 - - (50,868) - - 6,375

benefit
obligations
Other financial 23 (233,187) (233,187) (233,187) (242,726) (242,726) (242,726) (212,781) (212,781) (212,781)
liabilities
Total non- (942,174) (976,742) (1,353,912) (1,561,626) (1,612,780) (2,066,435) (2,053,481) (2,100,735) (2,518,169)
current
liabilities
Total assets less 35,944,528 36,087,248 43,680,724 34,064,412 34,197,710 43,497,204 30,751,183 30,863,347 35,576,922
liabilities
Taxpayers’
equity and other
reserves:
General fund 35,602,684 35,699,680 37,528,361 33,480,005 33,571,020 39,140,226 30,243,798 30,318,107 32,545,331
Revaluation 341,844 387,568 5,553,102 584,407 626,690 3,756,018 507,385 545,240 2,802,981
reserve
Charitable funds - - 555,117 - - 556,118 - - 184,158
Minority interest - - 44,144 - - 44,842 - - 44,452
Total equity 35,944,528 36,087,248 43,680,724 34,064,412 34,197,710 43,497,204 30,751,183 30,863,347 35,576,922
Martin Donnelly
1 July 2014

Consolidated Statement of Cash Flows
2013-14 2012-13 restated
£’000 £’000
Core Core
Department Departmental Department Departmental
Note and Agencies Group and Agencies Group
Cash flows from operating activities
Net operating cost (18,360,896) (21,014,324) (19,496,916) (19,001,994)
Adjustments for non-cash admin expenditure 4 24,405 54,403 16,313 60,792
Adjustments for non-cash programme expenditure 5 6,197,683 6,054,465 3,715,799 3,996,165
Adjustment for non-cash programme income 7 (1,576,291) (1,581,781) (1,217,802) (1,220,305)
Adjustment for other non-cash transactions - (280) - -
Adjustment for non-cash pension costs - 22,770 - 3,122
(Increase)/Decrease in inventories - (488) 258 (1,021)
Less movements in inventories relating to items not passing - (1) (258) 942
through the Consolidated Statement of Comprehensive
Net Expenditure
(Increase)/decrease in trade and other receivables 15 (271,660) (367,183) 751,730 684,257
Less movements in receivables relating to items not passing 303,081 299,695 827,297 909,162
Net Expenditure
Increase/(decrease) in trade and other payables 19 12,352 80,091 (1,765,889) (1,939,523)
Less movements in payables relating to items not passing 350,102 365,352 427,786 420,515
Net Expenditure
Adjustment for proceeds from Royal Mail shareholding disposal (1,957,538) (1,957,538) - -
Adjustment for retained earnings received from Postal (1,248,255) - - -
Services Holding Company Limited
Excess of dividend receipts over share of profit recognised in - 345 - -
income
Use of provisions 20 (53,167) (104,593) (49,864) (96,573)
Financial guarantees called in 22 (29,357) (36,194) (49,206) (56,157)
Financial liabilities realised 23 (8,043) (8,043) (3,427) (3,427)
Expenditure funded by the National Insurance Fund (RPS) 5 316,071 316,071 415,257 415,257
Payments for funded and unfunded pensions 21 - 230 - (180)
Employers contributions for funded pensions - (27,899) - -
Net cash outflow from operating activities (16,301,513) (17,904,902) (16,428,922) (15,828,968)
Cash flows from investing activities
Purchase of property, plant and equipment (24,342) (249,840) (33,483) (221,795)
Purchase of investment property 9 - (3,311) - (4,768)
Purchase of intangible assets (1,826) (51,227) (3,261) (26,345)
Proceeds of disposal of property, plant and equipment 2,386 35,302 - 2,815
Proceeds of disposal of investment property - 131,204 - 361,235
Proceeds of disposal of intangible assets - 12 - 53
Proceeds of disposal of assets held for sale - 5,773 - 156
Loan redeemed from Post Office Limited 17 1,433,000 1,433,000 5,286,000 5,286,000
Repayments of other current loans and investments 17 166 166 166 166
Repayments of other non current loans and investments 472,738 469,076 8,607 8,607
Repayment of HE loans 1,353,656 1,353,656 1,593,995 1,593,995
Proceeds from disposal of student loans 127,738 127,738 - -
Repayment of FE loans 14 5 5 - -
Launch investment receipts 131,364 131,364 104,268 104,268
Venture Capital Fund redemption 26,031 26,031 17,299 17,299
Repayments of other loans and investments 30,904 3,795,285 6,824 14,121,095
Launch investments loans issued (36,742) (36,742) (69,598) (69,598)
Venture capital fund investments (69,267) (69,267) (46,829) (46,829)

2013-14 2012-13 restated
£’000 £’000
Core Core
Department Departmental Department Departmental
Note and Agencies Group and Agencies Group
HE loans issued (9,131,222) (9,131,222) (7,415,243) (7,415,243)
FE loans issued (72,737) (72,737) - -
Public Dividend Capital issued 13 - - (6,700) (6,700)
Proceeds from disposal of Royal Mail shareholding 1,957,538 1,957,538 - -
Retained earnings from Postal Services Holding 1,248,255 - - -
Company Limited
Loans made to Post Office Limited 17 (1,142,000) (1,142,000) (5,078,000) (5,078,000)
Investment in shares (156,000) - (184,091) -
Other investments and loans made (62,840) (1,153,146) (63,100) (1,142,521)
Net cash outflow from investing activities (3,913,195) (2,443,342) (5,883,146) 7,483,890
Cash flows from financing activities
From Consolidated Fund (supply) – current year 23,570,927 23,570,927 22,530,095 22,530,095
Advances from the Contingencies Fund 1,658 1,658 250 250
Repayments to the Contingencies Fund (1,908) (1,908) - -
From the National Insurance Fund 316,071 316,071 415,257 415,257
Payments to the National Insurance Fund (316,071) (316,071) (415,257) (415,257)
Grant received in Charitable Reserve - (68) - -
Repayment of loans from the National Loans Fund (519,913) (519,913) (634,627) (634,627)
(including interest and commitment fees)
Repayment of National Loans Fund loans by Royal Mail 519,913 519,913 634,627 634,627
(including interest and commitment fees)
Capital element of payments in respect of finance leases (4,711) (6,091) (581) (2,116)
and on-balance sheet PFI contracts
Capital contributions from non-controlling interests - (243) - 3,337
Inflows from third party interest in Consolidated Funds - 375 - -
Disposal of shares - (10) - -
Net Financing 23,565,966 23,564,640 22,529,764 22,531,566
Effects of exchange rates on foreign currency cash and cash - (868) - 663
equivalents
Cash transfers in the year - - 7,365 1,869,929
Net increase/(decrease) in cash and cash equivalents in 3,351,258 3,215,528 225,061 16,057,080
the period before adjustment for receipts and payments to
the Consolidated Fund
Receipts due to the Consolidated Fund which are outside the 1,271,982 923 14,330,668 7,668
scope of the Department’s activities
Payments of amounts due to the Consolidated Fund (4,482,734) (4,482,734) (14,378,180) (14,378,180)
Net increase/(decrease) in cash and cash equivalents in 140,506 (1,266,283) 177,549 1,686,568
the period after adjustment for receipts and payments to
the Consolidated Fund
Cash and cash equivalents at the beginning of the period 18 660,082 2,833,333 482,533 1,146,765
(restated)
Cash and cash equivalents at the end of the period 18 800,588 1,567,050 660,082 2,833,333

Statement of Changes in Taxpayers’ Equity (Core Department)
Charitable
Funds – Charitable
Revaluation Taxpayers’ Restricted/ Funds – Total
General Fund Reserve equity Endowment unrestricted Reserves
Note £’000 £’000 £’000 £’000 £’000 £’000
Balance at 1 April 2012 (restated) 30,243,798 507,385 30,751,183 - - 30,751,183
Net parliamentary funding – drawn down 22,530,093 - 22,530,093 - - 22,530,093
Agency funding (353,567) - (353,567) - - (353,567)
Net parliamentary funding – deemed 362,736 - 362,736 - - 362,736
National Insurance Fund – RPS 5 415,257 - 415,257 - - 415,257
Supply (payable)/receivable adjustment 19 (604,938) - (604,938) - - (604,938)
Increase in RPS receivables 15 8,864 - 8,864 - - 8,864
Net costs for the year (19,122,920) - (19,122,920) - - (19,122,920)
Non-Cash Adjustments:
Auditors’ remuneration 4 714 - 714 - - 714
Movements in Reserves:
Other Comprehensive Net Income for - 77,022 77,022 - - 77,022
the year
Other movements (32) - (32) - - (32)
Balance at 31 March 2013 (restated) 33,480,005 584,407 34,064,412 - - 34,064,412
Agency funding (427,373) - (427,373) - - (427,373)
Operating income payable to the (3,205,793) - (3,205,793) - - (3,205,793)
Consolidated Fund
Decrease in RPS receivables 15 (3,644) - (3,644) - - (3,644)
Other Comprehensive Net Income - (242,318) (242,318) - - (242,318)
for the year
Transfers between reserves 245 (245) - - - -
Other movements (4) - (4) - - (4)
Balance at 31 March 2014 35,602,684 341,844 35,944,528 - - 35,944,528
The balances at 1 April 2012 and 31 March 2013 have been re-presented to reflect Machinery
of Government changes and to reflect the revaluation of investments following changes in the
Departmental boundary.

Consolidated Statement of Changes in Taxpayers’ Equity
(Core Department and Agencies)
Charitable
Funds – Charitable
Revaluation Taxpayers’ Restricted/ Funds – Total
General Fund Reserve equity Endowment unrestricted Reserves
Note £’000 £’000 £’000 £’000 £’000 £’000
Balance at 1 April 2012 (restated) 30,318,107 545,240 30,863,347 - - 30,863,347
Increase in RPS receivables 15 8,864 - 8,864 - - 8,864
Other Comprehensive Net Income - 84,924 84,924 - - 84,924
for the year
Transfers between reserves 3,474 (3,474) - - - -
Other movements (32) - (32) - - (32)
Balance at 31 March 2013 (restated) 33,571,020 626,690 34,197,710 - - 34,197,710
Net parliamentary funding – drawn 23,570,927 - 23,570,927 - - 23,570,927
down
Operating income payable to the (3,205,793) - (3,205,793) - - (3,205,793)
Consolidated Fund
Increase/(decrease) in RPS receivables 15 (3,644) - (3,644) - - (3,644)
Other Comprehensive Net Income for - (236,920) (236,920) - - (236,920)
the year
Transfers between reserves 2,200 (2,200) - - - -
Other movements (2) (2) (4) - - (4)
Balance at 31 March 2014 35,699,680 387,568 36,087,248 - - 36,087,248
The balances at 1 April 2012 and 31 March 2013 have been re-presented to reflect Machinery
of Government changes and to reflect the revaluation of investments following changes in the
Departmental boundary.

Consolidated Statement of Changes in Taxpayers’ Equity
(Departmental Group)
Charitable Funds
Revaluation – Restricted/ Charitable Funds –
General Fund Reserve Taxpayers’ equity Endowment unrestricted Minority interest Total Reserves
Note £’000 £’000 £’000 £’000 £’000 £’000 £’000
Balance at 31 March 2012 (restated) 32,545,331 2,802,865 35,348,196 3,704 136,860 44,452 35,533,212
Transfers in/out of boundary - 116 116 43,594 - - 43,710
Balance at 1 April 2012 (restated) 32,545,331 2,802,981 35,348,312 47,298 136,860 44,452 35,576,922

Net parliamentary funding – drawn down 22,530,095 - 22,530,095 - - - 22,530,095
Net parliamentary funding – deemed 429,612 - 429,612 - - - 429,612
National Insurance Fund – RPS 5 415,257 - 415,257 - - - 415,257
Supply (payable)/receivable adjustment 19 (654,672) - (654,672) - - - (654,672)
Increase in RPS receivables 15 8,864 - 8,864 - - - 8,864
Net costs for the year (1,373,114) - (1,373,114) - - - (1,373,114)
Amounts paid from distributable reserves (14,323,000) - (14,323,000) (14,323,000)
Auditors’ remuneration 4 1,013 - 1,013 - - - 1,013
Other Comprehensive Net Income for the year (72,462) 956,495 884,033 - - - 884,033
Transfers between reserves (368,331) (3,459) (371,790) 1,560 370,229 - (1)
Minority interest - - - - - 390 390
Transfer to Statement of Comprehensive Net Expenditure - - - 171 - - 171
Other movements 1,633 1 1,634 - - - 1,634
Balance at 31 March 2013 (restated) 39,140,226 3,756,018 42,896,244 49,029 507,089 44,842 43,497,204
Net parliamentary funding – drawn down 23,570,927 - 23,570,927 - - - 23,570,927
Net parliamentary funding – deemed 654,672 - 654,672 - - - 654,672
National Insurance Fund – RPS 5 316,071 - 316,071 - - - 316,071
Supply (payable)/receivable adjustment 19 (800,137) - (800,137) - - - (800,137)
Income payable to the Consolidated Fund (3,205,793) - (3,205,793) - - - (3,205,793)
Increase/(decrease) in RPS receivables 15 (3,644) - (3,644) - - - (3,644)
Net income for the year (21,060,401) - (21,060,401) - - - (21,060,401)
Amounts paid from distributable reserves (1,271,059) - (1,271,059) - - - (1,271,059)
119
Charitable Funds
120
Revaluation – Restricted/ Charitable Funds –
General Fund Reserve Taxpayers’ equity Endowment unrestricted Minority interest Total Reserves
Note £’000 £’000 £’000 £’000 £’000 £’000 £’000
Auditors’ remuneration 4 1,057 - 1,057 - - - 1,057
Other Comprehensive Net Income for the year 98,265 1,883,137 1,981,402 - - - 1,981,402
Transfers between reserves 85,851 (86,006) (155) (49,982) 50,137 - -
Minority interest - - - - - (698) (698)
Charitable reserve other movements - - - (68) - - (68)
Transfer to Statement of Comprehensive Net Expenditure (302) - (302) (1,088) - - (1,390)
Other movements 2,628 (47) 2,581 - - - 2,581
Balance at 31 March 2014 37,528,361 5,553,102 43,081,463 (2,109) 557,226 44,144 43,680,724
The balances at 1 April 2012 and 31 March 2013 have been re-presented to reflect changes in the departmental boundary where ONS has given a
retrospective reclassification and to reflect Machinery of Government changes.
The General Fund represents the total assets less liabilities of each of the entities within the accounting boundary, to the extent that the total is
not represented by other reserves and financing items. The Revaluation Reserve reflects the unrealised element of the cumulative balance of the
revaluation adjustments to property, plant and equipment, investment properties, intangible assets, investments and loans in other public sector
bodies and financial assets (see Notes 8, 9, 10, 13, 14 and 16). The balance on the Revaluation Reserve for the Core Department at 31 March 2014 is
solely in respect of revaluations to investments. Restricted charitable funds can only be used for the purposes for which they were given. Unrestricted
charitable funds available to an individual charity can be used at the discretion of the trustees or management in accordance with the stated
objectives of the charity.

Notes
1. Statement of accounting policies
1.1 Basis of accounting
These Accounts have been prepared in accordance with the 2013-14 Government Financial
Reporting Manual (FReM) issued by HM Treasury, as set out in a statutory Accounts Direction
issued pursuant to section 5(2) of the Government Resources and Accounts Act 2000. The
accounting policies contained in the FReM apply International Financial Reporting Standards
(IFRS) as adapted or interpreted for the public sector context. Where the FReM permits a choice
of accounting policy, the accounting policy which is judged to be most appropriate to the
particular circumstances of the Department for Business, Innovation and Skills for the purpose of
giving a true and fair view has been selected. The particular policies adopted by the Departmental
Group are described below and unless indicated otherwise apply to the Departmental Group as a
whole. They have been applied consistently in dealing with items that are considered material to
the Accounts.
In addition to the primary statements prepared under IFRS, the FReM also requires the
Departmental Group to prepare an additional primary statement. The Statement of Parliamentary
Supply (SoPS) and supporting notes show Outturn against Estimate in terms of the Resource and
Capital budgets and non budget expenditure and the Net Cash Requirement.
1.2 Accounting convention

These Accounts have been prepared under the historical cost convention modified to include
the fair valuation of property, plant and equipment, intangible assets, investment properties and
financial instruments to the extent required or permitted under IFRS as set out in the relevant
accounting policies. Public Dividend Capital and shares in bodies within the Departmental Group
are carried at historical cost in accordance with the FReM.
1.3 Presentational currency

The Accounts are presented in pounds sterling, the functional currency of the Departmental
Group, and all values are rounded to the nearest thousand pounds (£’000).
1.4 Basis of consolidation

These Accounts comprise a consolidation of the Core Department, Departmental Agencies
and Non-Departmental Public Bodies (NDPBs) and other designated bodies, which fall within
the departmental boundary as defined in the FReM and make up the ‘Departmental Group’.
Transactions between bodies included in the consolidation are eliminated.
The Accounts include NDPBs and other designated bodies preparing accounts in accordance
with the FReM, limited companies preparing accounts in accordance with the Companies
Act 2006 and charitable institutions preparing accounts in accordance with the “Statement of
Recommended Practice: Accounting for Charities” (‘the consolidated bodies’). For those bodies
that do not prepare accounts on an IFRS basis adjustments are made to consolidate their
accounts on an IFRS basis where differences in accounting policies would have a significant
effect on these Accounts.
Where a body is designated for consolidation by order of HM Treasury under statutory
instrument, then the body will be consolidated within the Departmental Group on a line by line
basis where material. The results of these bodies are included in the Consolidated Statement
of Comprehensive Net Expenditure (CSoCNE) from the date of acquisition, or in the case of
disposals, up to the effective date of disposal. Where the Office of National Statistics (ONS)
designates a body for consolidation retrospectively, the accounts are restated as if the body
had been included from the date of classification.
Investments by the Core Department in the bodies consolidated are valued at historical cost in
accordance with the FReM.

The reporting period for these Accounts is the financial year ended 31 March 2014. There are
three bodies within the Departmental Group preparing accounts to a different reporting date.
The Construction Industry Training Board (CITB) and the Engineering Construction Training
Board prepare accounts as at 31 December. Where material, the financial information for these
bodies has been adjusted for any transactions or events that have occurred since their most
recent financial year end and that are significant for the Department’s Consolidated Accounts.
Postal Services Holding Company Limited prepares accounts to the last Sunday in March.
In 2013-14 this was 30 March 2014. There was no material difference arising from the difference
in reporting period.
A list of all those bodies included within the Departmental Group, together with details of their
status, is given at Note 30.
1.5 Tangible Non Current Assets

Property, plant and equipment
Property, plant and equipment is carried at fair value or depreciated historical cost which is used
as a proxy for fair value. Freehold land and buildings are revalued on an existing use basis or
on a depreciated replacement cost basis for specialist properties using professional valuations.
Some bodies within the Departmental Group determine fair value in the intervening years based
on indices.
Capitalisation thresholds for property, plant and equipment range from £100 to £10,000 across
the group. The cost of IT hardware assets are pooled and capitalised by the Core Department
when they fall within these limits.
Revaluation
Increases in the carrying amount arising on revaluation are credited to the revaluation reserve
in taxpayers’ equity. Decreases that offset previous increases of the same asset are charged
against the revaluation reserve unless there is a clear consumption of economic benefit. All other
decreases are charged to the CSoCNE.
Depreciation
Assets under Construction (AuC) are not depreciated until the asset is brought into use.
Property, plant and equipment is depreciated at rates calculated to write it down to the estimated
residual value on a straight line basis over the estimated useful lives.
For furniture, fixtures and fittings, where an asset pool is maintained replacements on a one-to-
one basis are charged directly to the CSoCNE in the year of replacement. Major enhancements or
additions to the pool are capitalised as assets.
Freehold land is not depreciated and other assets across the Departmental Group are normally
depreciated over the following periods:
Leasehold land 20 – 60 years
Freehold buildings 19 – 60 years
Agricultural buildings Up to 60 years
Dwellings Up to 60 years
Leasehold improvements Shorter of estimated remaining useful life or
outstanding term of lease
Computer equipment 2 – 10 years
Plant and machinery 2 – 30 years
Furniture, fixtures and fittings 2 – 10 years
Transport equipment 2 – 10 years
Ships (included in transport equipment) Minimum of 20 years
Aircraft (included in transport equipment) Minimum of 15 years

1.6 Intangible Non-Current Assets
Intangible assets are carried at fair value less any subsequent accumulated amortisation and any
subsequent accumulated impairment loss. Where no active market exists and the asset is income
generating, it is revalued to the lower of depreciated replacement cost and value in use, using a
valuation technique. Where there is no value in use depreciated replacement cost is used.
Software licences
Computer software licences with a useful life in excess of one year are capitalised as intangible
assets. The licences are revalued each year using indices and are amortised on a straight line
basis over the shorter of the term of the licence and the useful economic life (usually between
three to ten years).
Internally developed software
Internally developed software is capitalised when it is not an integral part of computer hardware,
it is separately identifiable and the cost can be measured reliably. Software is amortised on a
straight line basis from the date it is brought into use.
Website development costs
Where website development costs are capitalised, they are amortised on a straight line basis over
the useful life of the asset.
Patents, licences and royalties
Patents, licences and royalties are capitalised based on their expected income streams. Income
is generated from agreements between companies engaged in the commercial exploitation
of these inventions. The values of these intangible assets are amortised over the period these
agreements are in force, including a full year’s amortisation charge in the year of valuation. This
period is usually between seven and fifteen years. These assets are not capitalised until income
streams are reasonably certain. Income streams are reviewed each year. Any surplus or deficit is
recognised in the CSoCNE.
1.7 Impairments of non-current assets

If any indication of impairment exists in any property, plant and equipment or intangible assets,
the recoverable amount of the asset is estimated in order to determine the extent of any
impairment loss. The recoverable amount is the higher of fair value less costs to sell, and value in
use. Value in use is assumed to equal the cost of replacing the service potential provided by the
asset. Impairment losses are charged to the CSoCNE.
Any reversal of an impairment charge is recognised in the CSoCNE to the extent that the original
charge, adjusted for subsequent depreciation, was previously recognised, with any remaining
amount recognised in the revaluation reserve.
1.8 Investment Properties

In accordance with IAS 40 Investment Properties, any investment property recognised is held
only for the purpose of earning rental income or for capital appreciation. In accordance with the
FReM, investment properties are carried at fair value which is determined annually by external
professional valuers. Changes in fair values are recognised in the CSoCNE.
1.9 Financial instruments

The Departmental Group recognises and measures financial instruments in accordance with
IAS 39 Financial Instruments: Recognition and Measurement as interpreted by the FReM.
Financial assets and liabilities are initially measured at fair value plus transaction costs, unless
they are carried at fair value through profit or loss, in which case transaction costs are charged to
operating costs.

The fair value of financial instruments is determined by reference to quoted market prices where
an active market exists for the trade of these instruments. The fair value of financial instruments
which are not traded in an active market is determined using generally accepted valuation
techniques, including estimated discounted cash flows.
Financial assets are derecognised when the rights to receive future cash flows have expired or
are transferred and the Departmental Group has transferred substantially all the risks and rewards
of ownership. Financial liabilities are derecognised when the obligation is discharged, cancelled
or expires.
1.9.1 Financial assets
The Departmental Group’s financial assets have been classified into the following four categories,
which are determined at initial recognition:
• Held-to-maturity investments
• Loans and receivables
• Available-for-sale assets
• Held at fair value through profit or loss
1.9.1.1 Held-to-maturity investments
These are non derivative financial assets with fixed or determinable payments and fixed maturity
that the Departmental Group has the positive intention and ability to hold to maturity. After initial
measurement, held-to-maturity investments are measured at amortised cost in accordance with
IAS 39.
1.9.1.2 Loans and receivables
Loans and receivables are non derivative financial assets with fixed or determinable payments,
originated or acquired, that are not traded in an active market. They are included in current assets,
except for maturities greater than 12 months after the CSoFP date. These are classified as non-
current assets.
Loans and receivables comprise cash and cash equivalents, receivables and loans, including
student loans. After initial recognition, they are carried at amortised cost using the effective
interest method, in accordance with IAS 39. Gains and losses are recognised in the CSoCNE
through the amortisation process. Gains and losses are also recognised upon derecognition or
impairment of loans and receivables.
Loans and receivables relating to other central Government bodies within the Departmental Group
are carried at historical cost in accordance with the FReM. All other loans and receivables are
carried at amortised cost.
Recognition of student loans issued and repayments
An addition to the student loan book is recognised once the Student Loans Company (SLC) has
issued the loan to the student.
Student loan repayments are collected by the SLC and Her Majesty’s Revenue and Customs
(HMRC). For repayments made via the SLC, the Core Department recognises the repayment
when the SLC has received the cash. For repayments collected via the tax system, the Core
Department recognises the amounts which HMRC estimate as being due to the Core Department
for the financial year.
More information about the measurement techniques used to determine the carrying value of
student loans is provided in Note 14.
Cash and cash equivalents
Cash and cash equivalents comprise cash in hand and current balances with banks and other
financial institutions, which are readily convertible to known amounts of cash and which are
subject to insignificant risk of changes in value and have an original maturity of three months or
less. Bank overdraft amounts are included within trade and other payables in the CSoFP.

Amounts due to the Core Department and payable to the Consolidated Fund are carried at
historical cost in accordance with the FReM.
1.9.1.3 Available-for-sale assets
Available-for-sale assets are non derivative financial assets designated as such or not classified in
any of the other three categories of financial assets. After initial recognition, these financial assets
are carried at fair value.
Gains and losses in fair value are recognised directly in Taxpayers’ Equity except for impairment
losses. Impairment losses are recognised in the CSoCNE. On derecognition, the cumulative gain
or loss previously recognised in equity is recognised in the CSoCNE.
Public Dividend Capital
Public Dividend Capital (PDC) is reported at historical cost, less impairment in accordance
with the FReM. PDC is not a financial instrument within the meaning of IAS 32 Financial
Instruments: Presentation.
1.9.1.4 Held at fair value through profit or loss (FVTPL)
Financial assets are classified as FVTPL where the financial asset is either held for trading or
if it is designated as such on initial recognition. They are initially recognised at fair value.
Transaction costs and any subsequent movement in the valuation of the investment are
recognised in the CSoCNE.
1.9.1.5 Impairments of financial assets
The Departmental Group assesses at the end of each reporting period whether there is objective
evidence that loans and receivables, or available for sale assets, are impaired. Evidence of
impairment arises where there is observable data indicating that there is a measurable decrease
in the estimated future cash flows from holding financial assets. For loans and receivables, the
amount of the impairment loss is measured as the difference between the asset’s carrying amount
and the present value of estimated future cash flows, discounted using the effective interest rate
method. The loss is recognised in the CSoCNE.
Gains and losses on available for sale assets are recognised as a separate component of
Taxpayers’ Equity until the investment is deemed to be impaired at which time the cumulative gain
or loss previously reported in equity is included in the CSoCNE. The impairment is measured as
the difference between the carrying amount and the new fair value.
1.9.2 Financial liabilities
The Departmental Group’s financial liabilities were classified as other financial liabilities on
initial recognition.
The Departmental Group carries payables with other public bodies, including amounts payable to
the Consolidated Fund at historical cost, in accordance with the FReM. Since these balances are
expected to be settled within twelve months of the reporting date, there is no material difference
between fair value, amortised cost and historical cost. All other financial liabilities are measured at
amortised cost, after initial recognition using the effective interest rate method.
1.9.3 Derivative financial instruments
Derivative financial instruments comprise forward contracts held to hedge the Departmental
Group’s exposure to foreign currency risk. They are designated as cash flow hedges. The
effective portion of change in the fair value is recognised in equity. The gain or loss relating to the
ineffective portion is recognised in the CSoCNE. Amounts accumulated in equity are recycled to
the CSoCNE in the periods when the hedged item affects the CSoCNE.

1.9.4 Financial guarantees
Financial guarantee contracts are contracts that require the issuer to make specified payments to
reimburse the holder for a loss it incurs because a specified debtor fails to make payments when
due, in accordance with the terms of a debt instrument.
Financial guarantees are initially recognised in the Accounts at fair value on the date that
the guarantee was given in accordance with IAS 39: Financial Instruments: Recognition and
Measurement. At each CSoFP date, they are subsequently re-measured at the higher of the
amount determined in accordance with IAS 37: Provisions, Contingent Liabilities and Contingent
Assets, and the amount initially recognised, less when appropriate, cumulative amortisation.
1.10 Provisions
In accordance with IAS 37 Provisions, Contingent Liabilities and Contingent Assets, the
Departmental Group makes provision for liabilities and charges where, at the CSoFP date, a
present legal or constructive obligation exists (i.e. a present obligation arising from past events),
the outflow of resources that will be required to settle the obligation is probable and a reasonable
estimate of the obligation can be made.
Where the time value of money is material, provisions are discounted to present value using HM
Treasury’s real discount rates.
1.11 Operating income

Operating income is income that relates directly to the operating activities of the Departmental
Group and is measured at the fair value of consideration received or receivable. It is recorded net
of trade discounts, value added tax and other taxes.
Levy income is collected under statute by the Construction Industry Training Board (CITB), the
Engineering Construction Industry Training Board (ECITB) and the Financial Reporting Council
(FRC). The Chief Secretary to HM Treasury has approved these bodies to retain this levy income
to offset against their expenditure; therefore the Exchequer has no right of access to these funds.
These arrangements are subject to periodic review. Levy income is recognised in the year in which
it is raised. Where doubts arise over its collectability either through ageing, past experience, or
other known factors, a provision for doubtful debts is recognised in the accounts.
Special dividends represent payments from bodies that the department holds an interest in,
and which are to be repaid to the consolidated fund. These are accounted for as income in the
financial accounts, and are recognised at the fair value of the consideration received or receivable.
1.12 Grants payable and receivable

Grants payable are recognised in the period in which the grant recipient carries out the activity
that creates an entitlement to grant.
Grants for Higher Education
Funding to Higher Education Institutions (HEIs) is recognised as grants at payment dates agreed
with the organisations concerned. HEFCE grants are paid on agreed profiles and as such no
accruals are recognised at the reporting date. The exception to this is the holdback of institutional
basic grant where a debt arises at the point where there is sufficient certainty over the value of
the resulting funding adjustment. These adjustments could result in a net receivable or payable
balance at year end. The period over which a holdback recovery is made can be up to five years.
HEFCE’s recoverable grants are classified as loans and recognised as receivables. They are funds
provided to institutions on an individual basis to support the initial costs of a specific project and
are recovered through an adjustment to future funding.
Grants for Further Education
Grants to Further Education Institutions (FEIs) are for Recurrent Programmes and Capital
Programmes. Recurrent Programmes include Teaching and Learning elements (incorporating
the Adult Skills Budget) and are accounted for in line with agreed profiles, or as the training
is delivered.
Capital programmes are recognised in the financial year that the funding is fully approved.

Student grants
Student grants are recognised when the entitlement to grants is met, students are in attendance
at the HEI for the relevant term, and have applied for the grant. The entitlement is based on a set
of eligibility criteria. Factors, including changes to household income, can lead to adjustments
in the level of grant students are entitled to. Where overpayments are made, action is taken to
deduct overpayments from future grant payments, or obtain repayments of the amounts overpaid.
Grant overpayments are recorded as receivables and the Core Department creates a doubtful
debt provision for the amount of overpayments which it estimates may not be recovered.
European Funding Grants
European Funding Grants in respect of revenue and capital expenditure are recognised as income
in the CSoCNE when there is reasonable assurance that there are no conditions attached, or that
any such conditions have been complied with and it is certain that the grants will be received.
1.13 Foreign exchange

The Departmental Group applies IAS 21 The Effects of Changes in Foreign Exchange Rates and
transactions that are denominated in a foreign currency are translated into sterling at the rate of
exchange ruling on the date of each transaction, except where rates do not fluctuate significantly,
in which case an average rate for a period is used. Monetary assets and liabilities denominated in
foreign currencies at the CSoFP date are retranslated at the rates of exchange ruling at that date.
These translation differences are recognised in the CSoCNE.
1.14 Pensions
• Funded pension schemes
The net obligation in respect of these defined benefit pensions plans is calculated by estimating
the amount of future benefit that employees have earned in return for their service in the current
and prior periods. The benefit is discounted to determine its present value, and the fair values of
plan assets (at bid price) are deducted. The liability discount rate is the yield at the CSoFP date on
AA credit rated bonds. The calculations are performed by qualified actuaries using the projected
unit credit method. When the calculation results in a benefit the recognised asset is limited to the
present value of the benefits available in the form of any future refunds from the plan, reductions
in future contributions to the plan or on settlement of the plan and takes into account the adverse
effect of any minimum funding requirements. Actuarial gains and losses that arise are recognised
in the period they occur through Other Comprehensive Net Expenditure.
• Unfunded pension schemes
Principal Civil Service Pension Schemes (PCSPS)
A number of employees within the Departmental Group are covered by the provisions of the
Principal Civil Service Pension Schemes (PCSPS) as described in Note 3.
Other unfunded defined benefit pension schemes
• The employees of some of the consolidated bodies are members of other unfunded defined
benefit pension schemes, but the participating employers are unable to identify their share of
the underlying liability. Employer contributions to the defined benefit schemes are charged to the
CSoCNE in the period to which they relate.
Other defined benefit schemes
• The ITB Pension Fund is a defined benefit scheme. The actuarial value of the scheme assets
and liabilities are based on FRS 17 methodologies. As ITB is unable to identify its share of the
underlying liability, the Scheme has been accounted for as a defined contribution scheme.
Further details of these pension schemes can be found in the accounts of the pension schemes.

1.15 Early departure costs
The Departmental Group is required to meet the additional cost of benefits beyond the normal
PCSPS benefits in respect of employees who retire early. In accordance with IAS 19 Employee
Benefits, the Departmental Group provides in full for this cost when an early retirement
programme has been announced and is binding. Early departure costs provisions are discounted
using HM Treasury’s current pension rate. Where the Department extinguishes its future liability by
making a payment to the Cabinet Office the cost is charged to the CSoCNE.
1.16 Employee benefits

In accordance with IAS 19 Employee benefits, a body is required to recognise short term
employee benefits when an employee has rendered service in exchange for those benefits.
1.17 Taxation
The Core Department and its Agencies are exempt from income and corporation tax by way of
their Crown exemption.
Some of the consolidated bodies are subject to Corporation Tax on their interest receivable and
analogous income.
Current tax is the expected tax payable on the taxable income for the year, using tax rates
enacted or substantially enacted at the Statement of Financial Position date, and any adjustment
to the tax payable in respect of previous years.
Deferred tax, where applicable, is recognised in respect of all timing differences that have
originated but not reversed at the Statement of Financial Position date. Deferred tax assets
are recognised to the extent that it can be regarded as more likely than not that there will be
suitable taxable profits from which the future reversal of the underlying timing differences can
be deducted. Deferred tax liabilities are not discounted.
Value Added Tax (VAT) is accounted for in the Accounts, in that amounts are shown net of VAT except:
• Irrecoverable VAT is charged to the CSoCNE, and included under the relevant expenditure heading
• Irrecoverable VAT on the purchase of an asset is included in additions.
The net amount due to, or from, HM Revenue and Customs in respect of VAT is included within
payables and receivables on the CSoFP.
1.18 Operating leases

Leases in which a significant portion of the risks and rewards of ownership are retained by the
lessor are classified as operating leases.
Rentals due under operating leases are charged to the CSoCNE over the lease term on a straight-
line basis unless another systematic basis is more appropriate, in accordance with IAS 17 Leases.
Lease incentives are accounted for over the life of the lease agreement.
1.19 Finance leases

Where assets are financed by leasing agreements that transfer substantially all of the risks and
rewards incidental to ownership, the assets are treated as if they had been purchased outright
at the present value of the total rentals payable during the primary period of the lease. The
corresponding leasing commitments are shown as obligations to the lessor. Charges are made to
the CSoCNE in respect of:
• Depreciation, which is charged on a straight line basis over the useful economic life of the asset
• The total finance charge, which is allocated over the primary period of the lease using the sum
of digits method.
Finance leases are recognised at inception at the lower of fair value or the present value of the
minimum lease payments, each determined at the inception of the lease.

1.20 Service concessions (PPP/PFI)
PFI transactions that meet the definition of a service concession arrangement are accounted
for in accordance with the FReM and IFRIC 12. To be within the scope of IFRIC 12, the service
concession arrangement must contractually oblige the private sector operator to provide the
services related to the infrastructure to the public on behalf of the grantor.
1.21 Contingent liabilities

In addition to contingent liabilities disclosed in accordance with IAS 37 Provisions, Contingent
Liabilities and Contingent Assets, the Core Department discloses for parliamentary reporting
and accountability purposes, certain statutory and non-statutory contingent liabilities where the
likelihood of a transfer of economic benefit is remote, but which have been reported to Parliament
in accordance with the requirements of Managing Public Money. These comprise:
• Items over £300,000, (or lower where required by specific statute) that do not arise in the normal
course of business and which are reported to Parliament by Departmental Minute prior to the
Department entering into the arrangement
• All items (whether or not they arise in the normal course of business) over £300,000 (or lower
where required by specific statute or where material in the context of the Accounts), which are
required by the FReM to be noted in the Accounts.
Where the time value of money is material, contingent liabilities which are required to be disclosed
under IAS 37 are stated at discounted amounts and the amount reported to Parliament separately
noted. Contingent liabilities that are not required to be disclosed by IAS 37 are stated at the
amounts reported to Parliament.
1.22 Reporting by operating segment

The Core Department reports income and expenditure by segment, in accordance with IFRS
8 Operating Segments. Operating segments are components about which separate financial
information is available and is evaluated regularly by the chief operating decision maker. The BIS
Executive Board is the Department’s chief operating decision maker and the separate business
groups responsible for delivering the Department’s objectives are reportable segments.
Assets and liabilities are not segmented for management information purposes.
1.23 Estimation techniques used and key judgements

The preparation of the Departmental Group’s consolidated accounts requires management to
make judgements, estimates and assumptions that affect assets and liabilities, income and
expenditure, based on experience and expected events. Uncertainty about these assumptions
and estimates could result in outcomes that require an adjustment to the carrying value of the
asset or liability. Where applicable these uncertainties are disclosed in the Notes to the Accounts.
In accordance with IAS 8 Accounting Policies, Changes in Accounting Estimates and Errors,
revisions to accounting estimates are recognised in the period in which the estimate is revised,
if the revision affects only that period, or in the period of the revision and future periods, if the
revision affects both current and future periods.
The estimates and assumptions that risk causing a material adjustment to the carrying amounts of
assets and liabilities within the next financial year are:
• Volatility resulting from fluctuations in the macroeconomic indicators used in models, for
example, Office for Budget Responsibility (OBR) short-term and long-term Retail Price Index
forecasts, base rates and average earnings growth for HE and FE student loans (Note 14 refers).
• The value of the HE student loan book is derived using a modelling technique. This forecasting
model was revised in 2013-14 and details of the key assumptions and changes can be found in
note 14.1. The Department considers this to be a change in accounting estimate.

• Fluctuations in the fair values of available for sale assets, such as corporate bonds, where
quoted prices are used; Launch Investments, where an econometric model is used to determine
estimated future cash flows and includes a number of other assumptions including economic
growth indicators; and private equity, where a range of valuation techniques, including
discounted cash flows and net asset values, are used (Note 14 refers).
• Management’s judgements with regard to the impairment of assets (Notes 4, 5, 8, 10, 13
and 14 refer).
• The estimated useful lives of non-current assets, which are reviewed periodically and updated
if expectations differ from previous estimates due to physical wear and tear, technical or
commercial obsolescence or legal or other limits on the use of an asset.
• Management’s assumptions about the number of debtor employers with saleable assets and
the degree of difficulty in realising these assets and therefore in calculating the Redundancy
Payments Service receivable (Note 15 refers).
• The uncertainty surrounding HEFCE’s inherited staff liabilities as the value of the provision is
derived from an actuarial valuation of a sample of the underlying population, and is updated
periodically to include movements in mortality and discount rates (Note 20.5 refers).
• The calculation of the UK Atomic Energy Authority decommissioning costs which are based
on estimates of the current cost of the work to be undertaken, assumptions regarding inflation
rates, VAT changes and the timing of the decommissioning. These estimates and assumptions
are reviewed annually (Note 20.3 refers).
• Fluctuations in the fair value of financial liabilities/ guarantees measured using modelling
techniques (Notes 22 and 23 refer).
• Where provisions reflect long term cash flows in excess of ten years, changes in HM Treasury’s
discount rates between 30 November, when rates based on market data are published by
HM Treasury, and the reporting date.
1.24 Changes in accounting policy

There was one change in accounting policy in the reporting period and in accordance with IAS 8
this change has been accounted for as a Prior Period Adjustment (PPA).
Following the implementation of changes to IAS 19, the interest on pension liabilities and the
expected return on pension scheme assets were combined to create a new net interest line in
expenditure in the accounts. The net impact on the CSoCNE in 2012-13 is nil (2013-14: nil), with
a reduction in expenditure of £43 million and a corresponding reduction in income of £43 million.
The impact on Taxpayers’ Equity in 2012-13 is nil (2013-14: nil).
1.25 Joint Ventures and Associates

The FReM modifies the applicability of IAS 28, so that where a department has a formal
investment in another public sector entity, that does not meet the criteria for consolidation, it
should be reported following the requirements of IAS 39.
All investments previously shown as joint ventures and associates have now been classified
in non current other loans and investments. The figures and the notes to the accounts reflect
this change.
1.26 Changes to IFRS and the FReM

1.26.1 Changes to IFRS
In accordance with the FReM, these accounts apply EU adopted IFRS and Interpretations in
place as at 1 January 2013. The Department has reviewed the potential effects of new accounting
standards on its financial statements and no material impact is expected.

The standards to which changes are likely to have a significant impact in the Departmental
Group would be IFRS 10 Consolidated Financial Statements, IFRS 11 Joint Arrangements, IFRS
12 Disclosure of Interests in Other Entities, IAS 27 Separate Financial Statements and IAS 28
Investments in Associates and Joint Ventures which will change the accounting boundary for our
Partner Organisations.
A full list of new accounting standards can be found at https://www.gov.uk/government/uploads/
system/uploads/attachment_data/file/278897/hm_treasury_review_of_new_ifrs_2013_to_2014.pdf.
1.26.2 Changes to the FReM
Changes have been made to the presentation of the SoPS and related notes, including the
requirement for a statement of SoPS accounting policies.
In addition to the change in accounting policy above, the following changes in IFRS were adopted
by the FReM during 2013-14:
The application of the IAS 1 amendments interpreted for terminology and adapted (requiring a
single Statement of Comprehensive Net Expenditure rather than separate Other Comprehensive
Expenditure), was effective from 1 April 2013.
An amendment to IAS 16 was applied in full. It requires items such as spare parts, stand-by
equipment and servicing equipment to be recognised under IAS 16 when they meet the definition
of property, plant or equipment. They are otherwise classified as inventory under IAS 2.
1.26.3 Changes to the Designation Order for inclusion of bodies in the Departmental Group
In 2013-14 the following bodies were added to the Designation Order:
• ONS classified Enrichment Holdings Limited and its subsidiary, Enrichment Investments Limited,
as central Government bodies retrospectively. The prior year figures have therefore been
restated to reflect this.
• Avrico Limited, a subsidiary of the Pirbright Institute
• British Business Bank plc
• Harwell Science and Innovation Campus Public Sector Limited Partnership, jointly owned by UK
Atomic Energy Authority and Science and Technology Facilities Council
• Green Investment Bank subsidiaries – Aviva Investors Realm Energy Centres Limited
Partnership, UK GIB Financial Services Limited, UK GIB Rhyl Flats Investment Limited, UK GIB
1 Limited, UK GIB 2 Limited, UK GIB 3 Limited
• Groceries Code Adjudicator
• ONS reclassified Postal Services Holding Company Limited as a central Government body
retrospectively. The prior year figures have therefore been restated to reflect this.
• Regulatory Policy Committee
• UK SBS Limited
In 2013-14 the following bodies were removed from the Designation Order:
• Eight Regional Development Agencies, which were closed on 30 June 2012:
– Advantage West Midlands
– East Midlands Development Authority
– East of England Development Agency
– North West Development Agency
– ONE North East

– South East England Development Agency
– South West of England Regional Development Agency
– Yorkshire Forward
• British Shipbuilders and its subsidiaries as they were abolished on 21 March 2013:
– British Shipbuilders
– British Shipbuilders (Southwick) Limited
– BS Benton House Limited
– BS (ETS) Limited
– George Clark & NEM Limited
– Govan Shipbuilders Limited
– Henry Robb Limited
– North East Shipbuilders Limited
– Smith’s Dock Limited
– Sunderland Shipbuilders Limited
• Directions Finningley
The following changes to the Designation Order are expected in 2014-15:
Removal of the following bodies:
• Accountancy and Actuarial Discipline Board Limited, the subsidiary of the Financial Reporting
Council. The subsidiary was dissolved on 30 July 2013.
• Consumer Futures transferred into Citizens’ Advice from 1 April 2014.
• Competition Commission, transferred into the Competition and Markets Authority (CMA) from
1 April 2014.
• Learning Skills Improvement Service which ceased operations in 2013.
• The Pirbright Insititute, which was reclassified out of the Central Government sector by the
Office for National Statistics.
2. Reporting by operating segment

BIS reports its expenditure by operating segment in accordance with IFRS 8 Operating Segments.
The Departmental Group’s operations are organised and managed separately according to the
nature of its business with each reportable segment representing a business or corporate unit
providing funding for different programmes. The main reportable segments combine outturn
information of Core Department and Partner Organisations for each segment. No operating
segments have been aggregated.
Information is presented to Management using a presentational currency of £millions. This is
different from the presentational currency of the financial statements of £’000, but is presented
here to ensure consistency with the information presented to management, in the management
accounts.

The information is different from the outturn data presented in the Statement of Parliamentary Supply
(SoPS). This is due to the exclusion of the impacts of the change in accounting policy for the
treatment of associates and joint ventures. The timing of this accounting adjustment prevented
information being included in the final management accounts. The management accounts show
£7 million less RDEL expenditure and £228 million higher CDEL expenditure compared with
the SoPS.
During the year BIS reorganised the way it manages its activities and the information is presented
based on that reorganisation. Management has received information reporting on the previous
structure during the year, and at 31 March received information that reports on the updated structure.
BIS has organised its activities under the following business and management groups:
• Knowledge and Innovation Group, reporting expenditure on:
– Activities undertaken by the Core Department (Knowledge and Information)
– Science and Research including the Government Office for Science and the Research Councils
– Activities included against Knowledge and Innovation Partner Organisations include:
– Science and Research undertaken by the Research Councils
– Innovation including the Technology Strategy Board and National Measurement Office
– Higher Education including the Higher Education Funding Council for England
– UK Space Agency
– UK Atomic Energy Authority
• Enterprise and Skills Group, reporting expenditure on enterprise and adult skills including:
– Enterprise programmes including Growth Accelerator and Growth Vouchers
– Better Regulation
– Activities included against Enterprise and Skills Partner Organisations include:
– Skills Funding Agency including Further Education participation through the Adult Skills Budget
– UK Commission for Employment and Skills
• Legal Services Group, providing a high quality legal service and a focal point for legal policy.
• Business and Local Growth Group, reporting expenditure on initiatives to assist business and
support rebalancing of the economy in UK regions, including:
– Industrial Strategies
– Automotive Assistance Programme
– Launch investments
– Local economic growth activity
– Energy Intensive Industry compensation
– European reform
– Consumer Support and Competition policy and bodies
– Insolvency Service (transferred to Shareholder Executive in November 2013)
– Office of Life Sciences
– Public Data Corporations customer function

• Economics and Markets Group, reporting expenditure on ensuring markets both at home
and internationally are fair and efficient in serving businesses’ and consumers’ long-term
interests, including:
– Labour market policy
– International trade policy and export control
– Departmental economic evidence and advice
– Activities included against Economics and Markets Partner Organisation includes:
– Acas
– Frameworks for corporate reporting, governance and responsibility
• Shareholder Executive, reporting expenditure on:
– Post Office and Royal Mail
– Public Data Corporations
– British Business Bank
– Activities included against Shareholder Executive Partner Organisation include:
– Insolvency service (transferred from Business and Local Growth during November 2013)
– Green Investment Bank
• Office of Manpower Economics, providing an independent secretariat to the public sector Pay
Review Bodies and pay negotiating bodies.
• UK Trade & Investment (UKTI) administration expenditure. UKTI works with UK-based
businesses to ensure their success in international markets, and encourages the best overseas
companies to look to the UK as their global partner of choice.
• Ministerial and Parliamentary Support Team (MPST), directly supporting Ministers and the
Permanent Secretary.
• People and Strategy Group, reporting expenditure on Human Resources, strategy, external
communications, the Department’s Secretariat, corporate effectiveness and change
programmes and internal communications.
• Finance and Commercial Group, reporting expenditure on finance programmes and corporate
services including BIS’s accommodation, facilities management, ICT costs and depreciation
– Activities reported against Finance and Commercial Partner Organisation include the activities
of UK SBS Limited. This information was reported against the Knowledge and Innovation
Partner Organisations in 2012-13.
This segmental presentation is consistent with the information provided to the BIS Board,
where decisions with regard to resource allocation and financial performance are made. The
Consolidated Statement of Financial Position is not reported to the Board by operating segment.
Changes in reportable segments
The income, expenditure and capital reported against reportable segments for 2012-13 has
been restated to reflect changes in responsibilities, including those arising from the Machinery of
Government changes and changes to the Departmental Group boundary as detailed in Note 29.

Net expenditure reported to the Board as at 31 March 2014
Expenditure by segment is reported to the Board using separate tables for Administration,
Programme, Capital and Annually Managed Expenditure (AME), in the formats shown below.
A summary combining the administration, programme and capital expenditure by segment has
also been included below.
(a) Administration
Administration resource outturn by Group for the period ending 31 March 2014
Group 2012-13
2013-14 restated
Net Net
expenditure expenditure
£m £m
Knowledge & Innovation 8 12
Knowledge & Innovation Partner Organisations 188 182
Enterprise & Skills 24 26
Enterprise & Skills Partner Organisations 121 129
Legal Services 10 9
Business & Local Growth 30 29
Business & Local Growth Partner Organisations 9 14
Economics & Markets 20 21
Economics & Markets Partner Organisations 9 7
Shareholder Executive 10 10
Shareholder Executive Partner Organisations 8 5
Office of Manpower Economics 2 2
Ministerial and Parliamentary Support Team 6 6
People & Strategy 19 19
Finance & Commercial 115 118
Finance & Commercial Partner Organisations 68 56
UKTI 35 41
Total 682 686
Of which:
Core Department 279 293
Agencies, NDPBs and other designated bodies 403 393
Total 682 686
(b) Programme
Programme DEL resource outturn by Group for the period ending 31 March 2014
Group 2013-14 2012-13 restated

Net Net
Near cash Non cash expenditure Near cash Non cash expenditure
£m £m £m £m £m £m
Knowledge & Innovation 9,916 5,591 15,507 10,546 3,641 14,187
Enterprise & Skills 3,351 44 3,395 3,420 14 3,434
Legal Services 2 - 2 1 - 1
Business & Local Growth 426 41 467 332 7 339
Economics & Markets 52 - 52 55 3 58
Shareholder Executive 473 4 477 437 60 497
People & Strategy 6 - 6 2 - 2
Finance & Commercial 20 - 20 26 - 26
Total 14,246 5,680 19,926 14,819 3,725 18,544

(c) Capital
Capital DEL outturn by Group for the period ending 31 March 2014
Group 2012-13
2013-14 restated
Net Net
£m £m
Knowledge & Innovation 1,234 654
Enterprise & Skills 398 296
Business & Local Growth (103) (79)
Shareholder Executive 828 313
Total 2,385 1,240
(d) Annually Managed Expenditure (AME)

Annually managed expenditure outturn by Group for the period ending 31 March 2014
Group 2013-14 2012-13 restated

AME AME Total AME AME AME Total AME
Programme Capital expenditure Programme Capital expenditure
£m £m £m £m £m £m
Knowledge & Innovation (500) 8,406 7,906 (769) 6,184 5,415
Enterprise & Skills 10 76 86 (13) 6 (7)
Business & Local Growth (127) - (127) (37) - (37)
Economics & Markets 62 - 62 27 - 27
Shareholder Executive 242 (3,807) (3,565) 445 (61) 384
Finance & Commercial (35) - (35) (9) - (9)
Total (348) 4,675 4,327 (356) 6,129 5,773
(e) Summary
Summary of outturn by Group for the period ending 31 March 2014
Group 2012-13
2013-14 restated
Net Net
£m £m
Knowledge & Innovation 24,843 20,450
Enterprise & Skills 4,024 3,878
Legal Services 12 10
Business & Local Growth 276 266
Shareholder Executive (2,242) 1,209
Office of Manpower Economics 2 2
Ministerial and Parliamentary Support Team 6 6
People & Strategy 25 21
UKTI 35 41
Total 27,320 26,243

2.1 Reconciliation between Operating Segments and the Consolidated Statement of Comprehensive Net Expenditure
Office of
Knowledge & Enterprise & Business & Economics & Shareholder Manpower People & Legal Finance &
Innovation Skills Local Growth Markets Executive Economics Strategy Services Commercial UKTI MPST Total
£m £m £m £m £m £m £m £m £m £m £m £m
2013-14
Total net expenditure per 24,843 4,024 276 146 (2,242) 2 25 12 193 35 6 27,320
summary of operating cost by
reporting segment
Less Capital DEL and AME (9,640) (474) 103 (3) 2,979 - - - (25) - - (7,060)
expenditure
Total net operating costs by 15,203 3,550 379 143 737 2 25 12 168 35 6 20,260
reporting segment

Reconciling items:
Income
Amortisation of Financial - - (9) - (20) - - - - - - (29)
Guarantees
Launch investments realised - - (107) - (17) - - - - - - (124)
and Venture Capital income
Postal Services Holdings net - - - - (304) - - - - - - (304)
profit on disposal of Royal Mail
plc
Non budget, non voted items in - - - - (292) - - - - - - (292)
respect of BIS (Postal Services
Act 2011) Company Limited and
B Company Limited
Expenditure
Capital grants 917 364 59 - 123 - - - - - - 1,463
Utilisation of Financial - 7 - - 29 - - - - - - 36
Guarantees
Impact of intra-Group - - - - - - - - (3) - - (3)
transactions
Prior year adjustment 27 - (20) - - - - - - - - 7
Total net expenditure per 16,147 3,921 302 143 256 2 25 12 165 35 6 21,014
Consolidated Statement
of Comprehensive Net
Expenditure
137
Total net expenditure
per summary of
operating cost by Less Capital DEL and Total net operating cost
reporting segment AME expenditure by segment
£m £m £m
2012-13 (restated)
Knowledge & Innovation 20,450 (6,838) 13,612
Enterprise & Skills 3,878 (302) 3,576
Business & Local Growth 266 79 345
Economics & Markets 114 (1) 113
Shareholder Executive 1,209 (252) 957
Finance & Commercial 246 (55) 191
Others 80 80
Total net operating cost 26,243 (7,369) 18,874
Reconciling items:
Income
Amortisation of Financial Guarantees (27)
Launch investments realised (109)
Clawback income (2)
on budget, non voted items in respect of BIS
N (383)
(Postal Services Act 2011) Company Limited and
B Company Limited
Expenditure
Capital grants 808
Utilisation of Financial Guarantees 56
Current grants 1
Impact of intra-Group transactions (1)
Adjustments for bodies not consolidated (1)
Adjustments for bodies with different reporting dates 3
Share of profit/loss of joint ventures & associates 8
Prior year adjustments (225)
Total net expenditure per Consolidated Statement of 19,002
Comprehensive Net Expenditure

3. Staff numbers and related costs
Staff costs comprise:
2013-14 2012-13 restated

£’000 £’000
Permanently
employed staff Others Ministers Special Advisers Total Total
Wages and salaries 802,719 87,396 237 133 890,485 882,638
Social security costs 67,774 238 24 14 68,050 66,911
Other pension costs 160,209 212 1 - 160,422 145,919
Sub total 1,030,702 87,846 262 147 1,118,957 1,095,468
Less recoveries in respect (1,445) - - - (1,445) (1,690)
of outward secondments
Total net costs 1,029,257 87,846 262 147 1,117,512 1,093,778
Of which:
Core Department 176,753 5,863 262 147 183,025 178,099
Agencies 73,817 5,370 - - 79,187 78,593
NDPBs and other 778,687 76,613 - - 855,300 837,086
designated bodies
Total net costs 1,029,257 87,846 262 147 1,117,512 1,093,778
Of which: 2013-14 2012-13 restated

Core Core
Core Department and Departmental Core Department and Departmental
Department Agencies Group Department Agencies Group
Admin 178,160 188,662 404,571 173,875 183,523 408,095
Programme 4,865 73,550 712,941 4,224 73,169 685,683
Total net costs 183,025 262,212 1,117,512 178,099 256,692 1,093,778
During the year, £8,373,441 of staff costs were capitalised (2012-13: £7,000,325) and 200
employees (2012-13: 167 employees) in the Departmental Group were engaged on capital
projects during the reporting period.
Staff costs include an accrual for holiday pay in accordance with IAS 19.
Principal Civil Service Pension Scheme (PCSPS)
The Principal Civil Service Pension Scheme (PCSPS) is an unfunded multi-employer defined
benefit Scheme, but the participating employers within the Departmental Group are unable to
identify their share of the underlying assets and liabilities. A full actuarial valuation was carried
out as at 31 March 2012. Details can be found in the Accounts of the Cabinet Office: Civil
Superannuation (www.civilservice.gov.uk/pensions).
For 2013-14, employer contributions of £56,603,362 were payable to the PCSPS (2012-13:
£56,584,321) at one of four rates in the range 16.7% to 24.3% of pensionable pay, based on
salary bands (2012-13: 16.7% to 24.3%). The employer contributions payable to the PCSPS were
split across the Group as follows:
2013-14 2012-13
£ £
Core Department 25,963,472 25,093,755
Agencies 10,894,290 11,449,118
NDPBs and other designated bodies 19,745,600 20,041,448
Total 56,603,362 56,584,321
The Scheme’s Actuary reviews employer contributions usually every four years following a full
Scheme valuation. The contribution rates are set to meet the cost of the benefits accruing during
2013-14 to be paid when the member retires and not the benefits paid during this period to
existing pensioners.

Employees can opt to open a partnership pension account, a stakeholder pension with an
employer contribution. Employers’ contributions of £748,644 (2012-13: £647,470) were paid
to one or more of the panel of three appointed stakeholder pension providers. Employer
contributions are age-related and range from 3% to 12.5% of pensionable pay. Employers also
match employee contributions up to 3% of pensionable pay. In addition, employer contributions
of £9,097, 0.8% of pensionable pay were payable to the PCSPS to cover the cost of the future
provision of lump sum benefits on death in service or ill health retirement of these employees.
Contributions due to the partnership pension providers at 31 March 2014 were £11,944.
Contributions prepaid at that date were £38,874.
In 2013-14, 4 (2012-13: 3) individuals across the Departmental Group retired early on ill-health grounds;
the total additional accrued pension liabilities in the year amounted to £62,990 (2012-13: £1,635).
Across the Departmental Group, 7,812 persons (2012-13: 8,285 persons) contributed to the
PCSPS.
Other Pension Schemes
Employer contributions to other pension schemes in the year amounted to £106,704,005 (2012-
13: £88,760,198). Employer contributions include employers’ contributions, current service costs
and where appropriate past service costs of funded pension schemes. Further details can be
found in the accounts of the Department’s NDPBs and other designated bodies. A list of these
bodies is provided in Note 30.
Average number of persons employed
The average number of whole-time equivalent persons employed during the year was as shown in
the table below.
Number of staff by Group 2012-13

2013-14 restated
Permanent
employed Special
staff Others Ministers Advisers Total Total
Knowledge & Innovation 12,752 1,404 - - 14,156 14,376
Government Office for Science 60 5 - - 65 81
Business & Local Growth 704 96 - - 800 1,095
Legal 159 3 - - 162 162
Economics & Markets 1,199 56 - - 1,255 1,862
Enterprise & Skills 3,272 109 - - 3,381 5,083
Shareholder Executive 1,982 183 - - 2,165 192
Office of Manpower Economics 30 1 - - 31 27
UKTI 500 17 - - 517 587
Ministerial and Parliamentary Support Team 106 3 6 4 119 127
People & Strategy 218 15 - - 233 233
Finance & Commercial 1,036 61 - - 1,097 295
Total 22,018 1,953 6 4 23,981 24,120
Of which:
Core Department 2,825 176 6 4 3,011 3,279
Agencies 1,926 155 - - 2,081 2,224
NDPBs and other designated bodies 17,267 1,622 - - 18,889 18,617
Total 22,018 1,953 6 4 23,981 24,120
During the year a reorganisation of groups took place, which resulted in responsibilities for partner
organisations being reassigned. The key components of this reorganisation were the movement of
the Insolvency Service (1,958 staff) from Enterprise and Skills to the Shareholder Executive, and of
UK SBS (848 staff) from Knowledge and Innovation to Finance and Commercial.

3.1 Reporting of Civil Service and other compensation schemes – exit packages
Exit packages: Departmental Group
Exit package cost band Number of compulsory Number of other Total number of exit
redundancies departures agreed packages by cost band
2012-13 2012-13 2012-13
2013-14 restated 2013-14 restated 2013-14 restated
Less than £10,000 13 65 59 74 72 139
£10,000 – £25,000 19 81 198 155 217 236
£25,000 – £50,000 14 53 219 214 233 267
£50,000 – £100,000 7 14 153 130 160 144
£100,000 – £150,000 - 2 40 38 40 40
£150,000 – £200,000 - - 4 9 4 9
More than £200,000 1 1 2 4 3 5
Total number of exit packages 54 216 675 624 729 840
Of which:
Core Department - 1 36 98 36 99
Agencies 1 - 169 91 170 91
NDPBs and other designated bodies 53 215 470 435 523 650
Total number of exit packages 54 216 675 624 729 840
Total cost (£) 1,662,535 5,067,042 27,937,993 28,065,471 29,600,528 33,132,513
Of which:
Core Department - 11,500 1,390,261 5,331,452 1,390,261 5,342,952
Agencies 12,831 - 6,149,864 4,033,030 6,162,695 4,033,030
NDPBs and other designated bodies 1,649,704 5,055,542 20,397,868 18,700,989 22,047,572 23,756,531
Total 1,662,535 5,067,042 27,937,993 28,065,471 29,600,528 33,132,513
Redundancy and other departure costs have been paid in accordance with the provisions of the
Civil Service Compensation Scheme, a statutory scheme made under the Superannuation Act
1972. Exit costs are accounted for in full in the year of departure: based on expected payments
in that financial year. Where the Departmental Group has agreed early retirements, the additional
costs are met by the Departmental Group and not by the Civil Service pension scheme. Ill-health
retirement costs are met by the pension scheme and are not included in the table.

4. Other Administration Costs
2013-14 2012-13 restated
£’000 £’000
Core Core
Department and Agencies Group Department and Agencies Group
Rentals under operating leases:
Plant and machinery 594 644 1,099 739 821 1,380
Other 19,053 19,621 22,915 17,282 18,315 27,396
PFI service charges - 929 929 - 937 937
Accommodation 33,474 34,140 46,882 33,321 34,513 51,383
Interest charges - - - 1 1 59
Bank charges 17 25 589 19 24 521
Professional services 3,842 4,124 8,708 7,124 7,295 11,088
Consultancy 11,816 13,138 22,568 9,828 10,020 22,828
Finance and HR services 56,830 56,854 4,927 15,112 15,561 1,788
IT support 24,364 25,883 66,373 27,811 28,969 65,212
Training and other staff costs 5,986 6,123 14,111 4,710 4,893 16,506
Severance payments 750 749 14,999 3,503 3,503 5,604
Travel and subsistence 7,055 7,698 17,681 7,188 7,854 17,198
Telecommunications services 1,547 1,723 11,829 1,651 1,834 10,021
Advertising and publicity 1,010 1,100 3,781 896 937 4,199
Research and development 223 223 594 407 407 451
Auditors’ remuneration and expenses - - 1,292 - - 1,480
Other 4,813 5,473 27,249 5,781 6,238 18,414
171,374 178,447 266,526 135,373 142,122 256,465
Non-cash expenditure 23,028 24,405 54,403 15,066 16,313 60,792
Total other administration costs 194,402 202,852 320,929 150,439 158,435 317,257
Non-cash expenditure is analysed as follows:

2013-14 2012-13 restated
£’000 £’000
Core Core
Note Department and Agencies Group Department and Agencies Group
Depreciation 8 11,224 11,526 18,056 10,521 11,084 16,836
Amortisation 10 1,037 1,969 33,305 1,091 1,636 28,880
Impairment of property plant and - - (41) 1,189 1,189 1,146
equipment
Impairment of investments 9,867 9,867 2 1,071 1,071 -
Impairment of intangible assets - - 2,720 - - 3,966
Impairment of inventories - - 3 - - -
Revaluation of property, plant and - - (278) - - 346
equipment
Revaluation of intangible assets - - (10) - - -
Revaluation of other investments & - - - - - (24)
financial assets
Profit on disposal of property, plant - - - - - (1)
and equipment
Loss on disposal of property, plant - - 81 445 445 602
and equipment
Loss on disposal of intangibles 136 136 136 - - 7,999
Loss on disposal of assets held - - - - - 4
for sale
Loss on sale of investments - - (10) - - -
Share of profit/loss of joint ventures - - - - - (97)
and associates
Auditors’ remuneration and expenses 764 907 1,057 714 853 1,013
Specific bad debt write off - - (105) 35 35 122
Movement in provision for bad debts - - (61) - - -
Provisions:
Provided for/(released) in year - - (452) - - -
Total non-cash expenditure 23,028 24,405 54,403 15,066 16,313 60,792

Administration costs reflect the costs of running the Departmental Group, as defined under the
Administration Cost Control Regime.
Auditors’ remuneration
Core Department
During the year the Core Department did not purchase any non-audit services from its auditor,
the National Audit Office. The non-cash auditors’ remuneration of £764,000 (2012-13 restated:
£714,000) comprises £750,000 (2012-13: £700,000) for the cost of the audit of the Departmental
Group accounts and £14,000 (2012-13: £14,000) for the audit of the UK Atomic Energy Authority
Pension Scheme Accounts.
Agencies
During the year the Agencies did not purchase any non-audit services from their auditor, the
National Audit Office. Details of the non-cash auditors’ remuneration of £142,500 (2012-13:
£139,000) can be found in the accounts of the individual agencies.
NDPBs and other designated bodies
The non-cash auditors’ remuneration of £150,000 (2012-13: £160,000) relates to the statutory
audit of the Skills Funding Agency.
The cash remuneration of £1,292,274 (2012-13 restated: £1,480,345) relates to the statutory audit
of NDPBs and other designated bodies. Of this amount, £1,179,332 (2012-13: £1,325,943) was
payable to the NAO and £112,942 (2012-13 restated: £154,402) was payable to auditors other
than the NAO. In 2013-14 no amount was payable to the NAO (2012-13: £3,000) and £78,696 was
payable to auditors other than the NAO (2012-13: £74,954) for non-audit services. Further details
can be obtained from the accounts of the NDPBs and other designated bodies.

5. Programme Costs
2013-14 2012-13 restated
£’000 £’000
Core Core
Grant in aid 13,612,202 13,612,202 - 14,003,179 14,003,179 -
EU grant expenditure - - 136,114 - - 134,748
Other grants 2,519,329 2,661,354 15,009,921 2,247,661 2,287,249 14,812,048
Redundancy Payments Service 316,071 316,071 316,071 415,257 415,257 415,257
Subsidies to other bodies 349,798 349,798 349,798 350,200 350,200 350,200
Equipment support for Public 83,948 83,948 83,948 75,870 75,870 75,870
Weather service and Polar satellite
CITB training costs - - 36,519 - - 31,451
Outsourced Programme 23,023 23,028 23,505 34,937 35,161 35,361
Management
Paternity and adoption pay 62,000 62,000 62,000 38,807 38,807 38,807
Investigation costs - 9,956 10,151 - 11,579 11,973
Purchase of geographic and 75,055 75,055 75,055 79,224 79,224 79,224
mapping information
International subscriptions 10,012 183,953 331,798 9,158 199,676 343,082
Interest on NLF loans on-lent to 7 15,659 15,659 15,659 29,958 29,958 29,958
Royal Mail Holdings plc
Commitment fees on NLF loan 7 2,267 2,267 2,267 4,822 4,822 4,822
on-lent to Royal Mail Holdings plc
Research and development 11,348 66,820 161,963 7,874 63,608 153,499
Severance payments 376 6,519 15,093 1,740 5,638 20,591
IT costs 6,419 9,256 74,523 6,061 8,521 88,775
PFI service charges - 3,782 3,782 - 3,798 3,798
Advertising and publicity 8,774 8,993 22,646 1,541 1,812 14,101
Consultancy 9,459 10,678 41,347 3,586 4,004 48,658
Accommodation 4,877 17,809 114,768 3,890 13,836 137,655
Net (gain)/loss on foreign exchange (55) (1,224) 8,134 198 241 34,161
Losses and compensation 109,002 110,408 110,436 351 493 608
Charges under finance leases - - 728 - - 824
Auditors’ remuneration - - 325 - - 273
Rental under operating leases – - 288 2,081 - 315 1,798
plant and machinery
Rental under operating leases – other 3,470 8,799 29,392 (11) 4,893 4,893
Sponsorship 25,970 26,133 28,987 12,184 12,251 15,539
Enforcement 8,594 7,994 8,692 8,949 8,399 8,407
Administration of grants and awards 42,717 42,717 43,660 28,312 28,312 32,416
Contributions to other programmes 37,421 37,666 37,676 14,935 15,168 14,998
Project management costs 958 958 21,228 1,523 1,523 21,547
Fund management fees 132 132 36,380 49 49 44,441
Purchase of scientific equipment 35 1,255 6,312 - 896 28,231
Travel and subsistence 578 1,790 36,032 543 1,692 42,752
Other 12,559 13,924 239,863 9,324 12,096 203,691
17,351,998 17,769,988 17,496,854 17,390,122 17,718,527 17,284,457
Non-cash expenditure 6,214,134 6,197,683 6,054,465 3,681,037 3,715,799 3,996,165
Total other programme costs 23,566,132 23,967,671 23,551,319 21,071,159 21,434,326 21,280,622
Programme costs reflect non-administration costs, including payment of grant-in-aid, grants and
other disbursements in support of policy initiatives.

Core Department
Redundancy Payments Scheme
The Core Department is responsible for the approval and processing of claims under the
Redundancy Payment Scheme (RPS), which is financed from the National Insurance Fund.
Redundancy payments are made from the National Insurance Fund to employees whose
employers have failed to make payments due or who were insolvent. The scheme is administered
by the Insolvency Service who have a service level agreement with HM Revenue and Customs.
Claims processed under the Scheme fall into two categories: RP1 (which covers redundancy
pay, holiday pay and arrears of pay) and RP2 (pay in lieu of notice). The average payment for RP1
during 2013-14 was £3,410 (2012-13: £1,529). An average amount of £1,334 was paid during
2013-14 for RP2 (2012-13: £1,301).
There is associated income related to this Scheme arising from two sources:
• Solvent Recovery – where monies are recovered over a period of up to three years from
companies, setting up a standing order, that are continuing to trade but would not be able to do
so if they had to meet the full costs of redundancy payments at that time; and
• Insolvent Recovery – the Core Department becomes a creditor receiving a dividend if there are
sufficient funds on the winding up of the company.
Expenditure in respect of RPS in 2013-14 totalled £355 million (2012-13: £453 million) against
income of £39 million (2012-13: £38 million), the net of which is disclosed in this note. The net
amount totalled £316 million (2012-13: £415 million).
Auditors’ remuneration
The cash remuneration of £324,847 (2012-13: £272,749) relates to the statutory audit of NDPBs
and other designated bodies. £229,211 (2012-13: £212,127) was payable to the NAO and £95,636
(2012-13: £60,622) was payable to auditors other than the NAO.
During the reporting period £1,000 (2012-13: £2,261) was payable to the NAO and £21,300 (2012-
13: £26,571) was payable to auditors other than the NAO, in respect of non-audit work. Further
details can be obtained from the accounts of the NDPBs and other designated bodies.
Non-cash expenditure is analysed as follows:
2013-14 2012-13 restated

£’000 £’000
Core Core
Depreciation 8 6,240 17,145 188,753 6,745 15,651 180,868
Amortisation 10 - 1,106 27,221 - 1,535 24,317
Revaluation of assets:
Property, plant and equipment - - 2,051 - - (6,328)
Intangible assets - - 32 - - -
Investment properties 9 - - (59,152) - - (9,741)
Assets held for sale - - - - - 48
Other investments and financial (19,289) (19,289) 15,199 8,311 8,311 215,564
assets
Unrealised net loss/(gain) on - - 82,458 - - (5,162)
foreign exchange
Profits on disposal of assets:
Property, plant and equipment (448) (446) (3,358) - - (557)
Investment property - - (19,758) - - -
Other investments (11,725) (11,725) (731,833) (63) (63) (350,287)
Losses on disposal of assets:
Property, plant and equipment - - 1,188 - 5,197 8,253
Investment property - - - - - 1,724

2013-14 2012-13 restated
£’000 £’000
Core Core
Other investments - - 239,887 3,881 3,881 176,648
Impairment of assets:
Property, plant and equipment - 1,432 4,859 375 1,864 39,151
Investments 55,186 55,186 56,610 14,778 14,778 17,424
Assets held for sale - - 45 - - -
Inventories - - - 258 258 258
Interest on pension liabilities - - 2,364 - - (16,309)
Bad debt write off/(write back) 2,562 (15,616) (4,694) 244 4,832 17,229
Movement in bad debt provision (21,134) (20,610) (27,980) 7,224 7,602 24,001
Movement in bad debt provision 36,688 36,688 36,688 27,971 27,971 27,971
for student grants
Movement in minority interest - - (455) - - (2,947)
Student loans:
Policy write-off impairment 14 4,270,366 4,270,366 4,270,366 2,380,448 2,380,448 2,380,448
charge for year
Amortisation of loans issued 14 1,902,308 1,902,308 1,902,308 1,538,845 1,538,845 1,538,845
Tuition fee loan accrual adjustment - - - (486,135) (486,135) (486,135)
HMRC employer recoveries 25 406 406 406 310 310 310
written off
FE loans:
Amortisation of loans issued 14 5,107 5,107 5,107 - - -
Financial guarantee premium income:
Movement in bad debt provision 3,692 3,692 3,692 4,148 4,148 4,148
Student loan debt sale subsidy:
Unwinding of discount 23 5,545 5,545 5,545 4,787 4,787 4,787
Provided for/(released) 23 (6,058) (6,058) (6,058) 33,071 33,071 33,071
Provisions:
Unwinding of discount 20 2,313 4,188 10,139 14,341 15,735 23,692
Changes in price level 20 (4,489) (4,489) 922 79,005 80,803 74,811
Provided for/(released) 20 (23,047) (37,164) 38,900 19,697 29,174 48,984
Financial guarantees:
Provided for/(released) 9,911 9,911 13,013 22,796 22,796 31,079
Total non-cash expenditure 6,214,134 6,197,683 6,054,465 3,681,037 3,715,799 3,996,165
6. Non-operating gains and losses

Core Department
At 31 March 2014 the Core Department transferred its interest in the EUMETSAT Polar satellite to
the Met Office. Further explanation is provided in note 8.
The following assets were transferred into the Department in the prior year:
• The lease on 21 Bloomsbury Street, from INSS, together with their capital leasehold
improvements. The transfer was eliminated on consolidation.
• Three development park assets comprising land and buildings were transferred to BIS from the
Homes and Communities Agency (HCA).
In the prior year, under the provision of the Postal Services Act 2011 (Transfer of Assets) Order
2012 (the “Assets Transfer Order”), £29 billion of RMPP assets transferred into BIS (Postal
Services Act 2011) Company Limited and BIS (Postal Services Act 2011) B Company Limited.

7. Income
2013-14 2012-13 restated
£’000 £’000
Core Core
Administration Income:
Fees and charges from external
customers:
Recoveries of conference and 1,542 1,456 1,241 1,360 1,352 1,401
catering costs
Fee income 721 10,380 10,984 445 9,304 9,706
Receipts for legal services 2,110 2,106 2,106 2,946 2,879 2,879
Other recoveries 5,921 5,906 7,268 1,860 1,750 8,739
Other fees and charges receivable 32,419 30,378 30,093 29,453 27,952 29,621
from central Government
organisations
Sale of goods and services 22 22 5,766 - - 4,805
Admin grant funding from devolved 10,384 10,384 10,386 7,724 7,724 7,724
administrations
Bank interest - - 396 9 9 871
Other administration income 135 128 3,060 2,328 2,266 8,735
Levy income 2,045 2,045 2,045 - - -
Total Administration income 55,299 62,805 73,345 46,125 53,236 74,481
Programme Income:
Funding from other Government
Departments for:
UKCES 936 936 936 1,037 1,037 1,037
European Union funding 114 114 187,020 6,643 6,643 173,137
Skills Funding Agency 728,565 728,565 728,565 683,805 683,805 683,805
Other income from other 195,661 195,381 263,097 107,270 107,270 107,270
Government Departments
Programme fee income - - 15,497 - - 117,324
Recovery of grants 4,380 4,380 5,158 340 340 4,363
Pension contributions - - 96 - - -
Investment property rental income 33 33 20,703 28 28 40,771
Sales of goods and services 1 1 258,550 - - 228,432
Levy income - - 196,599 - - 191,252
CITB awarding body Income - - 35,377 - - 32,919
Voluntary income (donations) - - - - - 1,065
Grants recorded as income - - 1,500 - - 10,041
(from the public sector)
Grants recorded as income 116 116 38,382 - - 64,501
(from the private sector):
EHL dividend 76,006 76,006 - 51,052 51,052 -
Public Dividend Capital dividends 39,407 39,407 39,407 35,591 35,591 35,591
Special dividends 3,205,793 3,205,793 - - - -
Other dividend income - - 179,409 - - 61,549
Bank interest - - 1,008 - - 223,310
Interest received on loans 191 191 191 816 816 816
Interest received from private and 2,016 2,016 89,485 836 836 197,098
voluntary sector
Other interest receivable 2 2 2 - - -
INSS receipts - 61,426 61,426 - 68,915 68,915
NPL rental income - 12,168 12,168 - 11,746 11,746
Other rental income - - 2,206 - - 3,859
Student grant recoveries 66,501 66,501 66,505 48,811 48,811 48,811

2013-14 2012-13 restated
£’000 £’000
Core Core
Consumer Futures Recoveries 5,629 5,629 5,629 6,040 6,040 6,040
Interest received on NLF loan 5 15,659 15,659 15,659 29,958 29,958 29,958
on-lent to PSH Company Limited
Commitment fees received 5 2,267 2,267 2,267 4,822 4,822 4,822
for NLF loan on-lent to PSH
Company Limited
Income from property related 6 6 18,419 - - 22,076
holdings
Other income 10,791 16,146 75,049 20,341 23,789 24,369
Programme income excluding 4,354,074 4,432,743 2,320,310 997,390 1,081,499 2,394,877
non cash
Non cash:
Student loans capitalised interest 14 987,120 987,120 987,120 664,252 664,252 664,252
Launch investment income realised 106,733 106,733 106,733 108,984 108,984 108,984
Venture Capital income realised 16,613 16,613 16,613 - - -
Amortisation of financial guarantees 22 29,294 29,294 29,294 26,536 26,536 26,536
Effective interest – launch investments 14 63,916 63,916 63,916 61,696 61,696 61,696
Effective interest – student loans 14 340,504 340,504 340,504 302,791 302,791 302,791
SFLG/EFG – Unwinding discount 1,259 1,259 1,259 1,483 1,483 1,483
Effective interest – fee income (INSS) - 234 234 - 1,094 1,094
Other non cash income 14 14 4,416 - - 2,674
Release from reserves - - 1,088 - - (171)
Interest receivable from Royal Mail 30,604 30,604 30,604 50,966 50,966 50,966
shareholder loan
Non-cash programme income 1,576,057 1,576,291 1,581,781 1,216,708 1,217,802 1,220,305
Total programme income 5,930,131 6,009,034 3,902,091 2,214,098 2,299,301 3,615,182
Total operating income 5,985,430 6,071,839 3,975,436 2,260,223 2,352,537 3,689,663
Dividend income for 2013-14 relating to Public Dividend Capital includes dividends from UKIPO,
Ordnance Survey, Met Office and Companies House. The Department’s share of net assets and
results of these bodies is shown in note 13.3.
Other dividend income includes amounts due from URENCO to Enrichment Holdings Limited
(EHL) prior to it being paid over to the Core Department. Two dividends were recognised during
the year: one in respect of 2012-13, and one in respect of 2013-14. This is due to timing of the
announcements of dividends payable.
A special dividend of £3.2 billion was received from Postal Services Holding Company Limited
during the year, following the disposal of 70% of its shareholding in Royal Mail plc. This dividend
comprised the sales proceeds of £1.95 billion, and a balance of £1.25 billion held in a custodian
account at the start of the year. As the dividend was paid to the Department from an entity within
the Departmental Group, it eliminates on consolidation.
This is recognised as a special dividend in accordance with the Consolidated Budgeting
Guidance, as the level of withdrawal from Postal Services Holdings Company Limited was greater
than the limits set by the guidance for recognition as a normal dividend.

8. Property, plant and equipment
2013-14 Furniture,
Freehold Leasehold Information Plant and Fixtures and Transport Assets under
Land Buildings Dwellings Improvements Technology Machinery Fittings Equipment Construction Total
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Cost or valuation (restated)
Restated balance at 1 April 2013 298,477 1,771,780 31,673 65,485 251,330 1,681,190 29,893 235,343 373,664 4,738,835
Additions 5,950 7,023 - 4,806 22,660 40,852 1,644 12,409 152,281 247,625
Disposals (1,931) (89,168) - (121) (76,907) (58,450) (2,489) (39,414) - (268,480)
Impairments 1,036 (5,222) - 1 (933) (35,824) (340) (1,334) 1 (42,615)
Transfers from/(to) other bodies - - - - 75 (92,725) - - - (92,650)

Reclassifications (27,893) 12,810 - 830 28,164 48,970 219 71,097 (164,696) (30,499)
Revaluations 15,593 72,699 1,914 (429) (853) 71,260 (20) 21,555 (47) 181,672
At 31 March 2014 291,232 1,769,922 33,587 70,572 223,536 1,655,273 28,907 299,656 361,203 4,733,888
Depreciation (restated)
Restated balance at 1 April 2013 (4,893) (709,629) (294) (22,277) (157,889) (905,594) (21,347) (154,384) - (1,976,307)
Charged in year (69) (50,268) (53) (6,485) (40,708) (94,843) (2,766) (11,617) - (206,809)
Disposals - 68,719 - 103 76,411 47,060 2,047 39,178 - 233,518
Impairments - 2,058 - - 635 7,839 154 262 - 10,948
Transfers (from)/to other bodies - - - - - 46,647 - - - 46,647
Reclassifications - 1,881 (1,094) (480) 166 318 - - - 791
Revaluations 1,950 (20,768) 318 (5) 540 (43,383) 14 (8,373) - (69,707)
At 31 March 2014 (3,012) (708,007) (1,123) (29,144) (120,845) (941,956) (21,898) (134,934) - (1,960,919)
Carrying amount at 31 March 2014 288,220 1,061,915 32,464 41,428 102,691 713,317 7,009 164,722 361,203 2,772,969
Asset financing:
Owned 276,358 1,061,915 32,464 41,428 102,691 713,317 7,009 160,055 360,177 2,755,414
Finance leased 11,862 - - - - - - 4,667 - 16,529
On balance sheet (SoFP) PFI and other service - - - - - - - - 1,026 1,026
concession arrangements
Of the total:
Core Department 30,479 2,913 - 30,285 7,896 59 835 - 24,575 97,042
Agencies 17,563 95,809 - 442 4,949 75,755 144 3 2,734 197,399
NDPBs and other designated bodies 240,178 963,193 32,464 10,701 89,846 637,503 6,030 164,719 333,894 2,478,528
149
2012-13 Furniture,
150
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Cost or valuation
At 1 April 2012 212,570 1,544,493 38,876 28,906 187,887 1,550,348 34,440 242,736 674,525 4,514,781
Transfer in/(out) of boundary - - - - (469) 7,914 (2,840) - - 4,605
Restated balance at 1 April 2012 212,570 1,544,493 38,876 28,906 187,418 1,558,262 31,600 242,736 674,525 4,519,386
Additions 23 3,252 - 6,666 11,313 45,507 1,699 2,529 148,721 219,710
Disposals - (16,464) - (2,348) (25,637) (30,394) (2,440) (15,349) (77) (92,709)
Impairments (6,652) (57,279) - - 40 (2,925) (188) - (1,189) (68,193)
Transfers from/(to) other bodies - - - - (15) - (15) - - (30)
Reclassifications 80,988 246,274 (8,453) 32,075 64,807 40,034 (903) 3,934 (451,741) 7,015
Revaluations 11,548 51,504 1,250 186 13,404 70,706 140 1,493 3,425 153,656
At 31 March 2013 298,477 1,771,780 31,673 65,485 251,330 1,681,190 29,893 235,343 373,664 4,738,835
Depreciation
At 1 April 2012 (6,214) (682,568) (4,689) (11,303) (136,777) (817,574) (23,603) (156,267) - (1,838,995)
Transfer (in)/out of boundary - - - - 395 (4,845) 1,701 - - (2,749)
Restated balance at 1 April 2012 (6,214) (682,568) (4,689) (11,303) (136,382) (822,419) (21,902) (156,267) - (1,841,744)
Charged in year (243) (41,750) - (7,102) (31,027) (105,660) (3,031) (8,891) - (197,704)
Disposals - 9,201 - 1,882 25,351 28,804 2,248 13,641 - 81,127
Impairments - 26,097 - - - 1,586 105 - - 27,788
Reclassifications 1,105 - 4,395 (5,686) (8,436) 15,152 1,324 (2,396) - 5,458
Revaluations 459 (20,609) - (68) (7,395) (23,057) (91) (471) - (51,232)
At 31 March 2013 (4,893) (709,629) (294) (22,277) (157,889) (905,594) (21,347) (154,384) - (1,976,307)
Carrying amount at 1 April 2012 206,356 861,925 34,187 17,603 51,036 735,843 9,698 86,469 674,525 2,677,642
Asset financing:
Owned 280,396 1,062,151 31,379 43,208 93,441 775,596 8,546 64,565 372,638 2,731,920
Finance leased 13,188 - - - - - - 16,394 - 29,582
On balance sheet (SoFP) PFI and other service - - - - - - - - 1,026 1,026
concession arrangements
Of the total:
Core Department 27,908 2,900 - 33,419 7,592 52,364 1,068 - 15,090 140,341
Agencies 9,302 101,398 - - 1,309 75,330 134 4 2,364 189,841

2012-13 Furniture,
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Of the total:
Core Department - - - 14,326 10,046 59,142 1,402 - 27,949 112,865
Agencies 9,302 97,903 - - 2,016 74,409 133 1 785 184,549

PPE held by the Core Department
Included within Assets Under Construction is IT equipment relating to the Department’s new IT management service, Evolve. BIS maintains control
over the IT strategy and has agreed to contract out the different components of the IT infrastructure to a range of suppliers. These contractual
obligations are included within the financial commitments in note 11.
On 31 March 2014 the Core Department transferred its interest in the EUMETSAT Polar satellite to the Met Office. The arrangement prior to this did
not align benefits with financial obligations and was inconsistent with the treatment of other satellite programmes. The net book value on transfer
was £46 million.
Land and Buildings
The professional valuations of land and buildings undertaken within the Departmental Group were prepared in accordance with the Royal Institute of
Chartered Surveyors (RICS) Valuation Standards (6th Edition) the ‘Red Book’. Unless otherwise stated land and buildings are professionally revalued
every five years and where appropriate, in the intervening period relevant indices are used. Valuations of assets held by the Core Department as at
31 March 2014 were undertaken by GVA Grimley Limited. Further information on asset valuations can be found in the notes of the individual bodies’
financial statements.
151
9. Investment properties
£’000
Core
Core Department Departmental
Note Department and Agencies Group
Balance at 1 April 2012 - - 41,287
Additions - - 4,768
Disposals - - (362,959)
Transfers - - 673,777
Revaluations 5 - - 9,741
Balance at 31 March 2013 - - 366,614
Additions - - 3,311
Disposals - - (111,446)
Revaluations 5 - - 59,152
Balance at 31 March 2014 - - 317,631

Investment properties are held by the BIS (Postal Services Act 2011) Company Limited, the
UK Atomic Energy Authority and the Technology Strategy Board (TSB) either for rental yields or
capital appreciation.
Details of independent valuations of other properties can be found in the notes of the individual
bodies’ financial statements.
The Departmental Group has adopted the fair value model in IAS 40, in accordance with the
FReM.
BIS (Postal Services Act 2011) Company Limited
Disposals during the reporting period were valued at £111 million (2012-13: £363 million) with
sale proceeds of £131 million (2012-13: £361 million) leading to a profit on disposal of £20 million
(2012-13: loss of £2 million). The properties were independently valued in the year by professional
valuers, CBRE. At 31 March 2014 the fair value of investment properties was £265 million (2012-
13: £323 million) and the cumulative increase in fair value was £51 million (2012-13: £7 million).
During the year, income of £18 million (2012-13: £38 million) was generated from these properties
and expenses of £3 million (2012-13: £9 million) were incurred.
In 2013-14 all of BIS (Postal Services Act 2011) Company Limited’s properties generated
rental income. In 2012-13 one property, which was valued at £46 million, did not generate any
rental income.

10. Intangible Assets
Assets under Information Software Development
Consolidated Construction Technology Licences Website Expenditure Patents Total
2013-14 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Cost or Valuation
Restated balance at 1 April 2013 14,922 186,267 24,268 429 1,764 221,702 449,352
Additions 36,574 6,298 3,683 - 2,179 - 48,734
Disposals - (242) (2,084) - - - (2,326)
Impairments (2,588) (1,718) (1) - - - (4,307)
Reclassifications (31,209) 29,557 98 409 - - (1,145)
Transfers in/(out) - 241 (316) - - - (75)
Revaluations - - (691) - - (5,672) (6,363)
At 31 March 2014 17,699 220,403 24,957 838 3,943 216,030 483,870
Amortisation
Restated balance at 1 April 2013 - (97,905) (15,885) (201) (1,660) (140,698) (256,349)
Charged in year - (32,689) (2,763) (138) (127) (24,809) (60,526)
Disposals - 115 2,063 - - - 2,178
Impairments - 1,595 (12) 2 - - 1,585
Reclassifications - (15) (2) - - (1) (18)
Transfers (in)/out - (37) 37 - - - -
Revaluations - 42 358 - - - 400
At 31 March 2014 - (128,894) (16,204) (337) (1,787) (165,508) (312,730)
Carrying amount at 17,699 91,509 8,753 501 2,156 50,522 171,140
31 March 2014
Carrying amount at 14,922 88,362 8,383 228 104 81,004 193,003
31 March 2013
Asset financing:
Owned 17,699 91,509 8,753 501 2,156 50,522 171,140
31 March 2014
Of the total:
Core Department 2,809 717 - - - - 3,526
Agencies 522 4,956 557 - - - 6,035
NDPBs and other 14,368 85,836 8,196 501 2,156 50,522 161,579
designated bodies
31 March 2014

2012-13 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Cost or Valuation
At 1 April 2012 (restated) 10,647 196,026 23,524 295 1,764 263,013 495,269
Additions 19,407 293 3,426 46 - - 23,172
Disposals (2,010) (19,601) (3,078) (29) - - (24,718)
Impairments - (3,751) (215) - - - (3,966)
Transfers in/(out) (13,123) 13,255 (229) 116 - - 19
Revaluations - 46 840 - - (41,310) (40,424)
At 31 March 2013 14,921 186,268 24,268 428 1,764 221,703 449,352
Amortisation
At 1 April 2012 (restated) - (81,432) (15,709) (129) (1,245) (120,970) (219,485)
Charged in year - (29,933) (3,051) (70) (415) (19,728) (53,197)
Disposals - 13,632 3,005 29 - - 16,666
Transfers (in)/out - - 40 (29) - - 11
Revaluations - (172) (172) - - - (344)
At 31 March 2013 - (97,905) (15,887) (199) (1,660) (140,698) (256,349)

2012-13 £’000 £’000 £’000 £’000 £’000 £’000 £’000
31 March 2013
1 April 2012
Asset financing:
Owned 14,921 88,363 8,381 229 104 81,005 193,003
31 March 2013
Of the total:
Core Department - 1,691 1,546 - - - 3,237
Agencies 973 6,794 672 - - - 8,439
NDPBs and other 13,948 79,878 6,163 229 104 81,005 181,327
designated bodies
31 March 2013
1 April 2012
Of the total:
Core Department - 2,511 - - - - 2,511
Agencies 4 8,391 361 - - - 8,756
NDPBs and other 10,643 103,692 7,454 166 519 142,043 264,517
designated bodies
1 April 2012
All software licences are acquired separately. All intangible IT assets are internally generated.
Internally generated IT assets are initially classified as assets under construction and are not
amortised until they are commissioned, at which time they are re-classified as IT.
11. Capital and other Commitments

11.1 Capital Commitments
31 March 2014 31 March 2013
£’000 £’000
Core Core
Contracted capital commitments not
otherwise included in these financial
statements:
Property, plant and equipment 1,016 3,937 289,800 2,657 2,657 439,678
Intangible assets 276 276 2,976 500 5,453 5,453
Investment properties - - - - - 4,838
Investments - - 878,615 - - 460,158
Total 1,292 4,213 1,171,391 3,157 8,110 910,127
Capital commitments as at 31 March 2014 include the following significant commitments:

• Property, plant and equipment commitments for Biotechnology and Biological Sciences
Research Council (BBSRC) of £195 million (31 March 2013: £237 million), relating to
commitments on capital projects at the BBSRC Institute sites, including the Pirbright Institute,
for the next five years.
• Investment commitments of £720 million (31 March 2013: £262 million) for the Green Investment
Bank (GIB), relating to investment contracts where the borrower or investee entity may draw
down committed capital over the contracted period, and £159 million (31 March 2013: £198
million) for the BIS (Postal Services Act 2011) Company Limited, which has capital calls relating
to investments in respect of its private equity financial instruments.
11.2 Commitments under leases
11.2.1 Operating leases
Total future minimum lease payments under operating leases are given in the table below for each
of the following periods:
31 March 2014 31 March 2013

£’000 £’000
Core Core
Obligations under operating leases
comprise:
Land:
Not later than one year - 18 22 - 18 54
Later than one year and not later than - 3 17 - 3 3
five years
Later than five years - 25 182 - 25 25
- 46 221 - 46 82
Buildings:
Not later than one year 54,310 60,047 79,813 51,068 57,793 83,682
Later than one year and not later than 195,708 213,318 280,996 151,734 171,297 241,502
five years
Later than five years 132,658 144,600 196,525 222,948 238,300 308,847
382,676 417,965 557,334 425,750 467,390 634,031
Other:
Not later than one year 186 201 1,778 188 505 2,092
Later than one year and not later than 694 709 1,802 525 641 2,345
five years
Later than five years 321 321 321 - - -
1,201 1,231 3,901 713 1,146 4,437
The Core Department is allowed to sub-lease and can assign leases, subject to the lease
provisions. Further information about finance leases and sub-lease arrangements of the Agencies,
NDPBs and other designated bodies can be found in the accounts of the relevant bodies.
11.2.2 Finance leases
Total future minimum lease payments under finance leases are given in the tables below for each
of the following periods:
31 March 2014 31 March 2013
£’000 £’000
Core Core
Obligations under finance leases comprise:
Not later than one year - - 2,134 - - 2,334
Later than one year and not later than - - 6,384 - - 6,630
five years
Later than five years - - 532 - - 2,128
- - 9,050 - - 11,092
Less: interest element - - (1,666) - - (2,328)
Present value of obligations - - 7,384 - - 8,764

31 March 2014 31 March 2013
£’000 £’000
Core Core
Present Value of obligations under finance
leases comprise:
Not later than one year - - 1,594 - - 1,667
Later than one year and not later than - - 5,267 - - 5,089
five years
Later than five years - - 523 - - 2,008
Total present value of obligations - - 7,384 - - 8,764
11.3 Commitments under PFI contracts and other service concession arrangements
11.3.1 On-balance sheet (SoFP)
Agencies
The Insolvency Service entered into a contractual agreement in November 2012, for the provision
of IT hardware, software and related services. The core contract value is £16 million and the
estimated fair value of assets to be recognised as PPE over the term of the contract is £6 million.
As at 31 March 2014 the total value of PPE recognised under the service concession arrangements
was £3 million (31 March 2013: £1 million).
11.3.2 Charge to the Consolidated Statement of Comprehensive Net Expenditure
The total amount charged to the Consolidated Statement of Comprehensive Net Expenditure in
respect of on-balance sheet PFI and service concession arrangements contracts in 2013-14 was
£5 million (2012-13: £5 million). This relates to the service charge element of the INSS on-balance
sheet IT contract referred to in 11.3.1 above. These charges are shown in notes 4 and 5.
11.4 Other financial commitments

The Departmental Group has entered into non-cancellable contracts (which are not leases, PFI
contracts or other service concession arrangements) for subscriptions to international bodies and
various other expenditures. The most significant payments to which the Departmental Group is
committed during 2014-15, analysed by the period during which the commitments expire, are
as follows:
31 March 2014 31 March 2013 restated

£’000 £’000
Core Core
Not later than one year 4,696 176,827 179,374 16,513 65,159 67,423
Later than one year and not later than 31,067 74,120 209,703 16,085 113,595 261,741
five years
Later than five years 30,915 37,773 53,147 27,491 28,268 28,268
Total 66,678 288,720 442,224 60,089 207,022 357,432

11.4.1 International Subscriptions
The financial commitments in the above table include subscriptions paid to the following bodies:
Later than 1
year and not
later than Later than Total 2012-13
Within 1 Year 5 years 5 Years Total 2013-14 restated
Organisation Note £’000 £’000 £’000 £’000 £’000
World Trade Organisation (WTO) a - - 5,340 5,340 5,919
EUMETSAT Polar Satellite Programme b - - 7,272 7,272 7,727
European Space Agency c 167,192 - - 167,192 97,510
European Organisation for Nuclear Research (CERN) d - 105,565 - 105,565 106,542
European Southern Observatory Agency (ESO) e - 22,036 - 22,036 18,242
European Synchrotron Radiation Facility (ESRF) f - 7,982 - 7,982 7,955
Institut Laue-Langevin (ILL) g - - 15,374 15,374 15,407
Total 167,192 135,583 27,986 330,761 259,302
Notes:
The Departmental Group is required to subscribe to the above bodies on an on-going and
continuous basis. International subscriptions are paid in Euros, Swiss Francs, US dollars and
pounds sterling. The subscriptions paid in Euros, Swiss Francs, and US dollars are subject to
fluctuations due to exchange rate differences. The purpose of the subscription payable to each
of these bodies is described below:
a) The Core Department is responsible for the payment of the UK’s annual contribution to the
World Trade Organisation (WTO), which deals with the global rules of trade between nations.
Its main function is to ensure that international trade flows as smoothly, predictably and freely
as possible. As a member of the WTO the UK, like other members, has a legal commitment
to pay a contribution to the cost of running the WTO Secretariat, which is based in Geneva.
The UK’s share is calculated on the basis of our international trade in relation to the total
international trade of all WTO members.
b) The Core Department is responsible for payment of the UK’s contribution to the European
Organisation for the Exploitation of Meteorological Satellites (EUMETSAT), which delivers
weather and climate related satellite data. The UK is committed to the Polar Satellite
Programme until its conclusion in 2023.
c) The UK Space Agency subscribes to the European Space Agency (ESA) programme. The UK
shares research objectives with other European nations and collaborates with them to mitigate
the high capital and running costs of facilities. There are agreements in place at national level
to regulate annual contributions and the management of the facilities. These include a period
of notice of withdrawal from the arrangement. ESA requires a 12 month notice period after the
end of the current calendar year.
d) STFC shares the funding of the capital and running costs of CERN with other major scientific
nations. There is a notice of withdrawal period of 12 months after the end of the current
calendar year.
e) STFC shares the funding of the capital and running costs of the European Southern Observatory
(ESO). There is a notice of withdrawal period of 12 months with effect from 1 July 2014.
f) The UK, through STFC, has signed up to International Conventions, with respect to European
Synchrotron Radiation Facility (ESRF). The current ESRF will remain in force until 31 December
2016 and has a notice period of two years.
g) The UK, through STFC, has signed up to International Conventions, with respect to Institut
Laue-Langevin (ILL). The 4th protocol of the Intergovernmental Convention was signed in
July 2013 and will remain in force until 31 December 2023.

11.4.2 Non-cancellable contracts
The amounts disclosed above include payments due in the next financial year under non-
cancellable contracts to the following organisations:
Later than 1
year and not
later than Later than Total 2012-13
Within 1 Year 5 years 5 Years Total 2013-14 restated
Organisation Note £’000 £’000 £’000 £’000 £’000
Grant Thornton (Manufacturing Advisory Service) a - 15,485 - 15,485 15,485
EC Harris b - 5,584 - 5,584 -
Fujitsu (Elgar Services) c - - - - 15,578
Honours Trustee Limited d - - 5,098 5,098 4,866
Finance for Higher Education Limited e - - 5,180 5,180 4,429
European Commission f - - 6,858 6,858 -
NPL Management Limited (NPLM Ltd) g - 42,395 - 42,395 43,400
Total - 63,464 17,136 80,600 83,758
Notes:
The Departmental Group has entered into non-cancellable contracts with the above bodies.
Contracts are paid in Euros and pounds sterling. Where payments are made in Euros there are
fluctuations due to exchange rate differences. The nature of the contracts with the above bodies
is described below:
a) The Core Department has a performance based contract with Grant Thornton for delivery of
the Manufacturing Advisory Service, targeted at SMEs, until 2015.
b) EC Harris is responsible for providing facilities management services across the BIS Estate
through the Total Facilities Management Contract (TFM).
c) The Fujitsu Elgar services contract terminated on 31 March 2014, but was extended for three
months to June 2014, pending full rollout of the new Evolve IT Services.
d) The Core Department has a contract with Honours Trustee Limited for the sale and
administration of mortgage-style student loans. The contract expires in March 2029.
e) The Core Department has a contract with Finance for Higher Education for the sale and
administration of mortgage-style student loans. The contract expires in March 2028.
f) The National Measurement Office (NMO) has a non-cancellable contract with the European
Commission to support international metrology research and development projects and other
activities, established through the European Metrology Programme for Innovation and Research
(EMPIR) under Article 185 of the European Treaty. This is subject to the adoption of the decision
of the European Parliament and of the Council on the participation of the EU in EMPIR.
g) NMO has a non-cancellable contract with NPLM Limited to operate the National Physical
Laboratory and perform scientific metrology on the Teddington site.
11.4.3 Unquantifiable financial commitments
Since October 2003 the Core Department has made available to Post Office Limited a revolving
loan facility of up to £1.15 billion. This is to help the company fund its daily in-branch working
capital cash requirements needed to deliver services through the network, such as social benefits
payments. The facility currently matures on 31 March 2018 and the outstanding balance of the
loan at 31 March 2014 was nil (31 March 2013: £291 million).

12. Financial instruments
The carrying amounts of financial instruments in each of the IAS 39 categories are as follows:
31 March 2014 31 March 2013 1 April 2012

restated restated
£’000 £’000 £’000
Core Core Core
Core Department and Departmental Core Department and Departmental Core Department and Departmental
Note Department Agencies Group Department Agencies Group Department Agencies Group
Financial assets
Loans and receivables:

Cash and cash equivalents 18 730,129 800,588 1,567,050 610,348 660,082 2,833,333 415,657 482,533 1,126,538
Receivables 724,612 721,258 1,266,943 441,546 474,326 926,931 1,363,819 1,332,452 1,622,597
Student loans 14.1 33,313,621 33,313,621 33,313,621 30,695,562 30,695,562 30,695,562 28,068,877 28,068,877 28,068,877
Other loans 14,198 14,198 14,198 1,246,596 1,246,596 1,246,596 2,012,446 2,012,446 2,012,446
Other financial assets 66,745 66,745 318,228 9,283 9,283 142,378 5,353 5,353 80,680
Total loans and receivables 34,849,305 34,916,410 36,480,040 33,003,335 33,085,849 35,844,800 31,866,152 31,901,661 32,911,138
Available for Sale:
Launch Investments 14.3 1,606,592 1,606,592 1,606,592 1,826,182 1,826,182 1,826,182 1,762,744 1,762,744 1,762,744
Venture Capital Funds (VCF) and 14.4 279,921 279,921 279,918 229,191 229,191 229,190 199,622 199,622 199,621
Venture Capital Loan Funds (VCLF)
Ordinary Shares 13.1 1,080,726 1,080,726 725,854 957,493 957,493 2,039,332 773,573 773,573 1,196,432
Public Dividend Capital 13.2 115,081 115,081 115,081 115,081 115,081 115,081 115,081 115,081 115,081
Other financial assets 72,801 72,801 5,066,190 72,600 72,600 3,605,488 32,676 32,676 2,218,159
Total available for sale 3,155,121 3,155,121 7,793,635 3,200,547 3,200,547 7,815,273 2,883,696 2,883,696 5,492,037
Derivatives:
Forward contracts - (1,875) (5,263) - 507 7,000 14 (1,048) 9,040
Total derivatives - (1,875) (5,263) - 507 7,000 14 (1,048) 9,040
Fair value through profit or loss:
Other financial assets - - - - - 525,693 - - -
Total fair value through profit or loss - - - - - 525,693 - - -
Held to maturity:
Other financial assets - - - - - 9,705 - - 14,463
159
160
restated restated
£’000 £’000 £’000
Core Core Core
Core Department and Departmental Core Department and Departmental Core Department and Departmental
Note Department Agencies Group Department Agencies Group Department Agencies Group
Total held to maturity - - - - - 9,705 - - 14,463
Other financial liabilities measured
at amortised cost:
Financial Guarantees 22 165,982 165,982 194,984 199,059 199,059 231,796 235,928 235,928 267,333
Debt sale subsidy 23 243,465 243,465 243,465 252,021 252,021 252,021 217,590 217,590 217,590
Payables 642,422 748,889 1,986,425 271,513 296,384 1,441,082 1,567,053 1,671,893 2,975,197
Total other financial liabilities 1,051,869 1,158,336 2,424,874 722,593 747,464 1,924,899 2,020,571 2,125,411 3,460,120
measured at amortised cost
The amounts disclosed above as payables and receivables exclude any assets or liabilities which do not arise from a contractual arrangement.
Payable and receivable transactions with the Core Department and its Agencies and other Government departments are excluded, as Government
departments are part of the same legal entity.
IFRS 7 Financial Instruments: Disclosure requires the disclosure of information which will allow users of financial statements to evaluate the
significance of financial instruments on the Group’s financial performance and position and the nature and extent of the Group’s exposure to risks
arising from these instruments.
As the cash requirements of the Departmental Group are largely met through the Estimates process, financial instruments play a more limited role in
creating risk than would apply to a non-public sector body of a similar size.
The Departmental Group is however exposed to credit, liquidity and market risk due to the specific programmes and activities undertaken in
pursuance of the Group’s objectives.

Credit risk
Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other
party by failing to discharge an obligation.
Significant credit risks can be summarised as follows:
Core Department
• Launch Investments – In the event of an investee company failure, the Core Department may not
recover its initial investment in whole or in part. The Core Department seeks to offset this low
probability risk by analysing the financial health of any applicant at the time of application for
launch investment and reviewing financial health as part of the programme monitoring activity.
In addition, contracts aim to contain provisions which will (as a minimum) not disadvantage
the Core Department compared to other creditors in the event of a corporate failure. The Core
Department takes steps to monitor the payments that become due to the companies under
launch investment contracts to ensure they comply with the terms of the contracts. Finally, the
contracts also require the company’s auditors to confirm that all payments made to the Core
Department have been made correctly and to identify any errors made.
• Student HE and FE loans – The Core Department has a statutory obligation to issue student
loans and seek repayments in line with legislation. Eligible students can get loans regardless
of their credit rating, in order to support the Core Department’s policy aim of encouraging
students to enter higher and further education. There is no obligation to repay the loan until the
borrower’s income reaches a certain income threshold, but depending on the level of borrower
earnings, the risk that some loans will not be repaid may increase. The Core Department
estimates the percentage of loans which will not be repaid and impairs the loan asset when the
loans are paid out. The Core Department is therefore exposed to the risk that some student
loans will not be repaid, although this is partly mitigated by the fact that most repayments are
collected by HMRC as part of the tax collection process. Write-offs are made in accordance
with student loan policy as set out in the legislation and regulations governing the issue and
repayment of loans. The Core Department models the impact of non-repayment when providing
for the policy write-off impairment.
• Venture Capital Funds and Venture Capital Loan Funds – Investee companies may not perform
as expected and the Departmental Group may not recover its initial investment. The Department
minimises the risk by monitoring the overall performance of the Funds and to secure value for
the Department as an investor. This includes a full evaluation of each business case submitted
prior to committing funds.
• Financial Guarantees – Through the various loan guarantee schemes the Core Department is
exposed to the risk that a recipient of the loan may default and the lending institution will call
upon the Core Department to honour its guarantee. The Core Department minimises the credit
risk for its most significant guarantees, the Enterprise Financial Guarantee (EFG) and legacy
Small Firms Loan Guarantee Scheme (SFLGS), by using the participating banks to determine
whether any potential lender applying for a loan is commercially viable. Furthermore, any
losses suffered on these loans are shared between the Department and the lending institution
as detailed in Note 22. The EFG is also subject to a cap which limits the Core Department’s
exposure. In addition, prior to entering into the Automotive Assistance Programme (AAP)
guarantee the beneficiary company was assessed using a professional credit appraisal. This is
followed up with quarterly credit assessments throughout the duration of the loan to ensure no
deterioration in credit risk.
The Skills Funding Agency is at risk of loan defaults from financial guarantees. Credit risk
is minimised by using the participating banks to determine whether Professional Career
Development Loans (PCDLs) are commercially viable.

BIS (Postal Services Act 2011) Company Limited is exposed to credit risk, from its investments in
debt securities. At 31 March 2014, the Company held debt securities of mixed quality. The group
is exposed to counter party credit risk on its high yield debt securities. Based on historic rates of
market defaults a 2% to 4% default rate within the portfolio would not be unexpected. To manage
the risk of loss, the investments are broadly diversified. There are specific parameters for the
holding of the debt securities within particular sectors together with a limit on individual holdings
as a percentage of the total portfolio. The investment managers also have significant expertise in
managing default risk.
The Green Investment Bank (GIB) is exposed to credit risk with respect to its debt investments.
Further information can be found in Note 14.5.
The Departmental Group’s total maximum exposure to credit risk as at 31 March 2014 is £45,834
million (31 March 2013 restated: £39,068 million). The risk of non-payment is reflected in the
carrying amounts of the assets and liabilities, where the Department is exposed to credit risk.
Market risk
Market risk is the risk that fair values and future cash flows will fluctuate due to changes in market
prices. Market risk generally comprises of:
Foreign Currency risk
Core Department
The Core Department is exposed to a small amount of currency risk with respect to Launch
Investments, for contracts initially based in US Dollars, but it is minimal in the context of the
overall Launch Investment portfolio. Otherwise the Core Department’s exposure to foreign
currency risk during the year was insignificant. Foreign currency income was negligible, and
foreign currency expenditure was a small percentage of total expenditure (less than 1%).
All material assets and liabilities are denominated in pounds sterling.
Agencies
Forward contracts
The UKSA pays an annual subscription in Euros to the European Space Agency (ESA) and
has entered into forward contracts to mitigate the risk. These derivative contracts have been
designated as cash flow hedges. At the reporting date the hedges met the IAS 39 effectiveness
criteria.
Forward contracts
STFC, BBSRC, DLS and BIS (Postal Services Act 2011) Company Limited are subject to foreign
currency risks and have also entered into forward contracts to help mitigate these risks. STFC,
BBSRC, and DLS use derivatives to hedge the risk of foreign exchange movements on future
cash flows. These derivative contracts have been designated as cash flow hedges. At the
reporting date the hedges met the IAS 39 effectiveness criteria.
In addition BIS (Postal Services Act 2011) Company Limited has entered into forward contracts
that have not been formally designated as hedge instruments.
Cash and cash equivalents held in foreign currency
At 31 March 2014 £60 million (31 March 2013: £17 million) of cash held by the BIS (Postal
Services Act 2011) Company Limited was denominated in USD and £11 million (31 March 2013:
£16 million) of cash held was denominated in EUR. It is therefore exposed to foreign currency
exchange rate movements. A shift of +/-5% in the USD/GBP foreign exchange rate would result
in an unrealised foreign exchange gain or loss of £3 million and a shift of +/-5% in the EUR/GBP
foreign exchange rate would result in an unrealised foreign exchange gain or loss of £1 million.
MRC, STFC, NERC and UKAEA are subject to minor foreign currency risk through the
maintenance of bank accounts in foreign currencies (predominantly USD and EUR) to deal with
day-to-day overseas transactions.

Investments
At 31 March 2014 BIS (Postal Services Act 2011) Company Limited held investments in USD and
Euros. A 5% movement in the exchange rates at 31 March 2014 would result in a total change in
the fair value of USD denominated assets of £53 million (31 March 2013: £66 million), and Euro
denominated assets of £21 million (31 March 2013: £27 million).
At 31 March 2014 Enrichment Holdings Limited (EHL) primary investment was in URENCO Limited,
a company valued in Euros. A shift of +/- 5% in the EUR/GBP foreign exchange rate would result in
an unrealised foreign exchange gain or loss of £27 million (31 March 2013: £27 million).
Interest Rate risk
Core Department
The Core Department does not invest or access funds from commercial sources, but it is exposed
to interest rate risk with respect to the SFLGS, the EFG and student loans. For SFLGS and EFG,
to minimise the risk of default due to interest rate rises, coupled with a downturn in the economy,
the Core Department relies on the lenders assessment using best commercial practice to manage
the risk of default.
The interest rate on pre HE Reform loans is RPI with the proviso that the interest rate can never be
more than 1% above the Bank of England base rate. The amount of interest repayable is therefore
subject to fluctuations in base rates and RPI. The risk of the Government recovering the real value
of loans issued is increased when the Bank of England base rate is low and the rate of inflation is
comparatively high, because the base rate cap comes into operation for these loans.
The impact of the interest rate risk for student loans issued under the pre HE Reform scheme is
factored into the carrying value as the student loan repayment model calculates the impact of
interest rate rises on expected future cash flows. There is inherent risk in forecasting the amount
of interest payable and if the UK continues to experience base rates that are lower than RPI by
more or for longer than currently forecast the future cash flows will be impaired further. Additional
information about student loans is provided in Note 14.
For BIS (Postal Services Act 2011) Company Limited interest rate risk arises from the effects of
fluctuations in the prevailing levels of market interest rates on the fair value of financial assets and
future cash flows. The Company holds fixed interest securities that are exposed to fair value interest
rate risk. The Company also holds floating rate securities that are exposed to cash flow interest
rate risk. The principal strategy is to manage the fair value risk by holding the debt securities until
maturity unless opportunities exist in the market for it to profit, for example, from any favourable
interest rate movements. Interest rate risk is not expected to have a significant impact.
GIB holds both fixed and variable rate investments. Interest rate risk is regularly monitored to
ensure that the mix of fixed and variable borrowing is appropriate.
The Departmental Group has no short or long term borrowings and is not therefore exposed to
risk in respect of variable interest rate payments.
Other Market risk
Core Department
The Core Department is exposed to wider risks relating to the performance of the economy as
a whole. The main risks resulting from a downward movement in the economy include failures
of investee companies under the VCF schemes and loan defaults under the Core Department’s
SFLG, EFG and AAP Schemes and negative impacts on the Core Department’s launch
investments income and valuations from the potential resultant decrease in demand in the
aerospace industry. The other main risks resulting from a downward movement in the economy
relate to the potential increase in borrowers’ unemployment impacting on their ability to repay
student loans. Student loans are also impacted due to the potential resultant negative impact on
graduate earnings growth, which lengthens the time period before loans are in repayment and
extends the repayment period. This may impact the carrying value in the accounts. It can also
lead to an increase in the required provision for write offs as it increases the likelihood that some
graduates may not repay their loans in full by the end of the loan period.

The Core Department is also exposed to price risk with respect to its shareholding in Greencoat
UK Wind plc as the shares are traded on the London Stock Exchange and the market will
determine the value. A 5% change in price would lead to a £2.6 million change in value.
The Nesta Trust is exposed to equity price risk due to its investment of a portion of its endowment
assets in publicly listed equity investments. Further information can be found in Note 14.5.
GIB is exposed to equity price risk due to its investments in businesses developing construction
assets across its priority sectors. The company intends to withdraw from the investments when
these assets are operational in order to recycle their capital. The risk is minimised by spreading
investments across all of its priority sectors.
BIS (Postal Services Act 2011) Company Limited’s strategy of managing price risk principally
focuses on the disposal of highly volatile and liquid assets as promptly as possible whilst realising
good value for money for the taxpayer. During the financial period, the Company continued to
dispose of its investments in more liquid investments, to minimise its on-going exposure to price
risk. The residual investments at 31 March 2014 predominantly comprised of less liquid and
diversified investments, including the investments in private equity, debt securities and property
funds. The Company’s private equity portfolio is comprised primarily of investments in European
and North American unquoted shares. During the year the group recognised a market value gain
on its private equity portfolio of £29 million (31 March 2013: £46 million). If the valuation had
been 5% higher/lower, the total value would have increased or decreased by £1 million (31 March
2013: £1 million), with the movement being recognised in other comprehensive income. The
fair value movement of debt securities is driven by the fluctuations in market interest rates. The
performance of investments held by the group is monitored by management on a monthly basis.
The Postal Services Holding Company Limited (PSH) has a 30% shareholding in Royal Mail,
which is a listed company. PSH is therefore exposed to equity price risk arising from stock
market movements.
EHL holds a one third stake in URENCO Limited. The other, equal shareholders, are effectively the
Dutch Government (through Ultra-Centrifuge Nederland Limited), and German utilities (through
Uranit UK Limited). URENCO Limited’s principal activity is the provision of a service to enrich
uranium to provide fuel for nuclear power utilities. Any change to this specialised market, such
as a change in a country’s energy policy, will impact the value of EHL’s investment. EHL regularly
monitors the performance of URENCO Limited.
Liquidity risk
Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated
with financial liabilities.
The Core Department and its Agencies
In common with other Government departments, the future financing of its liabilities is to be met
by future grants of Supply, voted annually by Parliament. There is no reason to believe that future
approvals will not be forthcoming, therefore, on this basis the liquidity risk to the Core Department
and its Agencies is minimal.
Information about the Departmental Group’s objectives, policies and processes for managing and
measuring risk can be found in the Governance Statement.

13. Investments and loans in other public sector bodies
Public Other Core Elimination of NDPBs Other
Ordinary Dividend Loans and Core Department shares held in loans and Departmental
Shares Capital Investments Department and Agencies NDPBs investments Group
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Balance at 1 April 2012 (restated) 773,573 115,081 1,530,177 2,418,831 2,418,831 (430,323) 853,182 2,841,690
Additions 184,091 6,700 - 190,791 190,791 (184,091) - 6,700
Disposals - (133) - (133) (133) - - (133)
Redemptions - - (612,488) (612,488) (612,488) - - (612,488)
Interest capitalised - - 50,627 50,627 50,627 - - 50,627
Impairments (1,071) (6,567) - (7,638) (7,638) 1,071 - (6,567)

Revaluations 900 - (8,275) (7,375) (7,375) - 842,000 834,625
Loans repayable within 12 months transferred to current assets - - (166) (166) (166) - - (166)
Balance at 31 March 2013 (restated) 957,493 115,081 959,875 2,032,449 2,032,449 (613,343) 1,695,182 3,114,288
Reclassification - - - - - - (2,394,000) (2,394,000)
Additions 156,000 - 12,000 168,000 168,000 (156,000) - 12,000
Redemptions - - (972,738) (972,738) (972,738) - - (972,738)
Impairments (9,867) - (933) (10,800) (10,800) 9,867 - (933)
Revaluations (22,900) - 19,458 (3,442) (3,442) - 1,103,422 1,099,980
Loans repayable within 12 months transferred to current assets - - (1,222) (1,222) (1,222) - - (1,222)
Balance at 31 March 2014 1,080,726 115,081 16,440 1,212,247 1,212,247 (759,476) 404,604 857,375
165
13.1 Ordinary Shares
£’000 £’000
Core Core
Balance at 1 April (restated) 957,493 957,493 2,039,332 773,573 773,573 1,196,432
Reclassifications - - (2,394,000) - - -
Additions 156,000 156,000 - 184,091 184,091 -
Disposals - - - - - -
Impairments (9,867) (9,867) - (1,071) (1,071) -
Revaluations (22,900) (22,900) 1,080,522 900 900 842,900
Balance at reporting date 1,080,726 1,080,726 725,854 957,493 957,493 2,039,332
Ordinary Shares held outside of the Departmental boundary

Shares held outside of the Departmental boundary are carried at fair value in accordance
with IAS 39.
British Nuclear Fuels Limited (BNFL)
The Government holds 50,000 ordinary shares in BNFL at a nominal value of £1 each. The
Secretary of State for Business, Innovation and Skills owns 49,999 ordinary shares and the
Treasury Solicitor holds one ordinary share. The last business interest transferred out of the
group in May 2009, and BNFL has no remaining operational activities or staff. All that remains is
the efficient handling of its remaining assets and liabilities prior to a winding up of the company.
The timing of the winding up depends on the outcome of discussions regarding the handling of
the remaining assets and liabilities. The Core Department’s shareholding is held at fair value, but
because there is no active market for these shares the net asset value of BNFL is considered to
be a reasonable approximation of fair value. The fair value as at 31 March 2014 was £321 million
(31 March 2013: £344 million).
Postal Services Holding Company Limited
Postal Services Holding Company Limited (PSH) holds 50,003 ordinary shares in Post Office
Limited (POL) at a nominal value of £1 each. The shareholding is held at fair value, but as there
is no active market for these shares the net asset value of POL is considered to be a reasonable
approximation for fair value. The fair value as at 31 March 2014 was £404 million (31 March 2013
restated: £291 million).
Ordinary Shares held within the Departmental boundary
In accordance with the FReM, ordinary shares held within the Departmental boundary are carried
at historical cost less any provision for impairment. They are eliminated on consolidation.
Postal Services Holding Company Limited
The Secretary of State for Business, Innovation and Skills owns 100% of the shares in PSH, the
company which wholly owns POL and holds the Government’s remaining shareholding in Royal
Mail plc. The PSH shareholding comprises 50,004 ordinary shares and one special share. PSH
was formerly known as Royal Mail Holdings plc, changing its name to PSH in September 2013
and becoming a limited company on 12 December 2013.
Following the incorporation of Royal Mail plc and the disposal of 70% of its shares by PSH, the
ONS retrospectively reclassified PSH to the central Government sector and its financial results
are included within the Departmental boundary for budgeting and accounting purposes. The
reclassification led to the inclusion of an escrow cash account of £1.25 billion within the boundary
at 31 March 2013.
PSH holds a 30% shareholding in Royal Mail plc (31 March 2013: 100%). Prior to the disposal of
70% of the opening shareholding during the year, the value of the shareholding at that point in
time (£2,394 million) was reclassified to ‘other loans and investments’ in note 14.5.

Green Investment Bank (GIB)
The Core Department holds 301,850,000 shares of £1 each in the Green Investment Bank (GIB).
During the reporting period BIS increased its shareholding by £156 million to enable GIB to make
capital investments. GIB was incorporated in 2012 in order to accelerate private sector investment
in the green economy.
UK Shared Business Services Limited
The Core Department holds 62,016,358 non voting shares and one voting share in UK Shared
Business Services Limited, valued at £27 million (31 March 2013: £38 million). UK Shared
Business Services Limited is a specialist business services organisation that provides finance,
procurement, grants, information systems and HR and payroll services to the public sector. Its
main objective is to improve the economy, efficiency and effectiveness of corporate services to
BIS and its partners.
Capital for Enterprise Limited (CfEL)
The Core Department owns 49,901 shares in Capital for Enterprise Limited (CfEL), which managed
the Core Department’s equity investment funds and loan guarantee programmes until October
2013. CfEL has two wholly owned subsidiaries: Capital for Enterprise GP Limited (CfE GP Limited)
and also the Capital for Enterprise Fund Managers Limited (CfE FM Limited) which facilitates
co-investment with the private sector through the Capital for Enterprise Fund. The activities of
CfEL are in the process of being transferred to the British Business Bank plc.
British Business Bank Plc
British Business Bank plc was registered as a public company on 29 October 2013. The Core
Department holds 50,001 ordinary shares, each with a nominal value of £1. The bank is being
established to address long-standing, structural gaps in the supply of finance, and it will bring
together in one place Government finance support for small and mid-sized businesses. It is
planned to be fully operational, subject to State Aid approval, in autumn 2014.
Student Loans Company (SLC) Limited
The Core Department holds 17 shares with a nominal value of 50 pence each in SLC Limited.
In addition Scottish Ministers, the Minister for Education and Skills (Wales) and the Minister for
Employment and Learning (Northern Ireland) each hold one share.
Enrichment Holdings Limited (EHL)
The Core Department holds two shares of £1 each in Enrichment Holdings Limited (EHL). EHL has
been set up as a holding company, with a subsidiary company, Enrichment Investments Limited
(EIL), solely to hold the Government’s one third share in Urenco Limited, an entity operating in the
civil uranium enrichment sector. Following an ONS decision to classify EHL to central government
the shareholding is recorded in the accounts at historic cost. Because it was a retrospective
classification the value of the Department’s shareholding in the prior year has also been restated.
The Government is considering its options with regard to the potential sale of its shareholding
in Urenco. Any sale will only be concluded if the government is satisfied that the UK’s security
and non-proliferation interests can be protected and that value for money is achieved for the UK
taxpayer.
BIS (Postal Services Act 2011) Company Limited and B Company Limited
The Core Department holds one ordinary share in BIS (Postal Services Act 2011) Company
Limited with a nominal value of £1, which holds one ordinary share in BIS (Postal Services Act
2011) B Company Limited, with a nominal value of £1.
The principal objective of the company is to dispose of the assets transferred to it from the Royal
Mail Pension Plan (RMPP).
Wave Hub Company Limited
The Core Department holds one share with a nominal value of £1 in Wave Hub.

13.2 Public Dividend Capital (PDC)
British Companies Ordnance
Shipbuilders House UKIPO Survey Met Office Total
£’000 £’000 £’000 £’000 £’000 £’000
Balance at 1 April 2012 (restated) - 15,889 6,325 34,000 58,867 115,081
Additions 6,700 - - - - 6,700
Redemptions (133) - - - - (133)
Impairments (6,567) - - - - (6,567)
Balance at 31 March 2013 - 15,889 6,325 34,000 58,867 115,081
Additions - - - - - -
Redemptions - - - - - -
Balance at 31 March 2014 - 15,889 6,325 34,000 58,867 115,081
Public Dividend Capital is held by the Core Department.

In accordance with the FReM, Public Dividend Capital (PDC) is carried at historical cost less any
impairment.
British Shipbuilders was abolished under the Public Bodies Act (Abolition of British Shipbuilders)
Order 2013, on 21 March 2013.
13.3 Share of net assets and results of bodies outside the consolidation boundary
The Department is required to disclose its share of the net assets and the results for the year
of other public sector bodies, which are outside of the departmental boundary. The following
disclosures relate to the Department’s public corporations and trading funds.
British
British Companies Ordnance Nuclear
Shipbuilders House UKIPO Survey Met Office Fuels Ltd
£’000 £’000 £’000 £’000 £’000 £’000
Net Assets/(Liabilities) at 31 March - 71,521 88,483 145,080 222,982 344,100
2013 (restated)
Turnover (restated) - 63,658 73,855 141,876 204,929 -
Surplus/profit (deficit/loss) for the year (6,156) 10,333 8,030 32,251 12,341 -
before financing (restated)
Net Assets/(Liabilities) at 31 March 2014 - 74,944 86,164 158,433 225,282 321,200
Turnover - 63,865 76,317 144,216 208,118 -
Surplus/profit (deficit/loss) for the year - 7,518 550 31,723 11,241 -
before financing
Notes:
• British Shipbuilders information for 2012-13 was derived from their last set of audited accounts
for the period ended 21 March 2013, which were prepared in accordance with UK GAAP.
• BNFL information for 2013-14 and 2012-13 was derived from their draft Annual Accounts
prepared on a break up basis in accordance with IFRS.
• For all other bodies, information for 2013-14 was derived from their draft unaudited accounts.
The information for 2012-13 was derived from their audited accounts. The accounts were
prepared on an IFRS basis, in accordance with the requirements of the FReM.
The accounts were restated to reflect a change in classification for both Postal Services Holding
Company Limited and Enrichment Holdings Limited. Both bodies were classified to central
Government and are therefore no longer outside of the departmental boundary.

13.4 Special Shares
The Secretary of State holds one Special Share in each of the entities listed below. The list is a
summary and does not purport to be a comprehensive record of the terms of each respective
shareholding. Further details can be obtained from the annual report and financial statements of
each body.
The Core Department does not recognise the special or ‘golden’ shares on its Statement of
Financial Position.
Body in which Share is held and type and

value of Share Terms of Shareholding
Postal Services Holding Company Limited. • Created in January 2001 (formerly called Royal Mail Holdings plc)
£1 Special Rights Preference Share
• It may be redeemed at any time by the shareholder
• The consent of the special shareholder is required for a number of decisions,
including:
– Appointments to the Board (the special shareholder can also make
appointments to the Board)
– Setting (and approving any material changes in) the remuneration
packages of the Directors
– Borrowing
– Disposing of substantial assets of the business and shareholdings
– Issuing or allotment of shares in the Post Office network company
(Post Office Limited)
– Voluntary winding-up of the company
– Varying certain of the company’s Articles of Association, including the
rights of the special shareholder
– Exercising of voting rights in Royal Mail plc
Post Office Limited • Created in April 2012
• It may be redeemed at any time by the shareholder
• The consent of the special shareholder is required for a number of decisions,
including:
– Setting (and approving any material changes in) the remuneration packages
of the Directors
– Borrowing in excess of certain pre-set limits (as agreed with HM Treasury)
– Adopting and implementing the company’s strategic plan
– Disposing of substantial assets of the business
– Voluntary winding-up of the company or member of the group
– Varying certain of the company’s Articles of Association, including the rights
of the special shareholder
– Issuing or allotment of shares or granting of share rights in the company.
BAE Systems plc £1 Special Rights • Created in 1985 (but subsequently amended)
Preference Share
• No time limit
• Provides for a 15% limit on any individual foreign shareholding, or group of
foreign shareholders acting in concert, in the company
• Requires a simple majority of the Board and the Chief Executive to be British
• Requires any Executive Chairman to be British and, if both the Chairman and
Deputy Chairman are non-executives, requires at least one of them to be British.

Body in which Share is held and type and
value of Share Terms of Shareholding
Rolls Royce Holdings plc • Created in 1987 (but subsequently amended and transferred to Rolls-Royce
£1 Special Rights Non-Voting Share Holdings plc)
• No time limit
• Provides for a 15% limit on any individual foreign shareholding, or group of
foreign shareholders acting in concert, in the company
• Requires a simple majority of the Board to be British
• Allows either the Chairman or the Chief Executive to be either an EU or US citizen
provided that the other is a British citizen
• Provides for a veto over the material disposal of assets of the group
• Provides for a veto for a proposed voluntary winding up.
Royal Mail Group Limited • Created in April 2012
• It was redeemed during the year by the issuer, on instruction from BIS
• The consent of the special shareholder was required for a number of decisions
prior to redemption, including:
– Setting (and approving any material changes in) the remuneration packages
of the Directors
– Borrowing in excess of certain pre-set limits (as agreed with HM Treasury)
– Adopting and implementing the company’s strategic plan
– Disposing of substantial assets of the business
– Voluntary winding-up of the company or member of the group
– Varying certain of the company’s Articles of Association, including the rights
of the special shareholder
– Issuing or allotment of shares or granting of share rights in the company.

13.5 Other investments and loans
Royal Mail Royal Mail Other Other Core Other
Holdings plc shareholder NW VCF HF Met Office investments Core investments Department investments Departmental
NLF Loans loan LLP UKIPO loans loan (Core) Department (Agencies) and Agencies (NDPBs) Group
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Balance as at 1 April 2012 1,100,000 421,893 3,783 833 - 3,668 1,530,177 - 1,530,177 - 1,530,177
Redemptions (600,000) - - - - (12,488) (612,488) - (612,488) - (612,488)
Interest capitalised - 50,627 - - - - 50,627 - 50,627 - 50,627
Revaluation - - 36 - - (8,311) (8,275) - (8,275) - (8,275)
Loans repayable within 12 months - - - (166) - - (166) - (166) - (166)
transferred to current assets
Balance as at 31 March 2013 500,000 472,520 3,819 667 - (17,131) 959,875 - 959,875 - 959,875

Additions - - - - 12,000 - 12,000 - 12,000 - 12,000
Redemptions (500,000) (472,520) - - - (218) (972,738) - (972,738) - (972,738)
Interest capitalised - - - - - - - - - - -
Impairments - - (525) - - (408) (933) - (933) - (933)
Revaluations - - 170 - - 19,288 19,458 - 19,458 - 19,458
Loans repayable within 12 months - - - (166) (1,056) - (1,222) - (1,222) - (1,222)
transferred to current assets
Balance as at 31 March 2014 - - 3,464 501 10,944 1,531 16,440 - 16,440 - 16,440
Loans
In accordance with IAS 39 loans are carried at amortised cost. Where the difference between amortised cost and historic cost is not material historic
cost is considered to be a proxy for amortised cost.
Royal Mail Loans
All outstanding loans were repaid on 15 October, prior to the Government disposing of 70% of its shareholding in Royal Mail plc. This includes the
NLF loans and the Royal Mail Shareholder loans.
Investments
Other Investments
• Investments in Business Links
Business Link services ceased in November 2011 and the companies put into Voluntary Liquidation. In 2013-14, BIS received the final payment in respect
of the liquidation of North West Business Link. The remaining balance of £407,869 has been written off. Further details can be found at note 25.
171
14. Other financial assets
31 March 2014 31 March 2013
£’000 £’000
Core Core
Balance at 31 March (restated) 32,828,373 32,828,373 37,029,753 30,052,375 30,052,375 32,327,468
Transfer in of Pirbright - - - - - 89
Balance at 1 April (restated) 32,828,373 32,828,373 37,029,753 30,052,375 30,052,375 32,327,557
Transfers in - - (47) - - 25,962,326
Reclassifications - - 2,394,000 - - -
Additions 9,266,027 9,266,027 10,356,352 7,320,705 7,320,705 8,399,561
Amortisation of issued loans (1,907,415) (1,907,415) (1,907,415) (1,538,845) (1,538,845) (1,538,845)
Disposals (116,013) (116,013) (116,013) - - -
Repayments (1,726,810) (1,726,810) (5,040,667) (1,806,073) (1,806,073) (26,717,752)
Capitalised interest 987,120 987,120 987,120 664,252 664,252 664,252
Effective interest 404,420 404,420 404,420 364,487 364,487 364,487
Revaluations (108,943) (108,943) 935,771 168,062 167,062 164,423
Impairments (17,697) (17,697) (187,810) (11,599) (10,599) (211,087)
Impairment reversals - - 100 2,007 2,007 2,007
Write offs 14.1, 14.2 (22,485) (22,485) (22,485) (27,502) (27,502) (27,502)
Other losses (164) (164) (164) (197) (197) (197)
Movement in Policy write-off (4,247,881) (4,247,881) (4,247,881) (2,352,946) (2,352,946) (2,352,946)
impairment
Loans provided for in the year (2,316) (2,316) (3,947) (6,353) (6,353) (6,531)
Balance at reporting date 35,336,216 35,336,216 40,581,087 32,828,373 32,828,373 37,029,753
Other financial assets analysed between current and non-current assets:

£’000 £’000 £’000
Core Core Core
Department and Agencies Group Department and Agencies Group Department and Agencies Group
Due within 2,146,000 2,146,000 2,334,275 1,806,000 1,806,000 2,472,346 1,713,000 1,713,000 1,841,443
twelve months
Due after 33,190,216 33,190,216 38,246,812 31,022,373 31,022,373 34,557,407 28,339,375 28,339,375 30,486,114
twelve months
Total 35,336,216 35,336,216 40,581,087 32,828,373 32,828,373 37,029,753 30,052,375 30,052,375 32,327,557
14.1 Higher Education Loans

31 March 2014 31 March 2013
£’000 £’000
Core Core
Balance at 1 April 30,695,562 30,695,562 30,695,562 28,068,877 28,068,877 28,068,877
Additions 9,026,846 9,026,846 9,026,846 7,148,770 7,148,770 7,148,770
Amortisation (1,902,308) (1,902,308) (1,902,308) (1,538,845) (1,538,845) (1,538,845)
Disposals (116,013) (116,013) (116,013) - - -
Repayments (1,478,714) (1,478,714) (1,478,714) (1,569,638) (1,569,638) (1,569,638)
Capitalised interest 986,443 986,443 986,443 664,252 664,252 664,252
Write offs 25.3 (22,027) (22,027) (22,027) (27,502) (27,502) (27,502)
Other losses (164) (164) (164) (197) (197) (197)
Movement in policy write-off impairment (4,216,508) (4,216,508) (4,216,508) (2,352,946) (2,352,946) (2,352,946)
Total 33,313,621 33,313,621 33,313,621 30,695,562 30,695,562 30,695,562
Higher Education (HE) loans are held by the Core Department.

Measurement and carrying values
In accordance with IAS 39, student loans are classified as Loans and Receivables and are carried
at amortised cost. This involves the gross value of the loans issued being discounted to net
present value using the effective interest rate. The effective interest rate for student loans is RPI
plus 2.2%, which is the Government’s cost of financing them over the long term. Student loans
are subsidised as in aggregate borrowers are charged a rate of interest that does not cover the
long term cost of borrowing.
The net present value calculation also takes into account an estimate of the value of student loans
issued which will not be repaid because of policy reasons (“policy write off impairment”) due to
death, disability or age of the student or loan.
The carrying value is also considered to be a reasonable approximation of the fair value of student
loans, in the absence of an active market, readily observable market trends or similar arm’s length
transactions. A valuation technique is used to estimate the present value of future cash flows and
an estimate of irrecoverable amounts because of policy decisions.
Forecasting model
The value of new loans issued is calculated using a forecasting model (the student loan
repayment model) which holds data on the demographic and behavioural characteristics of
students in order to predict their borrowing behaviour and estimate the likely repayments of loans.
The value of repayments depends on borrowers’ earnings. The valuation is based on a set of
simulated borrower profiles, derived from a complex set of assumptions, including earnings on
graduation and their likely earnings growth over the life of the loan (which could be 30 years or
longer). Any changes to these assumptions could have an impact on the value of the loan book
included in these Accounts. The model is long term in nature, but uses the latest Office for
Budget Responsibility (OBR) short term and long-term forecasts for RPI, base rates and average
earnings growth to model borrower earnings growth, loan interest, discounting and uplifting the
repayment threshold.
The modelling is highly complex and involves forecasting repayment cash flows over 30 years
into the future for around four million borrowers. The cash flows are dependent on the incomes
of individual borrowers over their repayment periods and many other factors such as voluntary
repayment behaviour. Income distributions for graduates and projections of earnings growth
provide us with a basis for simulating these future borrower incomes but they remain uncertain.
Recent economic conditions also increase the level of uncertainty.
The potential for actual cash flows to vary from the model forecasts in either the short or long-
term is significant. Any valuation of the student loan book is uncertain as it is highly dependent
on macroeconomic circumstances and the growth of graduate earnings over the next 30 years
or so in particular. During 2013-14, work has been undertaken to improve the modelling of
future earnings of borrowers, taking into account latest data on actual repayments and advice
from experts and stakeholders. We have taken careful note of the National Audit Office’s
recommendations in their 2013 report on student loan repayments. As a result the modelling is
now more developed and the carrying value in the accounts as at 31 March 2014 was reduced
to reflect the revised outputs. The new model makes use of historical earnings data, which
reduces the volatility in earnings paths and makes greater use of Student Loans Company data
when repayment profiles are added for the first time. Other assumptions in the model were also
reviewed and revised where appropriate.
The assumptions used are formally reviewed each year and the amounts provided reflect the
estimate as at 31 March 2014. Further information on the assumptions in the model is provided
on the Department’s website, which will be updated when changes to the model are made. This
can be found at www.gov.uk/government/publications/purpose-of-the-simplified-student-loan-
repayment-model-beta-version-august-2012.

Assurance over the carrying value
Each year the carrying value in the Accounts is compared with the latest outputs from the
student loan repayment model, which is re-run using current assumptions. If there is a significant
difference, a review is undertaken to determine the reasons for the variance. The carrying value
would only be adjusted if there was sufficient evidence to suggest that the divergence constituted
a permanent reduction in the carrying value.
Changes in assumptions and modelling
During 2013-14 changes in assumptions and modelling led to the following revisions to the
carrying value for student loans:
• A decrease of £1,868 million in the carrying value of income contingent loans as a result of the
new modelling of borrowers’ future earnings (March 2014). £1,663 million related to pre HE
reform loans and £205 million related to post HE reform loans.
• An increase of £123 million in the value of income contingent loans to reflect the revised short
term forecasts for base rates, RPI and earnings published in the OBR’s Economic and Fiscal
Outlook in December 2013 and March 2014.
• A decrease of £245 million in the value of pre HE Reform income contingent loans to adjust
a bias in the assumptions about the earnings of borrowers in the early years after graduation
(December 2013).
• A decrease of £86 million in the value of pre HE reform income contingent loans as a result of
making other improvements to the modelling.
Policy write off impairment
The student loan policy write-off impairment provision reflects the future cost of loans which could
not be recovered due to the death of the student, their income not reaching the income threshold,
or other causes. Each year the Core Department estimates the future cost of policy write offs
based on a percentage of new loans issued during the financial year. This is offset by the actual
debts written off by the SLC.
Policy write off impairment value
£’000
Balance at 1 April 2012 (4,399,606)
Increase in the year (2,380,448)
Interest added/unwinding (139,907)
Loans written off in the year 27,502
Movement in the year (2,492,853)
Balance at 31 March 2013 (6,892,459)
Increase in the year (4,238,535)
Interest added/unwinding (153,814)
Loans written off in the year 22,027
Disposals 579,598
Movement in the year (3,790,724)
Balance at 31 March 2014 (10,683,183)
In the above table, the movement in the year of £3,791 million includes interest added/unwinding
of £154 million, which is included in effective interest in the previous table. The movement in
policy write-off impairment for 2013-14 of £4,217 million (2012-13: £2,353 million) in the previous
table comprises the increase in the year, arising from new loans and impairments to the stock of
loans, less loans written off in the year.

Sale of Mortgage Style Loans
The portfolio of mortgage style loans was sold through a competitive process to Erudio Student
Loans. The sale agreement was signed in November 2013 and the effective date of the sale was
31 May 2013. £160 million was received for the UK portfolio of loans, with £128 million of this
relating to loans issued to students resident in England and Wales, held by the Core Department.
The remainder related to students residing in the devolved administrations. The carrying value
of loans for English and Welsh borrowers at the date of sale was £116 million and the gain on
disposal was £12 million.
Categories of student loan
Following the sale of Mortgage Style loans, there are two types of student loan held by the
Core Department. They are income contingent loans issued under Section 22 of the Teaching
and Higher Education Act 1998, and income contingent loans issued under Section 22 of the
Teaching and Higher Education Act 1998 (as amended by the Education Act 2011), following the
Government’s Higher Education (HE) reforms.
Pre HE Reform income contingent loans were issued to new students from academic year
1998/99 and were replaced by Post HE Reform income contingent loans for new students from
academic year 2012/13. There is still current lending to students who started their courses prior
to academic year 2012/13. UK residents repay through the tax system, via the Pay As You Earn
or Self Assessment processes. For borrowers with pre HE reform loans repayments are 9% of
income above the repayment threshold (currently £16,365). Those who move overseas repay
directly to the SLC. Interest is charged at RPI, or Bank of England base rate plus 1%, whichever
is lower. The impact of the base rate cap is included in amortisation as it reduces the amount of
interest received and increases the level of subsidy provided. The value of loans issued in the
financial year was £3,096 million. The face value (i.e. the value of loans issued, plus capitalised
interest, less repayments and write offs) at 31 March 2014 was £45,191 million (31 March 2013:
£42,900 million).
For borrowers with post HE reform loans repayments are 9% of income above the repayment
threshold (£21,000 from April 2016). Those who move overseas repay directly to the SLC. Interest
is charged at RPI plus 3% while the borrower is in study, until the April after leaving university.
Then interest charged is based on the borrower’s income level, with RPI charged for income
below £21,000 rising to RPI plus 3% for income over £41,000. The value of loans issued in the
financial year was £5,930 million. The face value (i.e. the value of loans issued, plus capitalised
interest, less repayments and write offs) at 31 March 2014 was £8,339 million (31 March 2013:
£2,111 million).
Assumptions used to calculate the student loan balance at 31 March 2014
The key assumptions that impact on the value of the loan book are the discount rate used and
assumptions made about graduate earnings, graduate income distribution and the base rate cap.
The key assumptions used in the student loan repayment model to estimate future cash flows are
set out in the table below, with an indication of their sensitivity to change.
There are a number of other assumptions used in the modelling, but changing these to other
reasonable outcomes does not have a significant impact on the value of the loan book. Many of
the assumptions are independent of each other and could change at the same time.

Sensitivity analysis
Assumption used Sensitivity to change
Discount rate HM Treasury long term discount rate If the discount rate applied was greater than 2.2% the fair value
of 2.2% plus RPI, representing the of the student loans on issue would be lower than the values
Government’s cost of capital. calculated on the basis applied here. An increase in the discount rate
to 2.3% would lead to a reduction in the value of the loan book of
approximately £300 million. The relationship between the discount
rate and the carrying value of the loan book is not linear, and further
increases in the discount rate would have smaller additional impacts.
Graduate earnings The Student Loan Repayment model If real earnings growth was 0.5 percentage points lower than
assumes short-term average nominal assumed in every year, this would lead to a reduction in the value of
earnings growth will be in line with the loan book of approximately £1.2 billion. The relationship between
OBR forecasts until 2019-20. Future the earnings growth and the carrying value of the loan book is not
earnings growth is then assumed linear and further decreases in long-term earnings growth would
to be 4.4% from 2024-25, as this is have greater additional impacts. With the higher minimum earnings
the long-term forecast, with a linear threshold of £21,000 for post-reform loans, the sensitivity to changes
change from the 2019-20 value each in earnings forecasts is greater than with pre-reform loans, as
year up to 2024-25. proportionately lower earners will fall below or around the threshold.
Graduate Income The model assumes future graduate If these income profiles were 5% lower than previously assumed
Distribution income distributions will be similar this would lead to a reduction in the value of the loan book of
to those of past graduates and are approximately £1.2 billion. The relationship between the level
based on historical Labour Force of earnings and the carrying value of the loan book is not linear
Survey data. and further decreases in long-term earnings would have greater
additional impacts.
Base rates (pre HE The model assumes that Bank of If base rates were 0.5 percentage points lower than forecast for each
Reform loans) England base rates will be in line year this would lead to a reduction in the value of the loan book of
with OBR forecasts up to 2019-20. approximately £400 million. The relationship between the base rate
The base rate cap is therefore assumptions and the carrying value of the loans is not linear. Also the
currently assumed to continue to impact of any changes depends on the relative difference between
apply until 2018. the base rates and RPI.
Risk
Student loans are subject to credit risk and interest rate risk. Details are provided in Note 12 to
the accounts.
Face value of HE Loans
The table below provides a reconciliation between the carrying value and the face value of HE
loans issued:
£’000 £’000
Opening face value of loan book as at 1 April 2013 45,745,197
less:
Opening value of interest subsidy (8,157,176)
Opening value of write off provision (6,892,459)
Opening carrying value of loan book 30,695,562
New loans issued 9,026,846

less: Amortisation (1,902,308)
less: Movement in policy write-offs (4,216,508)
Fair value of new loans issued 2,908,030
Capitalised and effective interest 1,326,947
Write-offs (22,027)
Other losses (164)
Repayments (1,478,714)
Disposals (116,013)
Carrying value of loan book as at 31 March 2014 33,313,621
Add back:
Closing value of write off provision 10,683,183
Closing value of interest subsidy 8,921,133
Face value of loan book as at 31 March 2014 52,917,937

Potential Sale of Student Loans
The Government is continuing to assess how best to manage its holding of current and future
loans, and has made public its intention to realise value for the taxpayer through sales of pre-HE
Reform income contingent loans.
These Accounts present the current student loans portfolio valued on the basis that it will continue
to be held by the Core Department until such time as a decision to sell the asset has been made.
The valuation basis reflects the requirements of IAS 39 to hold the loans at amortised cost, which
will not change. However, should sales take place in 2014-15 or subsequently, it will be necessary
to re-assess the carrying value, in accordance with the relevant Accounting Standards.
14.2 Further Education Loans

31 March 2014 31 March 2013
£’000 £’000
Core Core
Balance at 1 April - - - - - -
Additions 72,737 72,737 72,737 - - -
Amortisation (5,107) (5,107) (5,107) - - -
Repayments (5) (5) (5) - - -
Capitalised interest 677 677 677 - - -
Write offs 25.1 (458) (458) (458) - - -
Movement in policy write-off (31,373) (31,373) (31,373) - - -
impairment
Balance at 31 March 36,471 36,471 36,471 - - -
Further Education (FE) loans are held by the Core Department.

Income-contingent Advanced Learning Loans were introduced in Further Education in August
2013 for those aged 24 and over on the first day of the course, for courses designated under
current regulations. The relevant legislation is the Further Education Loans Regulations 2012
sections 22 and 42(6) of the Teaching and Higher Education Act 1998.
The terms and conditions are the same as for post reform HE loans, and the measurement and
the way that FE loans are carried in the accounts is the same as for HE loans. Details are provided
in Note 14.1.
Forecasting model
The value of new loans issued is calculated using an FE loan repayment model. The model is
a Monte Carlo simulation that uses assumptions on borrowers characteristics and forecasts
borrowers’ incomes in the next 30 years to estimate likely repayments. As 2013-14 was the first
year of modelling, no historic data was available for use.
Assumptions used to calculate the loan balance
The key assumptions that impact on the value of the loan book for FE Loans are assumptions
made about borrower’s earnings and income distribution. The key assumptions used in the
FE loan repayment model to estimate future cash flows are set out in the table below, with an
indication of their sensitivity to change.
There are a number of other assumptions used in the modelling, but changing these to other
reasonable outcomes does not have a significant impact on the value of the loan book.

Assumption used Sensitivity to change
Discount rate HM Treasury long term discount rate If the discount rate applied was greater than 2.2% the fair value
of 2.2% plus RPI, representing the of the FE student loans on issue would be lower than the values
Government’s cost of capital calculated on the basis applied here. An increase in the discount
rate to 3.2% would lead to a reduction in the value of the loan book
of approximately £700,000. The relationship between the discount
rate and the carrying value of the loan book is not linear, and further
increases in the discount rate would have smaller additional impacts.
Earnings Growth The FE Loan Repayment model Earnings growth will have an impact on the fair value of the FE student
assumes short-term average nominal loans if incomes and repayment thresholds grow at different rates.
earnings growth will be in line with
OBR forecasts until 2019-20. Future If real earnings growth was 1 percentage point lower than assumed
earnings growth is then assumed in every year, this would lead to a reduction in the value of the loan
to be 4.4% from 2024-25 as this is book of approximately £7 million. The relationship between earnings
the long-term forecast, with a linear growth and the carrying value of the loan book is not linear and
change from the 2019-20 value each further decreases in long-term earnings growth would have greater
year up to 2024-25. additional impacts.
Student Income The model assumes certain future The model is able to calculate the sensitivity to change of the
Distribution graduate income distributions and carrying value of the loan book in certain worst case scenarios.
how learners move along the income The greatest impact of a single worst case scenario (a borrower’s
distribution across their lifetime. This income is fixed to the same point on the income distribution for
is based on historical Labour Force their entire life) results in a reduction in the value of the loan book
Survey data. of approximately £7 million.
Removal of apprenticeships from Further Education loans

The Further Education Loans Regulations 2012 introduced income-contingent loans for
students who are 24 years old or over beginning Further Education courses at Level 3 or above
from 1 August 2013. Course levels are explained further at http://ofqual.gov.uk/qualifications-
and-assessments/qualification-frameworks/levels-of-qualifications/. Advanced and Higher
Apprenticeship frameworks were listed as designated courses but in response to very low initial
take up of loans by these Apprenticeships these were removed from loans with effect from 7
March 2014. Borrowers were advised that they were no longer required to repay their outstanding
loans. As a direct result £458,394 was written off (see note 25.1 for more details). Apprenticeships
from 2013-14 onwards will be grant-funded.
Risk
Credit risk
The Core Department has a statutory obligation to issue FE loans and seek repayments in line
with legislation and is not permitted to withhold loans on the basis of poor credit rating nor is
it able to seek collateral. The Core Department is therefore exposed to the risk that some FE
loans will not be repaid, although this is partly mitigated by the fact that most repayments will be
collected by Her Majesty’s Revenue & Customs (HMRC) as part of the tax collection process.
The amount of loans issued is also capped for each college or independent provider through the
allocations process which is managed by the Skills Funding Agency.
14.3 Launch Investments

31 March 2014 31 March 2013
£’000 £’000
Core Core
Balance at 1 April 1,826,182 1,826,182 1,826,182 1,762,744 1,762,744 1,762,744
Additions 46,337 46,337 46,337 62,006 62,006 62,006
Repayments (199,808) (199,808) (199,808) (212,375) (212,375) (212,375)
Revaluations (130,035) (130,035) (130,035) 152,111 152,111 152,111
Balance at period end date 1,606,592 1,606,592 1,606,592 1,826,182 1,826,182 1,826,182
Launch investments are held by the Core Department.

The Core Department has determined that repayable launch investments are to be classified as
‘available for sale financial assets’ and measured at fair value, in accordance with IAS 39.
The Core Department, under the 1982 Civil Aviation Act, provides repayable launch investment
to companies for a proportion of non-recurring eligible design and development costs on
civil aerospace projects. Each project supported is covered by separate contractual terms
and conditions. Under these contracts, periodic repayments become due when products are
delivered. The portfolio of existing investments is valued twice annually and the valuations are
based on forecast annual income, arising under each contract.
Measurement and carrying values
Repayable launch investment contracts are initially recognised at fair value which is the
transaction price. After initial recognition, the value is the discounted forecast value of future
income streams, excluding accrued income which is included in receivables when products are
delivered. The value of future income streams is predominantly driven by the Core Department’s
view of the applicable programme’s performance in the global market over the period of the
contract’s life.
The Core Department uses an econometric model to forecast global air traffic growth to estimate
the overall long-term demand for aircraft and then an aircraft supply model which provides a
forecast of deliveries for individual aircraft types. The model uses drivers such as airline fleet
evolution over time and economic growth. The key input data sources are ICAO (International Civil
Aviation Organisation), IATA (International Air Transport Association), A4A (Airlines 4 America),
AEA (Association of European Airlines), APAA (Asia Pacific Airlines Association), IMF (International
Monetary Fund), GDP forecasts and Ascend Online Fleets. The market forecast outputs are
benchmarked with external sources to ensure fitness for purpose, using publicly available
forecasts, subscription services and through discussions with experts in the industry. The market
forecast model’s ultimate outputs (aircraft deliveries) are included in the income forecast valuation
where appropriate according to the nature of individual contracts.
Other valuation variables include inflation measures – or proxies (such as RPI, RPIX, gilt rates and
GDP deflators). Some contracts entitle the Core Department to a share of aircraft or engine spare
part and support income, and the valuation of these contracts is based on analysis of past income
streams and forecasts of future demand. The forecast income streams are adjusted by inflation
(2.5%) and are discounted to present value using HM Treasury’s discount rate for financial assets
of 3.5%.
The carrying value of launch investments is influenced by the interaction of key drivers such as
deliveries and economic variables; the Core Department uses Monte Carlo simulation to simulate
this. The Core Department considers that the carrying value is a reasonable approximation of the
fair value of launch investments.
Where the valuation exceeds historical cost, increases in value are taken to the revaluation
reserve and are released to the Consolidated Statement of Comprehensive Net Expenditure,
as investments are realised. Any permanent diminution in value is charged to the Consolidated
Statement of Comprehensive Net Expenditure. Fluctuations in fair value are adjusted through the
revaluation reserve. The balance on the Revaluation Reserve pertaining to launch investments was
a £55 million debit at 31 March 2014 (31 March 2013: £182 million credit).
The carrying value of the investments at 31 March 2014 was £1,607 million (31 March 2013:
£1,826 million). The historic cost valuation of the portfolio at 31 March 2014 was £907 million
(31 March 2013: £953 million).
The Core Department has developed a Monte Carlo based approach which uses the software
package @Risk to assess the impact of uncertainty on forecast income and overall contract
values and enhance the robustness of the valuation process. Uncertainties are addressed by
constructing different scenarios for the key drivers and then assigning probabilities to these
scenarios to implement a Monte Carlo simulation of the contracts. The key variables can include:
programme delays, production levels, market shares, entry into service and out of service dates
and economic variables.

The contracts are highly complex and generally distinct from each other in their terms and
structure, yet there are cases of significant interdependencies between contracts and correlations
between variables.
The model is iterated ten thousand times to produce distributions of income for each contract
and thus the overall portfolio. Each iteration of the model produces an income forecast. These
are collated and used to form an income distribution. It is from this distribution that the value
of the portfolio is calculated. The distribution is also used to derive a confidence interval. This
interval allows an assessment of the potential volatility around the portfolio’s valuation. The Core
Department has selected to use a 90% confidence interval (CI); this captures 90% of all the
iterations outputted from the model. Thus, there is a 90% probability that the mean falls within
this range. The lower and upper confidence limits which define this CI were £1,487 million and
£1,687 million respectively, at 31 March 2014 (2012-13: £1,684 million and £1,944 million).
Risk
Market Risk
This constitutes the largest area of potential risk in the portfolio as the primary method of the
calculation of income streams is based on the forecasts of aircraft or engine demand. The Core
Department uses internal analysis, company information and third party information to forecast
deliveries and ultimately future income on each investment over the life of the investment period.
Deliveries in the short term are driven by variables which include manufacturer production plans,
market cycles, customer demand and availability of financing. Medium and longer-term deliveries
will be affected by overall market growth and the market attractiveness of an aircraft programme.
A negative shift in outlook may result in the Core Department not being able to recover its
investment in whole or in part, although once deliveries have commenced some level of income
is usually due to the Core Department. The Core Department aims to minimise risk of under-
recovery of investments by carrying out a full evaluation of each business case submitted for
launch investment support and by monitoring programmes for the substantive life of the contracts
to allow it to assess exposure to risks (such as project risk, market risk and technical risk).
Interest Rate Risk
A number of the contracts use retail price indexes (such as RPI and RPIX) or other surrogates
as a tool to inflate the value of income due to the Core Department over time. As such there is a
risk relating to the forecasting of these indexes and surrogates within the valuation, although we
estimate that the risk is relatively low and the overall impact relatively minor.
Foreign Exchange Risk
The aerospace sector is US Dollar denominated and the Core Department has a number of older
contracts of relatively low value which it ultimately receives in pounds sterling but are initially
based in US Dollars. Therefore exchange rate risk exists but is minimal in the context of the
overall portfolio.
Credit Risk
Company failure could result in the Core Department’s investment not being recovered in
whole or in part. The Core Department seeks to offset this low probability risk by analysing the
financial health of any applicant at the time of application for launch investment and reviewing
financial health as part of the programme monitoring activity. In addition, contracts aim to contain
provisions which will (as a minimum) not disadvantage the Core Department compared to other
creditors in the event of a corporate failure. The Core Department takes steps to monitor the
payments that become due to companies under launch investment contracts to ensure they
comply with the terms of the contracts. Finally, the contracts also require the company’s auditors
to confirm that all payments have been made correctly and to identify any errors made.
Other Risk
The Core Department’s investments are exposed to wider risks such as economic downturns or
market shocks from natural or non-natural events. These risks may adversely impact the value
and timing of the income received by the Core Department. The Core Department seeks to manage
this risk by actively monitoring such events when they arise to assess any potential impact.

14.4 Venture Capital Funds and Venture Capital Loan Funds
Venture
Enterprise Total Venture Capital Loan
Capital Funds UKIIF Other Capital Funds Funds Total
£’000 £’000 £’000 £’000 £’000 £’000
Balance at 1 April 2012 91,743 11,572 52,609 155,924 43,697 199,621
Additions 29,278 15,042 2,509 46,829 2,500 49,329
Redemptions (11,178) - (6,121) (17,299) (6,444) (23,743)
Revaluations 16,903 (621) (2,671) 13,611 301 13,912
Impairments (3,892) (1,166) (3,643) (8,701) (1,728) (10,429)
Impairment reversals - - - - 500 500
Balance at 31 March 2013 (restated) 122,854 24,827 42,683 190,364 38,826 229,190
Additions 28,208 18,748 3,492 50,448 18,819 69,267
Redemptions (8,706) (119) (17,206) (26,031) (1,192) (27,223)
Revaluations 12,184 2,222 2,787 17,193 2,112 19,305
Impairments (4,402) (1,037) (2,578) (8,017) (2,604) (10,621)
Balance at 31 March 2014 150,138 44,641 29,178 223,957 55,961 279,918
Venture Capital Funds

Venture Capital Funds are held by the Core Department.
The Core Department has determined that the Venture Capital Funds are classified as ‘available
for sale financial assets’ and measured at fair value in accordance with IAS 39.
Venture Capital Fund investments support private sector led venture capital to stimulate private
investment into early stage small and medium sized enterprise (SME) businesses as follows:
Enterprise Capital Funds (ECFs)
ECFs, first launched in 2006, were established to address a market weakness in the provision
of equity finance to SMEs. Government funding is used alongside private sector funds to create
funds that operate within the equity gap, targeting investments up to £2 million that have the
potential to provide a commercial return. The Core Department has made a commitment to
allocate £200 million to the ECF programme in the four year period until 31 March 2015. There are
currently 15 ECFs.
UK Innovation Investment Fund
The UK Innovation Investment Fund (UKIIF) was announced in June 2009 to drive economic
growth and create highly-skilled jobs by enabling investment in growing small businesses start-
ups and spin-outs in key technology areas such as life sciences, clean technology and low
carbon, digital technologies and advanced manufacturing. The funds are managed by two private
sector fund managers – Hermes GPE and the European Investment Fund.
Venture Capital Loan Funds (VCLFs)
Venture Capital Loan Funds are held by the Core Department.
The North West Venture Capital Loan Funds and the West Midland Venture Capital Loan Funds
were set up by the former Regional Development Agencies (RDAs) to provide funding in the
form of loans and equity to small and medium sized businesses (SMEs) to stimulate sustainable
economic growth across the regions.
The Core Department has also invested in a loan fund which was established under the Business
Finance Partnership programme. Credit Asset Management Ltd (CAML) a subsidiary of City of
London Group Plc, which provides specialist financing to the SME sector, is providing asset
finance and loans.

Measurement and carrying amounts
The Venture Capital Funds and Venture Capital Loan Funds are initially recognised at fair value,
which is the transaction price. After initial recognition the carrying value is based upon the
valuations prepared by the fund managers. They are taken from the most recent set of annual
Accounts for each of the funds and, where available, updated with interim fund manager
valuations. All Venture Capital Funds are valued in accordance with the International Private
Equity and Venture Capital Guidelines.
The Core Department considers that the carrying value is a reasonable approximation of the fair
value of these investments.
During the reporting period the venture capital funds and venture capital loan funds had been
impaired by £11 million in total (2012-13: £10 million).
Movements in fair value are adjusted through the revaluation reserve. The balance on the
revaluation reserve pertaining to Venture Capital Funds and Venture Capital Loan Funds was
£32 million as at 31 March 2014 (31 March 2013: £37 million).
Risks
The Core Department is exposed to credit risk because the investee companies may not perform
as expected and the Core Department may not recover its investment. The Department minimises
the risk by carrying out a full evaluation of each business case submitted.

14.5 Other loans and investments
Property Equities
Private Sector related (listed Private Investment Other
Gilts Term Deposits Loans Bonds holdings securities) equities funds investments Total
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Balance at 1 April 2012 (restated) 128,715 89,304 80,680 36,271 4,255 107,914 22,459 22,454 1,804,264 2,296,316
Transfers in/(out) 11,191,125 - - 5,427,497 518,491 2,011,964 855,029 5,958,220 - 25,962,326
Reclassifications 7,265 - - (7,265) - - 405 - (405) -
Additions 65,556 384,048 82,874 63,273 10,133 106,449 86,497 205,160 135,466 1,139,456
Redemptions (11,249,152) (368,286) (14,318) (4,571,899) (65,752) (1,987,313) (153,402) (5,464,001) (1,037,873) (24,911,996)
Revaluations (5,298) - (227) 109,249 (25) 30,997 21,685 (215,483) 57,502 (1,600)
Impairments (1,585) - (100) - - - (301) (170) (198,503) (200,659)

Impairment reversals - - - - - - - 1,507 - 1,507
Loans provided for in year - - (6,531) - - - - - - (6,531)
Balance at 31 March 2013 (restated) 136,626 105,066 142,378 1,057,126 467,102 270,011 832,372 507,687 760,451 4,278,819
Transfers in/(out) - - - - - - - - (47) (47)
Reclassifications - - - - - 2,394,000 - - - 2,394,000
Additions - 429,522 201,617 144,347 561 37,997 59,126 718 267,278 1,141,166
Redemptions (20,083) (406,357) (52,175) (421,109) (53,043) (1,717,224) (171,632) (485,241) (8,054) (3,334,918)
Revaluations (5,777) - 257 (119,293) 840 973,657 54,795 (236) 142,258 1,046,501
Impairments (2,136) - (6,473) - - - (49) (605) (167,928) (177,191)
Impairment reversals - - 100 - - - - - - 100
Loans provided for in year - - (3,947) - - - - - - (3,947)
Balance at 31 March 2014 108,630 128,231 281,757 661,071 415,460 1,958,441 774,612 22,323 993,958 5,344,483
Of the total:
Core Department - - 30,274 - - 52,500 - 16,837 - 99,611
NDPBs and other designated bodies 108,630 128,231 251,483 661,071 415,460 1,905,941 774,612 5,486 993,958 5,244,872
Balance at 31 March 2014 108,630 128,231 281,757 661,071 415,460 1,958,441 774,612 22,323 993,958 5,344,483
183
Core Department
Equities (listed securities)
The Core Department holds 50 million shares with a par value of £0.01, for which a market value
of £1 per share was paid, in Greencoat UK Wind Plc, which invests into both onshore and offshore
wind assets.
The Core Department made a £50 million cornerstone investment, under the authority of the
Industrial Development Act, when the Company’s shares were floated on the London Stock Exchange
on 27 March 2013. At 31 March 2014 the fair value was £52.5 million (31 March 2013: £51 million).
Risks
The Core Department is exposed to market risk as the investment may not perform as expected.
As a result the investment may not be fully recovered. A 5% change in price would lead to a £2.6
million change in value.
Private sector loans
The department has made loans to SMEs via Peer-to-Peer platforms as part of a programme
to ease the flow of credit to businesses in the UK by helping to diversify the sources of finance
available to them. It is part of a larger programme of credit easing measures announced in the
Autumn Statement 2011 to support SMEs that do not have ready access to capital markets. The
loans are being made by the following platforms:
• Funding Circle (£20 million commitment) where BIS funding accounts for approximately 10% of
the loans made to SMEs.
• Zopa (£10 million commitment) where BIS funding accounts for approximately 50% of the loans
made to SMEs.
• Market Invoice (£5 million commitment) where BIS funding accounts for approximately 25% of
the loans made to SMEs against their receivables.
These are classified as loans and receivables in accordance with IAS 39.
Gilts
The Nesta Trust held Government gilts with a value of £109 million as at 31 March 2014 (31 March
2013: £128 million). They are classified as ‘available for sale assets’ in accordance with IAS 39.
Risks
In order to mitigate exposure to interest rate risk in relation to gilts, the Group has applied a policy
of purchasing gilts of five or more years’ duration.
Term Deposits
CITB, ECITB, FRC and the United Kingdom Atomic Energy Authority hold investments in term
deposits with major UK and International banks. As at 31 March 2014 the Departmental Group
held £128 million (31 March 2013: £105 million). £108 million (31 March 2013: £90 million) of this
balance was held by CITB. All are classified as ‘available for sale assets’ in accordance with IAS
39 except for FRC whose deposits are classified as ‘held to maturity’.
Risks
In order to mitigate the exposure to risk, CITB term deposits are held with institutions that have
short and long term ratings with a low risk of default. Investments are also spread across several
institutions.
Private sector loans
GIB, HEFCE, STFC, BBSRC and Nesta Trust have entered into loan agreements with parties
within the private sector. The loans within the Departmental Group are carried at historic cost as a
proxy for amortised cost because the NDPBs and other designated bodies have determined that
there is no material difference between historical cost and amortised cost. As at 31 March 2014
£251 million of loans were held by NDPBs and other designated bodies (31 March 2013: £133 million).

During the reporting period GIB made loans of £136 million (2012-13: £56 million) to organisations
engaged in fulfilling its investment obligations. The fair value of loans held by GIB as at 31 March
2014 was £186 million (31 March 2013: £54 million). The conditions attached to each loan vary
depending on the details of the arrangement. Repayment schedules have been agreed and all
loans are expected to be repaid at the end of the loan term.
Risks
Borrowers may not fulfil their obligations under the loan agreement leading to non-repayment. GIB
minimises the risk of default by entering into loan arrangements with borrowers with strong credit
ratings and hold appropriate collateral.
Bonds
BIS (Postal Services Act 2011) Company Limited, CITB and ECITB hold investments in bonds.
The investments in corporate bonds are classified as available-for-sale financial assets, and are
measured at fair value in accordance with IAS 39 based on market quotes. The value of bonds
held by the NDPBs and other designated bodies as at 31 March 2014 was £661 million (31 March
2013: £1 billion).
The fair value of the remaining investments in corporate bonds held by BIS (Postal Services Act
2011) Company Limited as at 31 March 2014 was £622 million (31 March 2013: £1 billion).
Risks
The bonds held are subject to interest rate risk. The risk management strategy is to manage this
risk by holding the high yield debt securities until maturity unless opportunities exist in the market,
for it to profit, for example, from any favourable market interest rate movements. 82% of the
bonds are fixed interest debt securities (31 March 2013: 75%). The remaining 18% are floating
interest debt securities (31 March 2013: 25%). At the reporting date, if interest rates on floating
interest debt securities held had been 50 basis points higher/lower with all other variables held
constant, the gains or losses due to movements in fair value recognised in equity would have
been £0.1 million higher/lower (31 March 2013: £0.3 million).
Property related holdings
BIS (Postal Services Act 2011) Company Limited and BIS (Postal Services Act 2011) B Company
Limited and Nesta Trust have property related holdings. At 31 March 2014 the value of the
holdings amounted to £415 million (31 March 2013: £467 million).
The fair value of the investments held by BIS (Postal Services Act 2011) Company Limited and
BIS (Postal Services Act 2011) B Company Limited as at 31 March 2014 was £411 million (31
March 2013: £463 million). These investments relate to holdings in a number of marketable real
estate investment funds and unit trusts, and are held as available for sale financial assets in
accordance with IAS 39.
Risks
Investment property funds are subject to price risk, however the risk is not expected to be
material and no non-routine risk mitigation actions are in place.
Equities (listed securities)
Nesta Trust, BIS (Postal Services Act 2011) Company Limited and Postal Services Holding
Company Limited hold listed securities. At 31 March 2014 the combined value of these securities
amounted to £1,906 million (31 March 2013: £219 million). £199 million of this balance (31 March
2013: £179 million) was held by Nesta Trust and classified as ‘available for sale’ in accordance
with IAS 39.
Postal Services Holding Company Limited disposed of 70% of its shareholding in Royal Mail
Group plc during the year. The value of the remaining 30% of shares at 31 March 2014 amounted
to £1,689 million. Listed securities held by BIS (Postal Services Act 2011) Company Limited and
Postal Services Holding Company Limited have been classified as financial assets held at fair
value through profit or loss in accordance with IAS 39.

Risks
Nesta Trust is exposed to equity price risk as a proportion of its endowment assets have been
invested in listed securities. It minimises the risk by investing for the medium to long term, by
diversifying its portfolio of investments by using a number of investment managers, whose performance
is monitored regularly and by investing in funds managed by large institutional investors.
Private Equities
BIS (Postal Services Act 2011) Company Limited, Nesta Trust, Pirbright Institute, STFC and NERC
have investments in private equity. These investments have been classified as ‘available for sale’
assets in accordance with IAS 39. The value invested at 31 March 2014 was £775 million (31
March 2013: £832 million).
The fair value of the remaining investments in BIS (Postal Services Act 2011) Company Limited
as at 31 March 2014 was £762 million (31 March 2013: £848 million). These investments primarily
comprised investments in European and North American unquoted shares.
The fair values are estimated based on a variety of valuation techniques, adopted by the
investment managers that comply with the International Private Equity and Venture Capital
(PEVC) Valuation Guidelines or the valuation guidelines produced by the British Venture Capital
Association (BVCA). Valuation techniques used include the use of earnings multiples, discounted
cash flows analysis, and net asset values.
Risks
Due to changes in fair value there is a risk that the amounts invested in private equities may
not be recovered. During the reporting period BIS (Postal Services Act 2011) Company Limited
investments recognised a fair value gain of £55 million (2012-13: £20 million). If the valuation had
been 5% higher or lower the total value would have moved by £2.8 million.
Following the enactment of the Postal Services Act 2011 and the Government commitment to
the sale of shares in the Royal Mail, Royal Mail plc (RMG) was incorporated on 19 September
2013, with an authorised share capital set at 1,000,000,000 shares with a nominal value per
share of £0.01. RMG is the parent company of the Royal Mail Group Limited and its associated
subsidiaries.
Prior to the sale of the shares the Government held 100% of the shareholding of Royal Mail plc.
60% of the Royal Mail plc shares were offered for sale during October 2013. The creation of an
employee share scheme enabled another 10% of the shares of Royal Mail plc to be in employee
ownership. Following the sale of the shares and those transferred to employees as part of the
employee share scheme the Government has disposed of a majority stake in Royal Mail plc, and
now holds a 30% shareholding.
Proceeds from the sale of Royal Mail plc shares
The net assets of Royal Mail Group Limited at 31 March 2013 were £1,405 million. The net assets
of Royal Mail Group Limited at 29 September 2013, when transferred to Royal Mail plc were
£2,394 million, resulting in a gain on revaluation of £989 million.
The Government sold 599,926,923 shares the proceeds of which were £1,979,829,057. This
included non-refundable proceeds of the retail offer. A further 100,160,000 shares were gifted to
employees under the employee share scheme for nil consideration. The fair value of the shares
disposed of was £1,676,008,094. This resulted in a gain on disposal of £303,820,993. The
remaining shareholding in RMG plc was 299,913,077 shares (30%).
The costs associated with the sale were £22,368,791, including a charitable donation made to the
British Postal Museum and Archive (BPMA) of £70,241 by Equiniti, on behalf of the Secretary of
State, from non-refundable proceeds of the retail offer.
The fair value of the remaining shareholding at 31 March 2014 was £1,688,510,624.
The table below provides details of the sale and gifting of the Royal Mail plc shares.

Disposal of 70% of shares
£000 £000
Sale of shares (60%)
60% of fair value of RMGL assets as at disposal date 1,436,225
Proceeds from sale of 60% of shares (599,926,923 shares) 1,979,829
Gain on disposal 543,604
Shares gifted to employees (10%)

10% of fair value RMGL assets as at disposal date 239,783
Proceeds from gifting of 10% of shares (100,160,000 shares) -
(Loss) on disposal (239,783)
Gain on disposal of 70% of shares (700,086,923 shares) 303,821
less costs of sale:

Commission (13,099)
Stamp duty (9,200)
Donation to BPMA (70)
(22,369)
Net gain on disposal 281,452
The shareholding in Royal Mail plc was reclassified as an equity (listed security) during the year.
This reclassification of £2,394 million took place at the point of sale to reflect the change in Royal
Mail plc’s status from a public corporation to a publicly listed private company. The shareholding
had been classified as an investment in a public body up to this point (see note 13.1).
Investment Funds
Nesta Trust and BIS (Postal Services Act 2011) Company Limited hold investment funds. The
value invested at 31 March 2014 was £5 million (31 March 2013: £491 million). In accordance with
IAS 39, the investments of Nesta Trust are classified as ‘available for sale’ assets, those of BIS
(Postal Services Act 2011) Company Limited held at fair value through profit and loss.
Risks
Investment funds are subject to market risk. During the reporting period the BIS (Postal Services
Act 2011) Company Limited disposed of investment funds valued at £485 million to minimise its
ongoing exposure to market risks.
Other investments
The most significant components of other investments are:
• Enrichment Holdings Limited has an investment in URENCO which is measured at ‘fair value
through profit and loss’ in accordance with IAS 39. The fair value of this investment at 31 March
2014 was £447 million (31 March 2013: £517 million).
• The Green Investment Bank predominantly holds investments in its priority sectors of offshore
wind, energy efficiency and waste. The fair value of investments at 31 March 2014 was £204
million (31 March 2013: £65 million). These investments are classified as ‘available for sale’ in
accordance with IAS 39.

• The Francis Crick Institute Limited (formerly UKCMRI Limited) was established in 2010 to deliver
a world class interdisciplinary biomedical research centre. The MRC has 47% of the voting rights
in UKCMRI Limited with a fair value at 31 March 2014 of £230 million (31 March 2013: £115
million). The cost to MRC is used as a proxy for fair value, as the Institute is not yet operational.
The remaining shares are held by Cancer Research UK, University College London, the Wellcome
Trust, Kings College London and Imperial College of Science, Technology and Medicine.
The remaining investments are held by BBSRC, STFC, Capital for Enterprise Limited, Pirbright
Limited, Nesta Trust and the Medical Research Council, and are classified as ‘available for sale’
in accordance with IAS 39. The fair value of these other investments at 31 March 2014 was
£63 million (31 March 2013: £131 million).
Risks
NDPBs and other designated bodies are exposed to market risk on their other investment
portfolios as the investments may not perform as expected, and as a result the initial funds
invested may not be recovered. For seed and early stage companies, the risk is mitigated by
using commercial investment managers to oversee the investments.
15. Trade receivables, financial and other assets

£’000 £’000 £’000
Core Core Core
Amounts falling
due within one
year:
Trade receivables 137,990 152,542 353,629 57,875 90,454 261,084 51,537 115,415 243,898
Other receivables:
Deferred tax asset - - 3,429 - - 1,205 - - 339
Corporation tax - - - - - 1,609 - - 1,024
VAT 18,177 22,112 23,891 20,493 24,782 28,665 14,736 19,026 20,221
Consolidated 150 150 150 187 187 187 159 159 159
Fund receivables
– non-operating
costs
Staff receivables 1,102 1,349 3,435 994 1,411 2,349 1,019 1,459 2,473
Tuition fee loan - - - - - - 902,822 902,822 902,822
receivable
RPS receivables 163,202 163,202 163,202 166,846 166,846 166,846 157,982 157,982 157,982
Other 19,704 19,719 66,246 30,462 28,771 54,662 47,439 47,475 103,572
Prepayments and 472,786 488,538 865,298 319,793 335,305 663,660 190,669 205,652 482,874
accrued income
813,111 847,612 1,479,280 596,650 647,756 1,180,267 1,366,363 1,449,990 1,915,364
Amounts falling
due after more
than one year:
Trade receivables 191,631 173,818 172,527 146,937 108,805 109,261 138,990 55,858 67,089
Other receivables 80,249 80,250 83,099 73,459 73,459 78,135 75,902 75,902 82,386
Prepayments and - - 19,451 - - 19,511 - - 20,917
accrued income
271,880 254,068 275,077 220,396 182,264 206,907 214,892 131,760 170,392
Total Receivables 1,084,991 1,101,680 1,754,357 817,046 830,020 1,387,174 1,581,255 1,581,750 2,085,756
The tuition fee loan receivable as at 1 April 2012 represented the expected repayments from
borrowers arising from the obligation to pay higher education institutions. (The obligation to pay is
included in Note 19).
The Redundancy Payment Scheme (RPS) receivable is shown net of an annual impairment.

The impairment is calculated by the Insolvency Service using a model which is approved by
HMRC. The model calculates the recoverable debt as £163 million as at 31 March 2014 (31 March
2013: £167 million). There is a risk that the estimation of 14% is over optimistic and therefore
would result in a downward revision in future years. Additionally the model has been created using
only eight years of available data with 14 years of data required for a full model to be effective.
However, the model is designed to self check against recovery rates and for data available there is
only a small annual variation from the 14% target. This variation is not material and therefore does
not render the model invalid. The model is also designed to be monitored and amended annually
as required. Additionally, reporting is on a monthly basis to ensure early warning of any trends
outside the parameters set in the model.
15.1 Intra-Government Balances

Amounts falling due within one year Amounts falling due after more than one year
31 March 2013 1 April 2012 31 March 2013 1 April 2012
31 March 2014 restated restated 31 March 2014 restated restated
£’000 £’000 £’000 £’000 £’000 £’000
Balances with:
Other central Government bodies 202,548 282,635 295,928 33,605 6,001 8,881
Local authorities 2,960 16,188 3,098 - - -
NHS bodies 132 150 239 - - -
Public corporations and trading funds 6,935 21,297 12,005 - - -
Subtotal: Intra-Government balances 212,575 320,270 311,270 33,605 6,001 8,881
Bodies external to Government 1,266,705 859,997 1,604,094 241,472 200,906 161,511
Total receivable at period end date 1,479,280 1,180,267 1,915,364 275,077 206,907 170,392

16. Non-current assets held for sale
31 March 2014 31 March 2013
£’000 £’000
Core Core
Net cost or valuation
At 1 April - - 4,726 - - 4,661
Additions - - 30,870 - - 273
Disposals - - (5,773) - - (160)
Impairments - - (45) - - -
Revaluations - - (238) - - (48)
Carrying amount at reporting date - - 29,540 - - 4,726
17. Investments and loans in public sector bodies: current

31 March 2014 31 March 2013
£’000 £’000
Core Core
Balance at 1 April 291,166 291,166 291,166 499,166 499,166 499,166
Additions 1,142,000 1,142,000 1,142,000 5,078,000 5,078,000 5,078,000
Disposals (1,433,166) (1,433,166) (1,433,166) (5,286,166) (5,286,166) (5,286,166)
Loans repayable within 12 months 1,222 1,222 1,222 166 166 166
transferred from non-current assets
Balance at reporting date 1,222 1,222 1,222 291,166 291,166 291,166
The loans above are with the following public sector bodies:
Core
Post Office Met Office Core Department Departmental
Limited loan UKIPO Department and Agencies Group
£’000 £’000 £’000 £’000 £’000 £’000
Balance as at 1 April 2012 499,000 - 166 499,166 499,166 499,166
Additions 5,078,000 - - 5,078,000 5,078,000 5,078,000
Repayments (5,286,000) - (166) (5,286,166) (5,286,166) (5,286,166)
Loans repayable within 12 months - - 166 166 166 166
Balance as at 31 March 2013 291,000 - 166 291,166 291,166 291,166
Additions 1,142,000 - - 1,142,000 1,142,000 1,142,000
Repayments (1,433,000) - (166) (1,433,166) (1,433,166) (1,433,166)
Loans repayable within 12 months - 1,056 166 1,222 1,222 1,222
Balance as at 31 March 2014 - 1,056 166 1,222 1,222 1,222
Loans in public sector bodies are held by the Core Department.
17.1 Post Office Limited loan

Since October 2003 the Core Department has made available to Post Office Limited (POL) a
revolving loan facility of up to £1.15 billion. This is to help the company fund its daily in-branch
working capital requirements to deliver services through the network, such as social benefits
payments and access to cash. The facility currently matures in March 2018. The outstanding
balance at 31 March 2014 was nil (31 March 2013: £291 million).

18. Cash and cash equivalents
£’000 £’000
Core Core
Balance as at 1 April (restated) 610,348 660,082 2,833,333 415,657 482,533 1,146,765
Net change in cash balances 119,781 140,506 (1,266,283) 194,691 177,549 1,686,568
Balance as at period end date 730,129 800,588 1,567,050 610,348 660,082 2,833,333
The following balances were held with:
The Government Banking Service (GBS) 724,036 746,746 1,322,926 605,044 621,551 2,563,577
Commercial banks and cash in hand 6,093 53,842 244,124 5,304 38,531 239,756
Short term investments - - - - - 30,000
Balance at period end date 730,129 800,588 1,567,050 610,348 660,082 2,833,333
Less overdraft - - - - - (2,395)
Total 730,129 800,588 1,567,050 610,348 660,082 2,830,938
The Core Department and its Agencies do not hold any cash equivalent balances.
Restricted funds
At 31 March 2014 the Financial Reporting Council (FRC) held £2 million (31 March 2013: £2
million) in its Actuarial Case Cost Fund which is restricted and may only be used for actuarial
disciplinary case costs. A further £2 million (31 March 2013: £2 million) relates to the Financial
Reporting Review Panel (FRRP) Legal Costs Fund account, which may only be used for the
purpose of enabling the FRRP to ensure compliance with the accounting requirements of the
Companies Act 2006, including applicable accounting standards, and to investigate departures
from those standards and requirements. The FRC may be liable to repay the balance on the Legal
Costs Fund to the contributors if it ceases to be authorised by the Secretary of State for the
purposes of section 456 of the Companies Act 2006.

192
19. Trade payables and other current liabilities
£’000 £’000 £’000
Core Core Core
Amounts falling due within one year:
VAT - - 8,692 - - 9,308 - - 12,966
Other taxation and social security 3,923 3,980 14,897 62 62 12,575 36 36 21,468
Trade payables 5,769 304 185,742 8,600 9,416 153,793 50,889 67,960 317,221
Tuition fee loan obligation - - - - - - 1,388,958 1,388,958 1,388,958
Other payables 286,006 294,809 449,680 145,696 146,507 306,561 89,852 89,840 216,535
Commercial bank overdraft - - - - - 2,395 - - 2,525
Accruals and deferred income 444,271 477,760 1,375,705 229,614 250,698 1,123,758 191,992 203,440 1,178,783
Current part of finance leases - - - - - 1,667 - 315 1,999
On Balance Sheet (SoFP) PFI - - - - - - - 1,049 1,049
Amounts issued from the Consolidated Fund for supply but 729,678 800,137 800,137 604,938 654,672 654,672 362,736 429,612 429,612
not spent at year end
Advances from Contingencies Fund - - - 250 250 250 - - -
Consolidated Fund Extra Receipts due to be paid to the
Consolidated Fund:
Received 451 451 451 5,410 5,410 5,410 52,921 52,921 52,921
Receivable – non operating costs 150 150 150 187 187 187 159 159 159
1,470,248 1,577,591 2,835,454 994,757 1,067,202 2,270,576 2,137,543 2,234,290 3,624,196
Amounts falling due after more than one year:
Trade Payables - - 8,765 - - 11,740 - - 15,070
Other payables, accruals and deferred income 3,239 3,252 74,054 1,289 1,289 54,559 90 90 43,407
Finance leases - - 5,790 - - 7,097 - - 8,764
Royal Mail NLF loans - - - 500,000 500,000 500,000 1,100,000 1,100,000 1,100,000
3,239 3,252 88,609 501,289 501,289 573,396 1,100,090 1,100,090 1,167,241
Total payables 1,473,487 1,580,843 2,924,063 1,496,046 1,568,491 2,843,972 3,237,633 3,334,380 4,791,437
The tuition fee loan payable as at 1 April 2012 related to an obligation to pay HE institutions for the remainder of the academic year. This obligation
expired following the HE reforms.

19.1 Intra-Government Balances
Amounts falling due within one year Amounts falling due after more than one year
31 March 2013 1 April 2012 31 March 2013 1 April 2012
31 March 2014 restated restated 31 March 2014 restated restated
£’000 £’000 £’000 £’000 £’000 £’000
Balances with:
Other central government bodies 880,466 835,487 692,201 20,754 525,153 1,115,364
Local authorities 14,549 24,795 21,089 - - -
NHS bodies 278 722 282 - - -
Public corporations and trading funds 47,324 63,944 81,276 - - -
Subtotal: Intra-Government balances 942,617 924,948 794,848 20,754 525,153 1,115,364
Bodies external to government 1,892,837 1,345,628 2,829,348 67,855 48,243 51,877
Total payables at period end date 2,835,454 2,270,576 3,624,196 88,609 573,396 1,167,241
20. Provisions for Liabilities and Charges

31 March 2014 31 March 2013
£’000 £’000
Core Core
Balance at 1 April 711,422 767,174 1,115,043 640,598 691,301 1,063,939
Transferred in - - - 25 25 -
Provided in the year 7,173 8,926 100,466 43,144 53,755 77,783
Provisions not required written back (30,220) (46,090) (61,566) (23,447) (24,581) (28,799)
Provisions utilised in the year (48,288) (53,167) (104,593) (42,244) (49,864) (96,573)
Borrowing costs (unwinding of discounts) 2,313 4,188 10,139 14,341 15,735 23,692
Changes in price level (4,489) (4,489) 922 79,005 80,803 74,811
Other movements - - - - - 190
Balance at reporting date 637,911 676,542 1,060,411 711,422 767,174 1,115,043

Analysis of expected timing of discounted cash flows
194
£’000 £’000 £’000
Core Core Core
Current liabilities:
Not later than one year 59,589 63,665 122,039 45,323 49,921 98,687 53,154 56,603 102,706
Non current liabilities:
Later than one year and not later than five years 152,788 168,756 317,902 154,461 175,822 312,880 179,518 190,243 337,583
Later than five years 425,534 444,121 620,470 511,638 541,431 703,476 407,926 444,455 623,650
Total non current liabilities 578,322 612,877 938,372 666,099 717,253 1,016,356 587,444 634,698 961,233
Total 637,911 676,542 1,060,411 711,422 767,174 1,115,043 640,598 691,301 1,063,939
Provisions of the Core Department

UK Atomic
British Energy Authority
Shipbuilders Onerous Leases Decommissioning Other Total
£’000 £’000 £’000 £’000 £’000
Balance at 1 April 2012 197,760 198,369 188,007 56,462 640,598
Transferred in - 25 - - 25
Provided in the year - 10,986 8,269 23,889 43,144
Provisions not required written back (6,587) (14,325) (35) (2,500) (23,447)
Provisions utilised in the year - (28,322) - (13,922) (42,244)
Borrowing costs (unwinding of discounts) 4,351 4,364 4,136 1,490 14,341
Changes in price level 19,208 23,379 34,646 1,772 79,005
Balance at 31 March 2013 214,732 194,476 235,023 67,191 711,422
Provided in the year - - 4,881 2,292 7,173
Provisions not required written back (11,614) (14,718) - (3,888) (30,220)
Provisions utilised in the year (9,440) (28,144) - (10,704) (48,288)
Borrowing costs (unwinding of discounts) (4,144) (218) 5,253 1,422 2,313
Changes in price level (1,220) (508) (3,256) 495 (4,489)
Balance at 31 March 2014 188,314 150,888 241,901 56,808 637,911

20.1 British Shipbuilders
British Shipbuilders had liabilities arising from personal injury to former employees resulting
mainly from exposure to asbestos during the course of their work. The Core Department took
full responsibility for these liabilities when the Corporation was abolished in March 2013. The
undiscounted liability as at 31 March 2014 was £225 million (31 March 2013: £254 million). The
current estimate is that the liabilities will extend for up to 35 years.
The Department’s approach to accounting for the personal injury compensation claims against British
Shipbuilders and its subsidiaries has been to provide for those costs of resolution which are both
probable and reliably estimable. An actuarial review of asbestos liabilities as at 31 March 2013 was
reported in December 2013. This new report coupled with the existing known liabilities for Noise
Induced Hearing Loss identified a range of undiscounted liabilities from £147 million to £456 million.
In the light of significant uncertainty associated with asbestos claims, there can be no guarantee
that the assumptions used to estimate the provisions for the cost of resolving asbestos claims
will be an accurate prediction of the actual cost that may be incurred and the provisions are the
subject of an actuarial review when a condition changes materially.
The Core Department is also responsible for compensation claims made against former British
Shipbuilders’ companies. The Financial Services Compensation Scheme does not compensate
former employees in respect of periods of employment with nationalised industries and the
Department assumed liability for this compensation by way of a Minute to Parliament in 2003. The
undiscounted liability at 31 March 2014 was £9 million (31 March 2013: £9 million) and is included
within other provisions.
20.2 Onerous Leases

The Core Department has onerous leases in respect of leased offices at 151 Buckingham Palace
Road (BPR), 10-18 Victoria Street (10VS) and various leases transferred from other bodies
following their winding up. The Department provides for these leases in full when the lease
becomes onerous by establishing a provision for the future estimated payments discounted by
HM Treasury’s discount rate in the range -1.9% to 2.2%, depending on the provision term. The
expiry dates for the onerous leases within the Department range from 2014 to 2027.
The Core Department has attempted to mitigate any potential losses through subletting against
the existing head leases for the buildings, and has sublet BPR, 10VS and some of the properties
transferred into the Department. However, given current market conditions and future forecasts
the Core Department has determined that at the reporting date neither the current nor future
potential subleases will recover the full costs incurred by BIS.
The undiscounted liability was £145 million (31 March 2013: £187 million). The discounted value
is higher than the undiscounted liability due to the negative discount rates used for the short and
medium term.
20.3 UK Atomic Energy Authority Decommissioning

The decommissioning provision represents the estimated costs of decommissioning fusion
research facilities at the UK Atomic Energy Authority’s Culham site, including the storage,
processing and eventual disposal of radioactive wastes. The Core Department retains the liability
for these costs.
Calculation of the liabilities is based on the technical assessments of the processes and
methods likely to be used in the future to carry out the work. Estimates are derived from the
latest technical knowledge and commercial information available, taking into account current
legislation, regulations and Government policy. Summary figures are built up by aggregating
detailed estimates for individual liabilities. Allowance is also made for infrastructure costs, which
are an appropriate share of site running costs and other overhead costs attributable to plant and
buildings. The calculation is reassessed annually, so the estimated liabilities reflect the March
2014 calculation, as shown in the Authority’s accounts at 31 March 2014. The best estimate of the
cost of the liabilities is discounted using HM Treasury’s discount rates which range from -1.9%
to 2.2% depending on the term of the provision. The undiscounted cost of the provisions as at
31 March 2014 was £255 million (31 March 2013: £250 million).

Since much of the work required to deal with the liabilities will not be undertaken until well into
the future, there is a significant uncertainty as to the amount of the provision. In addition, timing
of expenditure on the decommissioning provision is dependent on the closure date of the Joint
European Torus (JET) facility which is to be decommissioned.
20.4 Provisions of the Agencies

As at 31 March 2014, the value of these provisions was £39 million (31 March 2013: £56 million).
These relate to a range of liabilities arising from the Agencies’ Programmes and Administration costs.
20.5 Provisions of NDPBs and other designated bodies

HEI staff HEI staff
liabilities Other Total liabilities Other Total
£’000 £’000 £’000 £’000 £’000 £’000
Balance at 1 April 227,500 120,369 347,869 241,958 130,680 372,638
Transferred in - - - - (25) (25)
Provided in the year 43,409 48,131 91,540 270 23,758 24,028
Provisions not required written back - (15,476) (15,476) - (4,218) (4,218)
Provisions utilised in the year (29,315) (22,111) (51,426) (28,270) (18,439) (46,709)
Changes in price level 10,027 (4,616) 5,411 6,767 (12,759) (5,992)
Other movements - - - - 190 190
Borrowing costs (unwinding of discounts) 5,346 605 5,951 6,775 1,182 7,957
Balance at reporting date 256,967 126,902 383,869 227,500 120,369 347,869
Higher Education Institutions (HEI) Staff Liabilities

These are certain staff related commitments of Higher Education Institutions (HEIs) that were
previously Local Authority (LA) maintained. These liabilities were transferred from LAs to HEIs on
incorporation and the Education Reform Act 1988 gave powers to the Polytechnics and Colleges
Funding Council (PCFC) to reimburse institutions and LAs for such liabilities. Upon its formation
HEFCE assumed the PCFC’s main responsibilities and now provides funding for reimbursements
as follows:
• Early retirement or redundancy compensation payments
• Protection of salary
• Pension increases under the Local Government Superannuation Scheme for former non
teaching staff of institutions formerly funded by the PCFC.
HEFCE has provided for these ongoing reimbursements. As the provision estimate is based on a
sample and uses various assumptions, the valuation obtained may vary from that which would be
obtained if the data of all pension scheme members was made available to allow a full actuarial
valuation. An independent review is undertaken periodically in order to verify the reasonableness
of the provision. The value is an estimate based upon a sample of the underlying population,
projected payments, mortality rates and other actuarial assumptions. The latest review was
carried out during 2013-14. The provision is discounted using HM Treasury’s pension discount
rate of 1.80% (2012-13: 2.35%). The value of the provision as at 31 March 2014 was £257 million
(31 March 2013: £228 million). The undiscounted value of the provision as at 31 March 2014 was

21. Retirement benefit obligations
£’000 £’000
Funded Unfunded Funded Unfunded
pension pension pension pension
schemes schemes Total schemes schemes Total
Balance at 1 April 48,434 2,434 50,868 (8,840) 2,465 (6,375)
Current service cost 26,425 104 26,529 22,745 57 22,802
Transfers into pension schemes - - - - 96 96
Interest cost 1,941 12 1,953 (16,402) 15 (16,387)
Actuarial (gains) and losses (98,447) 20 (98,427) 72,369 (19) 72,350
Transfers out - - - 1,393 - 1,393
Income from contributions (35,885) - (35,885) (21,438) - (21,438)
Payment of pensions 230 - 230 - (180) (180)
(Gains)/losses on settlement and - - - (1,393) - (1,393)
curtailments
Balance at reporting date (57,302) 2,570 (54,732) 48,434 2,434 50,868
All retirement benefit obligations relate to the NDPBs and other designated bodies.
Details of the most significant bodies to which the funded pension schemes relate are shown below.
21.1 Funded pension schemes

The Student Loans Company (SLC) operates the SLC Limited Retirement and Death Benefits
Scheme for all permanent staff which is a defined benefits scheme that provides benefits based
on final pensionable salary. The scheme deficit as at 31 March 2014 was £17 million (31 March 2013:
£14 million). Further details of the SLC pension scheme can be found in the accounts of the SLC.
The Medical Research Council (MRC) operates the MRC Pension Scheme (MRCPS), for all staff
providing benefits based on service and final pensionable salary. The MRCPS is a defined benefit
scheme. A full actuarial valuation was undertaken as at 31 December 2010. The scheme surplus
as at 31 March 2014 was £74 million (31 March 2013: £34 million deficit). Further details of the
MRCPS can be found in the accounts of the MRC.
The assets of the schemes are held separately from the assets of the Departmental Group, being
invested by the Trustees of the schemes.
22. Financial guarantees
31 March 2014 31 March 2013
£’000 £’000
Core Core
Balance at 1 April 199,059 199,059 231,796 235,928 235,928 267,333
Provided in year 30,336 30,336 38,417 35,318 35,318 43,601
Financial guarantees not required written (3,693) (3,693) (8,672) (4,423) (4,423) (4,423)
back
Guarantees called (29,357) (29,357) (36,194) (49,206) (49,206) (56,157)
Amortisation of financial guarantees (29,294) (29,294) (29,294) (26,536) (26,536) (26,536)
Unwinding of discount (1,137) (1,137) (1,137) 2,774 2,774 2,774
Change in price levels 68 68 68 5,204 5,204 5,204
Balance at period end date 165,982 165,982 194,984 199,059 199,059 231,796

Financial guarantees analysed between current and non-current liabilities
198
£’000 £’000 £’000
Core Core Core
Payable not later than one year 38,556 38,556 46,508 47,547 47,547 48,707 82,762 82,762 84,044
Payable after more than one year 127,426 127,426 148,476 151,512 151,512 183,089 153,166 153,166 183,289
Total 165,982 165,982 194,984 199,059 199,059 231,796 235,928 235,928 267,333
Measurement
The Small Firms Loan Guarantee Scheme (SFLGS), Enterprise Finance Guarantee (EFG) and Automotive Assistance Programme (AAP) are initially
recognised at fair value, which is equal to the premium income over the life of the guarantee.
Those guarantees that are not expected to default are carried at fair value and those guarantees that are expected to default are carried at an amount
determined in accordance with IAS 37. The fair value is based upon the net present value of premium income. The value of the amounts determined,
under IAS 37, is based on the expected value of defaults discounted using HM Treasury’s discount rates, where material.
Guarantees provided by the Core Department
22.1 Enterprise Finance Guarantee (EFG)
The EFG was introduced in January 2009. In the October 2010 Spending Review (SR), the Government made a commitment to continue the EFG
scheme until 2014-15 and, subject to demand, will guarantee up to £2 billion in lending over the four year SR period. The current phase of EFG runs
from 1 April 2011 to 31 March 2015. For 2013-14, a total of £500 million was made available. Actual lending under the scheme for 2013-14 as at 31
March 2014, was £340 million.
EFG may be used to facilitate new term loans (either unsecured or partially secured), to transfer long term debt out of an overdraft, to refinance an
existing secured loan which would otherwise be withdrawn due to deterioration in the quality of the security or invoice finance facilities.
The EFG is available for most business purposes and to businesses in most sectors. However, it is subject to certain restrictions arising from the EU
De Minimis State Aid rules, the Industrial Development Act 1982, (which provides the statutory basis for EFG) and also national policy reasons, which
are detailed on the Core Department’s website.

Carrying values
The total value of loans outstanding as at 31 March 2014 was £896 million (31 March 2013: £904
million). For lending that took place in the first three years of EFG, in financial years 2008-12, the
Core Department’s total liability is capped at 9.75% of the total amount lent under the scheme in
that period. During 2012-13 the cap on liabilities increased from 9.75% to 15%. At 31 March 2014
the Core Department’s maximum exposure was £245 million based on total lending of £2.2 billion.
£39 million of EFG loan offers had been made prior to 31 March 2014 which had yet to be drawn.
It is estimated that up to £24 million of these loans will ultimately be drawn down by borrowers.
At 31 March 2014 the carrying value of the guarantees was £137 million (31 March 2013: £150
million). The total value of the expected defaults, adjusted for claims already made, was £84
million (31 March 2013: £95 million), and the fair value of those guarantees not expected to default
was £52 million (31 March 2013: £55 million).
22.2 Small Firms Loan Guarantee Scheme (SFLGS)

The SFLGS was replaced by the EFG in January 2009. Through Government backing the Scheme
enabled lenders to assist small businesses, with viable business proposals, to gain access to
finance where they lacked security or a track record.
Carrying values
The total value of loans outstanding as at 31 March 2014 was £49 million (31 March 2013: £91
million) however, the Core Department’s total liability under the Scheme is limited to approximately
75% of the total value of the loans outstanding which was £37 million (31 March 2013: £69
million). At 31 March 2014 the carrying value of the guarantees was £19 million (31 March 2013:
£30 million). The total value of the expected defaults was £4 million (31 March 2013: £9 million),
and the fair value of those guarantees not expected to default was £15 million (31 March 2013:
£22 million). The amounts outstanding will be utilised over the next five years, to 2018-19.
Forecasting models
The estimated liability arising from the guarantees outstanding is based on the default probability,
the outstanding guaranteed loan balance and the time taken to process the claim. The default
probability is determined by using a statistical forecasting model known as ‘Cox Regression’.
Risks
Due to the nature of these guarantees, the Core Department is exposed to credit risk as the
recipient of the loan may default and the lending bank will call upon the Core Department to
honour its guarantee. The Core Department minimises the credit risk by devolving responsibility
to the banks to determine whether any business applying for a loan is commercially viable. The
banks are required to apply normal commercial practices. To establish that this is the case, for
EFG the Core Department undertakes an independent audit of the lenders participating in the
Scheme. This is done by sampling and checking guarantees granted and defaults arising using
recognised statistical sampling and auditing techniques and by auditing individual default claims
by exception. In addition, the Core Department also shares the risk on each individual guaranteed
facility and limits the risk at the portfolio level for EFG because its exposure is capped.
In addition, the Core Department is exposed to interest rate risk, as the majority of the loan
guarantees are provided against variable rate loans. The banks’ usual lending practices mean that
fixed rate loans are usually available only for small value short term loans. To minimise the risk of
default relating to a rise in interest rates, accompanied by a decline in the economic environment,
the Core Department relies on the lenders applying best commercial practice when assessing the
risk of default.
22.3 Other
Automotive Assistance Programme (AAP)
On 27 January 2009, the then Secretary of State announced the creation of the AAP, to make
possible loans and guarantees enabling up to £2.3 billion in lending to Britain’s automotive
manufacturers and suppliers. Following the signing of an agreement in July 2010, the Core
Department provided a guarantee to the European Investment Bank (EIB) for £378 million in
respect of a £450 million loan. The loan is due to be repaid by September 2015.

Carrying value
At 31 March 2014, the fair value of the Core Department’s other financial guarantees was £10
million (31 March 2013: £19 million).
Risks
Credit Risk
Due to the nature of the AAP guarantee, the Core Department is exposed to credit risk, which
could trigger a call on the guarantee if the business defaults or if other financial covenants set
out in the loan agreement are not met. This risk is mitigated by the Core Department assessing
the company’s credit rating according to professional rating agencies. At 31 March 2014 the
likelihood of default was assessed as 0.27%. The loan is also secured on assets.
Guarantees provided by NDPBs and other designated bodies
22.4 Professional and Career Development Loans provided by the Skills Funding Agency
The Professional and Career Development Loans (PCDLs) programme is administered by the
Skills Funding Agency. PCDLs provide loans to students to enable them to complete a course of
study from approved learning providers. High street banks provide the loans to students at a rate
of interest below what might ordinarily be offered to them in such circumstances – currently 9.9%
(2012-13: 9.9%). The Skills Funding Agency is liable for the cost of defaults on these loans and for
the interest costs of the loans while the students are in learning and for up to one month after the
course of study finishes.
Information about the Departmental Group’s exposure to financial instrument risk is included in
Note 12.
23. Other Financial Liabilities

Debt sale
subsidy
£’000
Balance at 1 April 2012 217,590
Increase in year 33,071
Utilisation in year (3,427)
Borrowing costs (unwinding of discounts) 4,787
Value at 31 March 2013 252,021
Decrease in year (6,058)
Utilisation in year (8,043)
Borrowing costs (unwinding of discounts) 5,545
Value at 31 March 2014 243,465
Financial liabilities analysed between current and non-current liabilities:

£’000 £’000 £’000
Payable not later than one year 10,278 9,295 4,809
Payable after more than one year 233,187 242,726 212,781
Total 243,465 252,021 217,590
Other financial liabilities relate to the Core Department. These comprise the student loan debt sale
subsidy, which is measured at amortised cost in accordance with IAS 39.
The student debt sale subsidy is the additional cost to the Core Department arising from the
Government subsidising the purchaser of the debts beyond the cost that the Government would
have incurred had the debts remained in the public sector. This liability arose from loan sales in
1998 and 1999. The subsidy will continue until all the loans are extinguished which is expected to
be no earlier than 2028, which is the 30 year duration of the first debt sale agreement.

The annual debt sale subsidy payments are calculated according to a formula set out in the debt
sale contracts signed in 1998 and 1999. The subsidy consists of two elements. The interest
subsidy element of the payment is calculated as LIBOR plus margin less RPI. Margin is calculated
as a percentage of the portfolio with different rates for each contract. The key risk is therefore
that the gap between LIBOR and RPI increases. The other key element relates to compensation
payable by the Core Department for loan repayments which are deferred or written off, under the
terms of the original loan contracts with borrowers.
24. Contingent Liabilities

24.1 Contingent liabilities disclosed under IAS37
The Departmental Group has the following contingent liabilities:
Basis of Recognition Description

Unquantifiable
Nuclear The Core Department has a range of civil nuclear liabilities arising through its association with the
United Kingdom Atomic Energy Authority and British Nuclear Fuels Limited as well as ensuring
that the Government complies with its obligations under the various international nuclear
agreements and treaties. The amount and timing of this overarching liability is not quantifiable.
International collaborations – STFC collaborates with a number of international partners in the funding, management and
technical facilities operation of technical facilities which it does not own. For each of these facilities STFC may
be obliged to contribute to decommissioning costs arising from a decision to discontinue
operations. The most significant of these potential liabilities is in respect of CERN and the
European Southern Observatory (ESO). The contingent liability is unquantifiable.
National Physical Laboratory NMO has a contingent liability for the disposal of radioactive waste, and decontamination of land
and buildings at the National Physical Laboratory. These costs cannot be reliably estimated.
Outer Space Act 1986 The UKSA has an obligation to third parties if they are accidentally damaged by space
activities. The low probability of this occurring means a cost cannot be reliably estimated.
Quantifiable
Reprocessing and staff commitments STFC is responsible for Institut Laue-Langevin (ILL) staff related commitments and costs
associated with reprocessing fuel elements. The contingent liability is estimated to be
Decommissioning and Dilapidations The Departmental Group has a number of contingent liabilities associated with cost of
decommissioning and restoring sites once they are no longer in use. The estimated combined
value of these liabilities is £15 million (31 March 2013: £10 million).
Further details can be found in accounts of the GIB, TSB and MRC.
Restructuring Costs Where Institutes/Sites that were previously part of BBSRC were transferred to other
organisations, BBSRC agreed to meet certain costs for a limited period. The maximum
payable under these agreements was £3 million and all of the agreements will end by
2016-17 (31 March 2013: £3 million).
Lease payments The Core Department is responsible for paying the rent in respect of a lease in the event that
the current tenant defaults. The cost to the Core Department is estimated to be in the region
of £2 million, which is the estimated total value of the amounts payable until the lease expires
in November 2016. (31 March 2013: £2 million).
24.2 Contingent liabilities arising through financial guarantees, indemnities and letters
of comfort
Quantifiable
The Departmental Group has entered into the following quantifiable contingent liabilities by
offering guarantees or indemnities. None of these is a contingent liability within the meaning of
IAS 37 since the likelihood of a transfer of economic benefit in settlement is too remote. They
therefore fall to be disclosed under the requirements of the Government Financial Reporting
Manual and Managing Public Money. Measurement is carried out following the requirements of
IAS 39, given that the reporting requirements of Managing Public Money, and these liabilities, fall
outside the scope of IAS 37.

Managing Public Money requires that the full potential costs of such contracts be reported to
Parliament. These costs are reproduced in the table below.
Amount
Reported to
Liabilities Parliament by
Increase in crystallised in Obligations Departmental
1 April 2013 year year expired in year 31 March 2014 minute
£’000 £’000 £’000 £’000 £’000 £’000
Statutory Guarantees:
Home Shipbuilding Credit 2,184 - - 853 1,331 -
Guarantee Scheme
Other:
Callable capital subscription for the 1,960 - - - 1,960 -
Common Fund for Commodities
Paid in capital subscription for the 2,240 - - - 2,240 -
Common Fund for Commodities
Warranties have been granted by - 12,900 - - 12,900 -
the Department and the SLC to the
purchaser of the mortgage style
HE loans sold in 2013-14. These
warranties relate to the accuracy
of information and are limited to
10% of the purchase price of
£129 million between now and
31 May 2015. The maximum level
of liability is £12.9 million.
Total 6,384 12,900 - 853 18,431 -
Notes:
• Obligations expired in year relate to cases closed and/or completed contracts.
• Where the balances outstanding at 31 March 2014 are different to the amounts included in the
Departmental minute, this is because the contingent liabilities have gone through a process of
re-assessment, or have crystallised since the minute was laid.
Unquantifiable
The Departmental Group has also entered into the following unquantifiable contingent liabilities
by offering guarantees, indemnities or by giving letters of comfort. None of these is a contingent
liability within the meaning of IAS 37 since the possibility of a transfer of economic benefit in
settlement is too remote.
Statutory Guarantees
• A guarantee has been given to the Financial Reporting Council that if the amount held in the
Legal Costs Fund falls below £1 million in any year, an additional grant will be made to cover
legal costs subsequently incurred in that year.
• Any liabilities imposed by section 9, British Aerospace Act 1980.
Statutory Indemnities
• Indemnities given to UK Atomic Energy Authority by the Secretary of State to cover indemnities
given to carriers against certain claims for damage caused by nuclear matter in the course
of carriage.
• Indemnities equivalent to those given to civil servants under the Civil Service Management
Code have been given to persons appointed to the Board of the Office of Fair Trading, including
the Chairman.
• Indemnities given to Bankers of the Insolvency Service against certain liabilities arising in
respect of non-transferable “account payee” cheques due to insolvent estates and paid into
the Insolvency Service’s account.(i)

• The Police Information Technology Organisation (Home Office) provides BIS with access to data
from the Police National Computer (PNC). BIS has indemnified the police against any liabilities
which they might incur as a result of providing that access.
Other
• Incidents/Accidents Insurance claims for exposure to ionising radiation pursued outside the
existing UK Atomic Energy Authority insurance scheme.
• A contingent liability in respect of risk associated with the Core Department assuming responsibility
for uplifts in pension contributions for the UK Atomic Energy Authority’s non-actives.
• There is a possibility that other liabilities exist in relation to nationalised and former nationalised
industries that if they crystallised may fall to the Core Department.
• European Patent Office (EPO): the UK as one of the contracting states has a potential liability
under Article 40 of the European Patent Convention of 1973.
• World Intellectual Property Organisation: the UK, as a contracting state to the Patent Co-operation
Treaty of 1970, has a potential liability under Article 57 of the Treaty.
• The Cabinet Secretary has provided a Government wide indemnity to Public Appointments
Assessors (PAAs). This will ensure that PAAs will not have to meet any personal civil liability
incurred in the execution of their PAA functions.
• Indemnities have been given to the Directors appointed by the Department to Enrichment
Holdings Limited, Enrichment Investments Limited and Urenco Limited. These indemnities are
against personal liability following any legal action against the Company.
• Indemnities have been granted to Royal Mail (the Company), its directors and the underwriters
of the initial public offering (IPO) for liability incurred in the processes undertaken in effecting
the IPO. A number of exceptions apply that reduce the scope of the indemnities. None of the
indemnities are quantifiable.
• An indemnity has been given by BBSRC to the Roslin Institute for any costs that arise as a
result of past actions of the institute prior to its transfer to the University of Edinburgh in 2008.
A further indemnity has been given to any fall in grant income of the Institute as a result of the
transfer. The maximum settlement BBSRC will fund reduces each year and is limited to claims
made up to May 2023.(ii)
These liabilities are unquantifiable due to the nature of the liability and the uncertainties
surrounding them.
Note: (i) – These contingent liabilities relate to Agencies.
(ii) – These contingent liabilities relate to NDPBs and other designated bodies.
All other liabilities relate to the Core Department.

25. Losses and special payments
The purpose of this note is to report on losses and special payments of particular interest to
Parliament in accordance with Managing Public Money.
25.1 Losses Statement

Loss values
2013-14 2012-13
£’000 £’000
Core Core
Cash losses 464 464 3,132 287 287 6,633
Claims abandoned 320,282 320,788 321,101 406,311 406,876 408,820
Administrative write-offs 2,937 3,337 3,337 273 4,055 4,057
Constructive losses 137,325 137,325 138,661 28,322 28,322 28,525
Fruitless payments - 1,426 1,603 35 211 1,871
Store losses - - 431 - - 73
Write off of investment in subsidiary - - - 3,882 3,882 3,882
Other 801 801 801 - - -
Total 461,809 464,141 469,066 439,110 443,633 453,861
Number of cases
2013-14 2012-13
£’000 £’000
Core Core
Cash losses 638 638 669 203 203 227
Claims abandoned 10,907 11,000 11,061 13,397 13,550 13,588
Administrative write-offs 714 715 715 523 526 535
Constructive losses 6 6 23 6 6 18
Fruitless payments - 143 234 22 78 136
Store losses - - 30 - - 21
Write off of investment in subsidiary - - - 1 1 1
Other 7,000 7,000 7,000 - - -
Total 19,265 19,502 19,732 14,152 14,364 14,526
Details of cases over £300,000

Cash losses
Included in cash losses for 2013-14 are 28 cases with a value of £2,607,067 (2012-13: 23 cases
with a value of £6,191,228) paid to organisations by the Skills Funding Agency where recovery
was not possible because the organisations have gone into liquidation. Of this total, individual
losses in excess of £300,000 were recorded for the following organisations:
• Elmfield Training (£720,277)
• First for Skills (£469,480)
• Success Training (Scotland) Limited (£301,866)
• Training for Travel (£402,608)

Claims abandoned
Core Department
HMRC pay to BIS the amounts of student loan repayments collected from borrowers by
employers through the tax system. During the reporting period £406,336 was written off in respect
of student loan repayments which have been collected by the employer from the borrower but
were uncollectable from employers by HMRC, normally because of employer insolvency. The
amount written off in 2012-13 was £310,378.
Redundancy Payment Service (RPS) Receivable Impairment: Most of the redundancy payments
made from the National Insurance Fund (NIF) are in respect of employees of insolvent companies.
Repayment of debt is recovered from the sale of the assets of the insolvent company. A small
part of the debt is preferential but most ranks with ordinary creditors. Therefore most of the debt
is irrecoverable. HMRC record the impairment of the RPS receivable in NIF accounts. The RPS
receivable impairment for 2013-14 is £319 million (2012-13: £406 million).
Administrative losses
Core Department
The Core Department inherited North West Business Link Limited whilst it was in liquidation at
31 March 2012. At that time, the return on investment was estimated to be £4,626,098. However,
the final liquidation proceeds amounted to £4,218,229 leading to a write-off of £407,869. The
company was formally dissolved on 23 January 2014.
Loans for Further Education students were issued for the first time in August 2013 in accordance
with the Further Education Loans Regulations 2012. Advanced or Higher Apprenticeship
frameworks were listed as designated courses, but in response to a very low take up of these
loans the courses were removed from the designated list with effect from 7 March 2014. 664
Apprenticeship loans were taken up during this period and borrowers were advised that they were
no longer required to repay their outstanding loan and the balance outstanding of £458,394 was
written off.
The scrappage incentive scheme was launched in the 2009 Budget. Scrapping of an old car
(registered on or before 31 July 1999) would allow for a £2,000 cash incentive – the money burden
is shared with £1,000 funded by the Government and £1,000 funded by the automobile industry.
The program was limited to £400 million allowing for about 400,000 customers to benefit. At
the end of the scheme, BIS undertook a final audit exercise. Following further analysis, BIS has
calculated the expected value of any write-off to be £1,997,125.
Constructive losses
Core Department
An early repayment premium of £107,945,120 was paid to the National Loans Fund (NLF) in 2013-14.
The sale of shares in Royal Mail necessitated a repayment of an outstanding long-term NLF loan
provided to Royal Mail (on-lent by BIS) before its original term had ended, which meant the NLF
would not receive the full amount of interest it was expecting had the loan run to maturity. The
NLF is not legally allowed to make a loss; it was therefore required to charge a premium to BIS to
reflect the fact that it was locked into an external borrowing at a higher rate at the time this loan
was originally issued in 2001.
The Core Department holds onerous leases for properties on the Department’s estate, for which
we have provided £151 million, as disclosed in Note 20. The payments made during the course of
2013-14 in respect of these leases amounted to £28,143,618 (2012-13: £28,321,682).
During the year the Department and UK Shared Business Services Limited began work on the
implementation of a new IT infrastructure – the Flite programme. Following a change in strategic
direction, the initial work undertaken on the programme was reapplied where possible. £1,235,664
of costs incurred could not be recycled, and have been treated as sunk costs by the Department.
The Skills Funding Agency incurred constructive losses of £1,318,620 in 2013-14 relating to
impairment costs for a capital project that was discontinued.

Stores losses
The Medical Research Council incurred stores losses totalling £339,908 in 2013-14 relating to
expiry of stock held within institutes based in Africa.
Other losses
Core Department
SLC’s practice of consolidating loans for mortgage-style loan borrowers was not compliant with
the Consumer Credit legislation since its introduction in 2008. Interest has been wrongly added to
borrowers and for those customers who paid off their loans, or had them cancelled under the loan
terms, prior to the sale of the mortgage-style loan book, refunds have been arranged. The SLC is
making contact with these 7,000 customers at a cost of £0.8m. This issue will not repeat itself as
Income Contingent Loans do not fall under the 2008 Consumer Credit Legislation.
25.2 Special Payments

Special payments include extra-contractual, ex gratia and compensation payments.
2013-14 2012-13
£’000 £’000
Core Core
Total amount 9 9 254 37 52 3,996
Total number of cases 1 1 998 1 4 662
25.3 Student Loans remitted (written off) in year

Loans totalling £22,026,759 were written off in 2013-14.
2013-14 2012-13
£’000 £’000
Because of death 10,124 11,210
Because of age 6,889 12,560
Because of disability 1,509 601
Because of bankruptcy 992 215
On completion of Individual Voluntary Arrangement (IVA) 1,952 813
Other 561 2,103
Total 22,027 27,502
26. Related-party transactions

The Core Department is the parent of the bodies listed in Note 30 and during the reporting period
made payments to these bodies. The Core Department is also the sponsor of Companies House,
UKIPO, Ordnance Survey and the Met Office (Trading Funds), and Royal Mail Holdings plc, BNFL
and EHL.
The Core Department has also had various material transactions with other Government
departments and Government bodies. The most significant of these transactions have been with
the Department for Communities and Local Government, the Department of Energy and Climate
Change, the Department for Education, HM Revenue and Customs; the National Loans Fund, the
Cabinet Office and HM Treasury‘s Consolidated Fund.
Professor Dame Julia King DBE, a Non Executive Director on the BIS Management Board until
23 July 2013, is the Vice Chancellor of Aston University, which receives funding from various
members of the Departmental Group including HEFCE and the Research Councils. Aston University
received £22,466,443 in funding during the year and was owed £34,794 at the 31 March 2014.
The Core Department did not have any material transactions with Aston University.

Dame Julia King DBE is also a Non Executive Director of the Green investment Bank (GIB) and
received remuneration of £25,000 in 2013-14 (31 March 2013: £10,417).
Dame Julia King DBE is also a Director of The National Centre for Universities & Business. The
National Centre for Universities and Business received £200,000 from the Technology Strategy
Board (TSB) in 2013-14.
Andrew Witty, a Non Executive Director on the BIS Management Board until 31 December 2013,
is the CEO of GlaxoSmithKline plc (GSK), which receives funding from the Department through
the Medical Research Council (MRC) and the TSB. GSK received £640,800 from MRC in 2013-14
and was owed £24,968 at 2013-14. GSK also provided £63,000 funding to Diamond Light Source
in 2013 and owed £12,600 at 2013-14.
None of the Core Department’s Ministers or other Management Board members has undertaken
any material transactions with the Departmental Group during the year.
Disclosures with respect to NDPBs and other designated bodies
The following BBSRC council members held positions on the governing bodies of sponsored
research institutes:
Dr David Lawrence Rothamsted Research
Mr David Gregory Institute for Food Research
The Institute for Food Research (IFR) received £18 million in grant funding from BBSRC during the
reporting period (2012-13: £13 million) and Rothamsted Research received £33 million (2012-13:
£27 million). BBSRC operates a policy where interested parties are precluded from voting on grant
funding to organisations in which they have an interest. BBSRC also reported balances as follows:
IFR £0.1 million receivable, £0.5 million payable (2012-13: £0.2 million payable); Rothamsted Research
£0.2 million receivable, £1.4 million payable (2012-13: £0.1 million receivable, £4.8 million payable).
In the course of allocating funding during the year, HEFCE and the seven research councils entered
into material transactions with various Higher Education Institutions. Where these bodies have board
members who are also members of university councils, each body operates a policy that precludes
interested parties from voting on the funding to the university in which they have an interest.
Further details of the transactions can be found in the statutory accounts of the individual bodies.
NDPBs and other designated bodies also had various material transactions with other Government
departments. The most significant of these transactions have been with the Department for Work
and Pensions, the Cabinet Office, HM Revenue and Customs, the Department for Culture, Media
and Sport, the Ministry of Defence, the Department of Health, the Department for Environment,
Food and Rural Affairs and the Devolved Administrations.
27. Events after the Reporting Period

On 30 June 2014 investment funds with a value of £327.2 million were transferred from
Infrastructure Finance Unit Limited (IFUL) to British Business Investments Limited (BBIL), a newly-
formed partner organisation of BIS. A loan arrangement between HM Treasury and IFUL has also
been novated such that the arrangement now exists between BIS and BBIL, and the value of this
loan is £320.4 million. The purpose of the investment funds is to provide finance for small and
medium sized businesses, and is consistent with the activities of the Department and in time, the
British Business Bank.
There are no other events after the reporting period requiring disclosure under IAS 10.
27.1 Date Accounts authorised for issue

The Accounting Officer of the Department has authorised these Accounts to be issued on the
same day as they were certified.

28. Third-party assets
The following are balances on accounts held in BIS’s name at banks but which are not BIS
monies. They are held or controlled for the benefit of third parties and are not included in
BIS’s Accounts.

Core Core
£’000 £’000 £’000 £’000 £’000 £’000
Monetary assets such as bank balances 5,479 5,479 15,293 4,935 4,935 13,630
and monies on deposit
Total 5,479 5,479 15,293 4,935 4,935 13,630
The prior year bank balance has been restated to reflect the classification of Postal Services
Holding Company Limited to central Government.
29. Restatement of Statement of Financial Position and

Statement of Comprehensive Net Expenditure as a result of
Machinery of Government (MoG) changes, changes to the
Designation Order and other restatements
Machinery of Government (MoG) changes
BIS had several small MoG changes affecting its Estimate and Accounts for the year ended
31 March 2014, where functions or responsibilities have been merged or transferred within
Government. A function is an identifiable business operation with an integrated set of activities,
staff and recognised assets and liabilities, and changes are accounted for using merger accounting
in accordance with the FReM. Only the transfer of the management of the Royal Mail Statutory
Pension Scheme (RMSPS) to the Cabinet Office with effect from 1 April 2013 has impacted the
accounts. To reflect this change in 2012-13, Net Expenditure was reduced by £6.2 million.
The other changes impacting the Estimates related to the transfer of consumer credit activity
to HMT; the transfer of Employment Agency Standards Inspectorate to functions in labour
markets to HMRC and the transfer of EU Education and Youth programmes (Erasmus) from the
Department for Education. The accounts have not been restated to reflect the impact of these
changes in the prior year due to the small amounts involved.
Changes in the Designation Order
The following bodies were added to the Designation Order in 2013-14 with a retrospective
reclassification:
• UK GIB Rhyl Flats Investment Limited
The Green Investment Bank formed UK GIB Rhyl Flats Investment Limited to hold its investment
in Rhyl Flats Wind Farm project in March 2013.
• Enrichment Holdings Limited
ONS classified Enrichment Holdings Limited and its subsidiary, Enrichment Investments Limited,
as central Government bodies retrospectively. The prior year figures have therefore been
restated to reflect this.
• Postal Services Holdings Company Limited
ONS classified Postal Services Holding Company Limited to central Government retrospectively.
The prior year figures have therefore been restated to reflect this.

Prior Period Adjustments
There was one change in accounting policy in the reporting period and in accordance with IAS 8
the change has been treated as a Prior Period Adjustment (PPA). Following the implementation of
changes to IAS 19, the interest on pension liabilities and the expected return on pension scheme
assets were combined to create a new net interest line in the accounts. The impact on 2012-13
was to reduce expenditure and income by £60 million. The impact on Taxpayers’ equity is nil.
In accordance with IAS 8 the historical investments have been represented with effect from the
earliest opening period, which is 1 April 2012.
Impact of restatements on opening balances
Nature of restatement
Balance at 31
March 2013 per Machinery of Restated
2012-13 signed Government Accounting Changes in the balance at
accounts change policy change boundary 31 March 2013
£’000 £’000 £’000 £’000 £’000
Consolidated Statement of Comprehensive
Net Expenditure
Net operating costs 19,227,462 (6,200) - (219,268) 19,001,994
Net expenditure for the period 1,598,582 (6,200) - (219,268) 1,373,114
Other comprehensive net income and (1,103,840) - - 219,807 (884,033)
expenditure
Total comprehensive expenditure 494,742 (6,200) - 539 489,081
Consolidated Statement of Financial Position

Non-current assets 42,457,100 - - (1,255,692) 41,201,408
Current assets 5,533,583 - - 1,255,913 6,789,496
Current liabilities (2,427,216) - - (49) (2,427,265)
Non-Current liabilities (2,066,435) - - - (2,066,435)
Total equity 43,497,032 - - 172 43,497,204
Statement of Parliamentary Supply

Resource DEL 19,230,449 (6,200) - (219,268) 19,004,981
Capital DEL 1,240,349 - - (978,425) 261,924
Resource AME (356,320) - - - (356,320)
Capital AME 6,128,724 - - - 6,128,724
Resource non-budget 3,635 - - - 3,635
Net outturn for the year 26,246,837 (6,200) - (1,197,693) 25,042,944

30. List of bodies within the Departmental Group
The table below shows BIS Partner Organisations that are included in the Government Resources
and Accounts Act 2000 (Estimates and Accounts) Order 2013, known as the Designation Order.
The individual Annual Report and Accounts for each of these bodies can be found on their own
websites or via the Inside Government website (https://www.gov.uk/government/organisations/
department-for-business-innovation-skills).
The bodies whose accounts have been consolidated within the Departmental Group accounts
are shown in section (a) of the table. Bodies within the Departmental Group but not consolidated,
such as where net assets are not considered material to the Departmental Group accounts, are
indicated separately in section (b) of this table.
A list of all BIS Partner Organisations as at 31 March 2014, including those that are not in the
Designation Order and are therefore outside the Departmental Group accounts boundary, and
excluding those which ceased to operate during 2013-14, is provided at page 11.
As a result of changes made in the 2013-14 Designation Order, some bodies are no longer
included in the Departmental Group accounts boundary. Further details of these changes are
contained in note 1.26.3. Where boundary changes have an impact on previously reported
financial results, these are listed in Note 29.
Website
Partner organisation (further information about linked bodies or those closed
(linked bodies are indicated in italics below their parent body) Status during 2013-14 is also included)
(a) Bodies consolidated in Departmental Group accounts for 2013-14
Executive Agencies
Insolvency Service Executive Agency bis.gov.uk/insolvency
National Measurement Office Executive Agency bis.gov.uk/nmo
UK Space Agency Executive Agency bis.gov.uk/ukspaceagency
Crown Executive Non Departmental Public Bodies (NDPBs)
Advisory Conciliation and Arbitration Service (Acas) Crown Executive NDPB acas.org.uk
Central Arbitration Committee Linked but independent Consolidated by Acas
institution of Acas
Certification Officer Linked but independent Consolidated by Acas
institution of Acas
Skills Funding Agency (operating name of the Crown Executive NDPB skillsfundingagency.bis.gov.uk
Chief Executive of Skills Funding)
Arts and Humanities Research Council Executive NDPB ahrc.ac.uk
Biotechnology and Biological Sciences Research Executive NDPB bbsrc.ac.uk
Council
BIS (Postal Services Act 2011) Company Limited Limited Company owned Website not yet available
by BIS
BIS (Postal Services Act 2011) B Company Limited Limited Company Consolidated by BIS (Postal Services Act 2011)
Company Limited
Capital for Enterprise Limited (CfEL) Executive NDPB and capitalforenterprise.gov.uk
Limited Company
Capital for Enterprise Fund Managers Limited Limited Company Consolidated by CfEL
Capital for Enterprise (GP) Limited Limited Company Consolidated by CfEL
Competition Appeal Tribunal Tribunal NDPB catribunal.org.uk Consolidated by the
Competition Service
Competition Commission Executive NDPB competition-commission.org.uk
Competition Service Executive NDPB catribunal.org.uk/244/Competition-Service.html
Construction Industry Training Board (CITB) Executive NDPB and cskills.org
Charity
Consumer Futures (operating name of the National Executive NDPB consumerfutures.org.uk
Consumer Council)
Diamond Light Source Limited Limited Company diamond.ac.uk
Economic and Social Research Council Executive NDPB esrc.ac.uk
Engineering and Physical Sciences Research Council Executive NDPB epsrc.ac.uk

Website
Engineering Construction Industry Training Board Executive NDPB and ecitb.org.uk
Charity
Enrichment Holdings Limited Limited Company owned This is a vehicle for the Government’s investment
by BIS in Urenco Limited.
Enrichment Investments Limited Limited Company Consolidated by Enrichment Holdings Limited
Financial Reporting Council Limited Limited Company frc.org.uk
Accountancy and Actuarial Discipline Board Limited Limited Company Consolidated by Financial Reporting Council Ltd.
This body was dissolved on 30 June 2013. Will
not be in BIS 2014-15 Designation Order.
Harwell Science and Innovation Campus Public Sector Limited Partnership Joint venture owned by STFC and UK Atomic
Limited Partnership Energy Authority
Higher Education Funding Council for England (HEFCE) Executive NDPB hefce.ac.uk
Learning and Skills Improvement Service Charity Website is no longer operational.
This body’s operations are expected to cease
during 2014.
Medical Research Council Executive NDPB mrc.ac.uk
Natural Environment Research Council Executive NDPB nerc.ac.uk
The NESTA Trust Charitable Trust nesta.org.uk/faqs/what_is_the_nesta_trust
The NESTA Trust was formed following the
abolition of the National Endowment for Science
Technology and the Arts (NESTA), the other
part, NESTA Operating Company, is in the
charity sector.
Office for Fair Access (operating name of Director of Executive NDPB offa.org.uk
Fair Access to Higher Education)
The Pirbright Institute (formerly known as the Institute Company Limited by pirbright.co.uk
for Animal Health) Guarantee
Avrico Limited Limited Company Consolidated by the Pirbright Institute
Postal Services Holding Company plc Public Limited Company This is a vehicle for the Government’s investment
owned by BIS in Royal Mail Plc and Post Office Limited.
Science and Technology Facilities Council (STFC) Executive NDPB stfc.ac.uk
STFC Innovations Limited Limited Company Consolidated by STFC
Student Loans Company Limited Executive NDPB and slc.co.uk
Limited Company
Technology Strategy Board Executive NDPB innovateuk.org
UK Green Investment Bank plc Public Limited Company greeninvestmentbank.com
owned by BIS
Aviva Investors Realm Energy Centres L.P. Limited Partnership Consolidated by UK Green Investment Bank plc
UK Energy Efficiency Investments 1 L.P. Limited Partnership Consolidated by UK Green Investment Bank plc
Energy Saving Investments L.P. Limited Partnership Consolidated by UK Green Investment Bank plc
UK GIB 1 Limited Limited Company Consolidated by UK Green Investment Bank plc
UK GIB Financial Services Limited Limited Company Consolidated by UK Green Investment Bank plc
UK GIB Rhyl Flats Investment Limited Limited Company Consolidated by UK Green Investment Bank plc
UK Green Sustainable Waste and Energy Limited Partnership Consolidated by UK Green Investment Bank plc
Investments L.P.
UK Waste Resources and Energy Investments L.P. Limited Partnership Consolidated by UK Green Investment Bank plc
UK Shared Business Services Limited Limited Company uksbs.co.uk
RCUK Shared Services Centre Limited Limited Company Consolidated by UK Shared Business Services
Limited
United Kingdom Atomic Energy Authority Executive NDPB uk-atomic-energy.org.uk (corporate) and ccfe.
ac.uk (fusion research)
AEA Insurance Limited Limited Company Consolidated by UK Atomic Energy Authority
United Kingdom Commission for Employment and Skills Executive NDPB ukces.org.uk

Website
(b) Bodies not consolidated in Departmental Group accounts for 2013-14
British Business Bank plc Public Limited Company british-business-bank.co.uk
owned by BIS
Turnover and net assets are not material to
Departmental Group accounts.
British Hallmarking Council Executive NDPB bis.gov.uk/britishhallmarkingcouncil
Copyright Tribunal Tribunal NDPB ipo.gov.uk/ctribunal.htm
No accounts produced as costs are included
in the Core Department’s expenditure. It is
funded by BIS and operated by UK Intellectual
Property Office.
Council for Science and Technology Advisory NDPB bis.gov.uk/cst
No accounts produced as costs are included in
the Core Department’s expenditure.
Film Industry Training Board for England and Wales Executive NDPB and No website available. Established by statute but
Charity has not begun operations yet.
Groceries Code Adjudicator Office Holder and gov.uk/government/organisations/groceries-
Corporation Sole code-adjudicator
Industrial Development Advisory Board Advisory NDPB bis.gov.uk/policies/economic-development/
industrial-development-advisory-board No
accounts produced. Funded by BIS and
operated by the Insolvency Service. Costs are
included as part of the Core Department.
Insolvency Practitioners Tribunal Tribunal NDPB No accounts produced as costs are included in
the Core Department’s expenditure. It is funded
by BIS and operated by the Insolvency Service.
Low Pay Commission Advisory NDPB lowpay.gov.uk No accounts produced as
costs are included in the Core Department’s
expenditure.
NW VCLF HF LLP Limited Liability Recorded as investment in Core Department
Partnership accounts. Turnover and net assets are not
material to Departmental Group accounts.
Office of Manpower Economics Advisory NDPB ome.uk.com No accounts produced as costs are
included in the Core Department’s expenditure.
Regulatory Policy Committee Advisory NDPB regulatorypolicycommittee.independent.gov.uk/
No accounts produced as costs are included in
the Core Department’s expenditure.
Wave Hub Limited Limited Company wave.hub.co.uk Turnover and net assets are not
material to Departmental Group accounts.

Annex A:
Glossary of financial terms and financial management process
Budgets
Total Managed Expenditure (TME) represents the total funds available to the Department.
TME
Total Managed Expenditure
£27.0bn
AME DEL
Annually Managed Expenditure Departmental Expenditure Limit
£4.3bn £22.7bn
Resource AME Capital AME Resource DEL Capital DEL

(£0.4bn) £4.7bn £20.6bn £2.1bn
Admin Programme
£0.7bn £19.9bn
Departmental Expenditure Limit (DEL)

DEL budgets are firm, planned budgets set for multi-year periods in Spending Reviews. They are
linked to the Department’s objectives and their limits may not be exceeded. The majority of BIS
spending falls within DEL.
The DEL budget can be split into Resource DEL and Capital DEL.
Capital DEL is for spending on assets and investment. By having a separate total for Capital DEL,
funding for capital investment is both protected and controlled.
Resource DEL is spent on either:
• Programme: Largely the delivery of the Department’s frontline objectives, including funding for
many partner organisations
• Administration: Running costs of the Department and its partner organisations, including back
office staff, accommodation and ICT.
Annually Managed Expenditure (AME)

AME budgets are volatile or demand-led in a way that the Department cannot control. Examples
of AME budgets for BIS are:
• Student Loans (cash paid out and repayments received)
• Post Office working capital loan
• Redundancy payments service
• Paternity and adoption pay
Annexes

Consolidated Fund Extra Receipts (CFERs)
CFERs are receipts not authorised to be retained by the Department and which are paid over to
the Consolidated Fund.
Estimates
Supply Estimates are the means by which Parliament gives approval to (and grants resources
for) Departmental Spending Plans. The amount approved by Parliament is often termed the Vote.
The resources granted in the Vote are specifically for the set of Departmental operations covered
under the ambits. The Vote also includes the Net Cash Requirement. The Net Cash Requirement
relates to spending within the Estimate as a whole, and is not ring-fenced between any of the
other voted limits.
Budgets may be amended via the annual Supplementary Estimate. This allows the Department
to make various changes, including: taking account of new internal allocations, for example due
to Machinery of Government changes; increasing or decreasing the net cash requirement; and
Reserve claims to increase funding.
Note that BIS has a separate Estimate for the effective management of the United Kingdom
Atomic Energy Authority pension schemes and the Royal Mail Statutory Pension Scheme. This is
separate from the consolidated accounts contained in this volume. Copies of the United Kingdom
Atomic Energy Authority Pension accounts and the Royal Mail Statutory Pension Scheme
accounts are available at http://www.official-documents.gov.uk
Financial Management
BIS is responsible for all of the resources allocated to the Departmental Group. The Department
has put in place a strong budgetary control process to effectively discharge this responsibility.
The Department allocates annual budgets in March of each year and monitors them on a monthly
basis. Forecasts of expenditure are reviewed monthly and updated where appropriate.
More in-depth reviews of forecasts are carried out quarterly with particular emphasis on mid
year and end December reviews (as these are used by HM Treasury as a basis for total spend
across Government for the year and to identify changes to be made through the Supplementary
Estimate). In 2013-14, a formal mid year review process was carried out to confirm or adjust in-
year budgets to align with revised forecasts, and to assess risks and opportunities in the future
years of the Spending Review.
The Finance Director delivered monthly finance reports to the Performance, Finance and Risk
Committee following the 2013-14 mid-year review exercise. These reports gave the strategic
context for managing expenditure over the remainder of the year and provided assurance that
forecast expenditure would remain within budget.

Annex B:
Expenditure Tables
These Tables present actual expenditure by the Department for the years 2009-10 to 2013-14
and planned expenditure for the years 2014-15 to 2015-16. The data relates to the Department’s
expenditure on an Estimate and budgeting basis. From 2012-13 there is alignment between
Estimates and budgets, and the administration costs of Partner Organisations are shown as such
rather than as programme.
The format of the Tables is determined by HM Treasury, and the disclosure in Tables 1 to 3 follow
that of the Supply Estimate Functions.
The data in the Tables has been restated to take account of Machinery of Government changes
over the period.
Table 1 Total Departmental Spending – summarises expenditure on functions now administered
by the Department, covering the period from 2009-10 to 2013-14. Consumption of resources
includes programme and administration costs. Total Departmental expenditure is analysed by
Departmental Supply Estimates, and any unallocated provision.
Table 2 Resource Budget – is complementary to Table 1 and shows 2013-14 figures against the
original and final budgetary control limits.
Table 3 Total Capital Employed – shows capital employed by the Department in Statement of
Financial Position format as disclosed in the Department’s Accounts. It also shows as a separate
line the net capital employed by its Partner Organisations to give a total figure for capital
employed by the Departmental Group.
Table 4 Administration Costs – provides a more detailed analysis of the administration costs of the
Department. It retains the high level functional analysis used in Table 1. One of the classification
changes resulting from the SR2010 Settlement was the movement of the administration costs
of Partner Organisations from programme funding into administration. Table 4 shows assumed
figures for past years other than 2011-12 and 2012-13.
Table 5 Staff Numbers – shows staff numbers employed by the main Department and its Agencies
and UKTI.
Tables 6, 7, and 8 Country and Regional Analysis Tables – show analyses of the Department’s
spending by country and region, and by function. The data presented in these tables are
consistent with the country and regional analyses (CRA) published by HM Treasury in Chapter 9 of
Public Expenditure Statistical Analyses (PESA) 2013. The figures were taken from the HM Treasury
in November 2013 as part of the National Statistics release. Therefore the tables may not show
the latest position and are not consistent with other tables in the Departmental Report. Please
note that totals may not sum due to rounding.
The analyses are set within the overall framework of Total Expenditure on Services (TES). TES
broadly represents the current and capital expenditure of the public sector, with some differences
from the national accounts measure Total Managed Expenditure. The tables show the central
Government and public corporation elements of TES. They include current and capital spending
by the Department, its executive agencies and its NDPBs, and public corporations’ capital
expenditure, but do not include capital finance to public corporations. They do not include
payments to local authorities or local authorities’ own expenditure.
TES is a cash equivalent measure of public spending. The tables do not include depreciation, cost
of capital charges, or movements in provisions that are in Departmental budgets. They do include
pay, procurement, capital expenditure, and grants and subsidies to individuals and private sector
enterprises. Further information on TES can be found in Annex E of PESA 2013.
Annexes

The data are based on a subset of spending – identifiable expenditure on services – which is
capable of being analysed as being for the benefit of individual countries and regions. Expenditure
that is incurred for the benefit of the UK as a whole is excluded.
Across government, most expenditure is not planned or allocated on a regional basis. Social
security payments, for example, are paid to eligible individuals irrespective of where they live.
Expenditure on other programmes is allocated by looking at how all the projects across the
Department’s area of responsibility, usually England, compare. So the analyses show the regional
outcome of spending decisions that on the whole have not been made primarily on a regional
basis.
The functional analyses of spending in Table 8 are based on the United Nations Classification of
the Functions of Government (COFOG), the international standard. The presentations of spending
by function are consistent with those used in tables A and B of the CRA November 2013 release.
These are not the same as the strategic priorities shown elsewhere in the report.
Table 6 Expenditure by Country and Region – shows identifiable expenditure on services, i.e.
expenditure which can be shown as being for the benefit of specific countries and regions. It also
includes, for completeness, a line for non identifiable expenditure i.e. that which is deemed to be
on behalf of the United Kingdom as a whole.
Table 7 Expenditure per Head by Country and Region – analyses the identifiable expenditure
underlying Table 6, per head of population.
Table 8 Expenditure by Function/Programme by Country and Region – shows the outturns in Table
6 analysed into functional categories. These categories are the standard COFOG categories.

Table 1 – Department for Business Innovation and Skills
Total departmental spending, 2009-10 to 2015-16
£’000
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Outturn Outturn Outturn Outturn Outturn Plans Plans
Resource DEL
Science and Research 130,557 144,538 297,666 468,055 433,988 565,595 585,615
Innovation, Enterprise and Business 33,599 (187,186) 137,007 213,509 311,577 401,242 1,118,030
Market Frameworks 111,200 94,815 120,028 108,753 122,618 97,061 93,365
Higher Education 2,251,300 5,663,480 5,220,117 5,130,779 7,224,310 5,116,107 6,204,426

Further Education (6,717,968) (406,072) (647,879) (631,748) (617,933) (476,934) (407,364)
Capability 350,899 327,019 319,346 312,471 306,168 263,882 306,694
Government as Shareholder 151,333 166,947 169,509 346,335 350,245 341,433 253,032
Science and Research (NDPB) net 4,495,987 4,701,130 4,562,207 4,604,803 4,581,889 4,620,579 4,610,923
Innovation, Enterprise and Business (NDPB) net 1,182,390 1,022,336 670,894 377,168 438,734 330,060 507,133
Market Frameworks (NDPB) net 71,487 65,291 60,047 62,905 85,599 54,221 61,497
Higher Education (NDPB) net 5,188,422 5,238,170 4,895,021 3,979,002 3,193,488 2,088,177 1,965,630
Further Education (NDPB) net 11,078,149 4,440,540 4,188,952 4,127,044 4,033,540 3,836,916 2,740,035
Capability (NDPB) Net - - - - 68,597 - -
Government as Shareholder (NDPB) net - - - 96,715 69,182 34,216 32,916
Total Resource DEL 18,327,355 21,271,008 19,992,915 19,195,791 20,602,002 17,272,555 18,071,932
Of which:
Staff costs 1,231,760 1,002,708 1,046,398 1,047,147 1,077,248 829,975 825,791
Purchase of goods and services 1,488,508 1,292,141 1,261,322 1,079,373 1,297,580 1,518,662 2,326,486
Income from sales of goods and services (941,505) (732,891) (272,835) (276,676) (145,838) (330,100) (313,451)
Current grants to local government (net) 2,463,921 254,218 97,520 394 376,479 - -
Current grants to persons and non-profit bodies (net) 20,672,106 16,478,686 15,188,412 14,033,212 12,990,329 12,387,746 11,255,553
Current grants abroad (net) (12,499) (2,079) 2,134 175,295 145,049 194,854 168,689
Subsidies to private sector companies 406,066 (12,720) 1,415 3,627 8,043 93,807 108,050
Subsidies to public corporations 156,891 247,117 180,000 350,000 349,798 330,000 260,000
Net public service pensions 2 - - 25 19,776 27,780 - -
217
Annexes
£’000
218
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Rentals (18,120) (10,888) 12,036 33,563 (50,748) 2,508 3,793
1
Depreciation 1,031,002 4,260,246 3,784,936 3,751,930 5,740,260 3,464,957 4,741,000
Take up of provisions - - (1,011) (2,577) (25) - -
Change in pension scheme liabilities - - - 204 241 - -
Other resource (8,150,775) (1,505,530) (1,307,437) (1,019,477) (1,214,194) (1,219,854) (1,303,979)
Resource AME
Science and Research 46,984 45,750 49,928 82,127 33,808 35,500 75,206
Innovation, Enterprise and Business (80,055) 9,018 (76,502) (35,656) (160,784) (112,805) (42,900)
Higher Education 432,252 (1,294,604) (1,842,686) (904,330) (534,597) (1,415,307) (3,469,207)
Further Education (28) (28) (888) (18) (702) (22) (27)
Capability (13,401) 27,703 8,015 (9,347) (34,767) (24,814) (29,410)
Government as Shareholder (57,081) (19,937) (25,402) 52,349 (84) - (6,000)
Science and Research (NDPB) net 2,179 19,209 (10,769) 43,575 (24,687) 3,083 (3,152)
Innovation, Enterprise and Business (NDPB) net 135,051 193,230 38,935 - 2,479 16,870 -
Market Frameworks (NDPB) net (5,813) (1,094) (1,694) (11,657) (1,153) 673 82
Higher Education (NDPB) net (18,841) (23,566) (21,731) (14,015) 33,210 (21,133) (22,000)
Further Education (NDPB) net 54,261 (27,564) (12,112) (3,268) 15,428 (12,921) 8,074
Capability (NDPB) Net - - - - (113) 100 -
Government as Shareholder (NDPB) net - - - - (130,671) 3,000 -
Market Frameworks - - - 415,257 316,071 368,000 300,000
Government as Shareholder - - - - 77,341 - -
Total Resource AME 1,054,563 (526,783) (1,446,115) (345,844) (342,987) (1,098,376) (3,073,249)
Of which:
Staff costs 91,314 85,320 73,562 60,711 65,271 59,139 70,474
Purchase of goods and services 103,743 92,071 83,073 63,243 225,048 108,179 109,775
Current grants to local government (net) - 3,000 - - - - -
Current grants to persons and non-profit bodies (net) 738,455 582,884 590,949 623,803 432,692 589,467 565,812

£’000
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Current grants abroad (net) - - - 8 - - -
2
Net public service pensions 706 601 - 24 - 736 500
Rentals - - - 1,150 516 - -
Depreciation 1 689,289 423,184 (1,251,174) (164,509) 714,634 3,331 3,286
Take up of provisions 132,427 315,078 51,201 253,310 74,710 (29,095) (290,448)
Release of provision (165,979) (176,717) (171,530) (156,156) (148,833) (154,978) (127,539)
Change in pension scheme liabilities - 511 507 22,745 26,425 - -
Unwinding of the discount rate on pension scheme - 701 (12,602) 43,316 2,024 - -

liabilities
Release of provisions covering payments of pension - - - (19,800) (27,898) - -
benefits
Other resource (393,013) (1,738,246) (693,944) (1,009,250) (1,593,233) (1,551,941) (3,252,351)
Total Resource Budget 19,381,918 20,744,225 18,546,800 18,849,947 20,259,015 16,174,179 14,998,683
Of which:
Depreciation 1 1,720,291 4,683,430 2,533,762 3,587,421 6,454,894 3,468,288 4,744,286
Capital DEL
Science and Research 106,988 88,121 (21,206) (60,788) 31,747 97,570 165,026
Innovation, Enterprise and Business (681,416) (210,832) (208,303) (60,649) 7,335 459,164 211,395
Higher Education 10,000 34,384 (3,534) (517) (1,500) - -
Further Education (210,900) (32,144) 3,210 4,732 250 - -
Capability 13,943 10,083 7,133 53,355 18,040 4,750 5,130
Government as Shareholder (3,681) 11,803 (1,105) 113,263 76,902 396,000 320,000
Science and Research (NDPB) net 1,340,930 841,466 777,147 607,975 946,347 548,230 946,974
Innovation, Enterprise and Business (NDPB) net 894,674 454,418 59,859 37,334 138,375 44,074 51,100
Market Frameworks (NDPB) net 4,270 2,393 1,286 910 2,549 1,100 1,100
Higher Education (NDPB) net 371,972 209,689 100,709 76,406 115,869 185,169 309,500
Further Education (NDPB) net 1,167,080 692,695 396,610 290,608 397,082 357,000 410,257
219
Annexes
£’000
220
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Capability (NDPB) Net - - - - 7,257 100 -
Government as Shareholder (NDPB) net - - - 119,716 602,562 680,000 1,300,000
Total Capital DEL 3,027,082 2,103,093 1,152,891 1,240,065 2,385,119 2,999,969 3,845,000
Of which:
Capital support for local government (net) 503,280 242,972 186,667 1,193 772 - -
Capital grants to persons & non-profit bodies (net) 2,678,884 1,692,080 837,053 781,357 1,728,474 1,285,808 1,237,983
Capital grants to private sector companies (net) 554,768 270,133 335,899 112,074 84,839 422,816 496,993
Capital grants abroad (net) 53,823 77,736 55,136 26,087 39,158 86,967 155,741
Capital support for public corporations 59,367 75,916 5,427 6,401 128,332 - -
Purchase of assets 482,653 468,553 314,083 285,755 293,094 259,378 426,283
Income from sales of assets (74,727) (142,717) (102,504) (19,504) (84,336) - -
Net lending to the private sector and abroad 73,411 13,573 (218,009) 153,041 304,784 985,000 1,600,000
Other capital (1,304,377) (595,153) (260,861) (106,339) (109,998) (40,000) (72,000)
Capital AME
Higher Education 4,045,771 4,418,158 5,222,590 6,243,383 8,406,836 10,278,000 11,627,791
Further Education - - - - 72,732 - -
Government as Shareholder 260,000 (261,000) 239,000 (61,368) (763,521) 50,404 750,000
Science and Research (NDPB) net - - - (57,492) (1,108) - -
Innovation, Enterprise and Business (NDPB) net - - 115 - - - -
Higher Education (NDPB) net - - - (2,133) - - -
Further Education (NDPB) net 494 1,196 7,221 6,333 3,196 418,803 409,737
Government as Shareholder (NDPB) net - - - - (1,063,420) - -
Government as Shareholder - - - - (1,979,829) - (300,000)
Total Capital AME 4,306,265 4,158,354 5,468,926 6,128,723 4,674,886 10,747,207 12,487,528
Of which:
Capital grants to private sector companies (net) - - - - (315,546) - -
Capital support for public corporations 260,000 (261,000) 239,000 (157,373) (763,521) - 450,000
Purchase of assets 494 1,196 7,336 11,227 6,579 20,803 11,737

£’000
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Income from sales of assets - - - (126) (111,495) - -
Net lending to the private sector and abroad 4,045,771 4,418,158 5,222,590 6,334,620 6,359,998 10,726,404 12,025,791
Other capital - - - (59,625) (501,129) - -
Total Capital Budget 7,333,347 6,261,447 6,621,817 7,368,788 7,060,005 13,747,176 16,332,528
Total departmental spending 3 24,994,974 22,322,242 22,634,855 22,631,314 20,864,126 26,453,067 26,586,925
Of which:

Total DEL 20,323,435 19,113,855 17,360,870 16,683,926 17,246,861 16,807,567 17,175,932
Total AME 4,671,539 3,208,387 5,273,985 5,947,388 3,617,265 9,645,500 9,410,993
Notes:
1 Includes impairments
2 Pension schemes report under FRS 17 accounting requirements. These figures therefore include cash payments made and contributions received, as well as certain non-cash items.
3 Total departmental spending is the sum of the resource budget and the capital budget less depreciation. Similarly, total DEL is the sum of the resource budget DEL and capital budget DEL less
depreciation in DEL, and total AME is the sum of resource budget AME and capital budget AME less depreciation in AME.
221
Annexes
222
Table 2 – Department for Business, Innovation and Skills
Resource Budget
2013-14 2013-14 2013-14 2013-14
Adjusted plans Adjusted plans
Original Plans Original Plans † † Final plans Final plans Outturn Outturn
£›000 Resource Capital Resource Capital Resource Capital Resource Capital
Spending in Departmental Expenditure Limits (DEL)
Voted expenditure 17,726,530 2,793,500 16,956,541 3,014,559 23,543,621 2,508,781 20,602,002 2,385,119
Of which:
Science and Research 486,589 92,831 (692,325) 12,016 491,139 65,831 433,988 31,747
Innovation, Enterprise and Business 489,435 563,334 501,335 855,808 512,747 522,115 311,577 7,335
Market Frameworks 88,689 113,240 91,085 113,240 89,208 45,240 122,618 42,304
Higher Education 4,466,298 - 4,466,298 - 10,191,298 25,000 7,224,310 (1,500)
Further Education (678,684) - (678,684) - (585,344) 8,000 (617,933) 250
Capability 396,607 4,900 561,124 4,900 395,041 4,900 306,168 18,040
Government as Shareholder 352,240 75,545 401,240 75,545 426,057 362,545 350,245 76,902
Science and Research (NDPB) net 4,575,015 461,479 4,575,015 461,479 4,575,015 573,479 4,581,889 946,347
Innovation, Enterprise and Business (NDPB) net 328,869 61,985 417,837 61,985 329,869 61,985 438,734 138,375
Market Frameworks (NDPB) net 95,781 5,340 187,925 14,740 95,781 7,340 85,599 2,549
Higher Education (NDPB) net 3,004,309 3,846 3,004,309 3,846 3,004,309 69,346 3,193,488 115,869
Further Education (NDPB) net 4,087,641 410,000 4,087,641 410,000 3,984,760 442,000 4,033,540 397,082
Capability (NDPB) Net - 1,000 - 1,000 - 1,000 68,597 7,257
Government as Shareholder (NDPB) net 33,741 1,000,000 33,741 1,000,000 33,741 320,000 69,182 602,562
Non-voted expenditure (250) - (250) - (250) - - -

Of which:
Market Frameworks (250) - (250) - (250) - - -
Total Spending in DEL 17,726,280 2,793,500 16,956,291 3,014,559 23,543,371 2,508,781 20,602,002 2,385,119
Spending in Annually Managed Expenditure (AME)
Voted expenditure (1,415,414) 8,540,372 (1,438,325) 8,540,372 292,297 8,965,247 (736,399) 6,654,715
Of which:
Science and Research 40,150 - 17,239 - 41,405 - 33,808 -

2013-14 2013-14 2013-14 2013-14
Adjusted plans Adjusted plans
Original Plans Original Plans † † Final plans Final plans Outturn Outturn
£›000 Resource Capital Resource Capital Resource Capital Resource Capital
Innovation, Enterprise and Business (38,688) - (38,688) - (142,437) - (160,784) -
Market Frameworks 60,596 - 60,596 - 107,532 - 66,234 -
Higher Education (1,360,218) 7,585,520 (1,360,218) 7,585,520 361,272 8,795,678 (534,597) 8,406,836
Further Education 20 - 20 - 20 - (702) 72,732
Capability (40,127) - (40,127) - (31,242) - (34,767) -
Government as Shareholder (56,452) 806,702 (56,452) 806,702 (106,224) 66,285 (84) (763,521)
Science and Research (NDPB) net 1,364 - 1,364 - (8,230) - (24,687) (1,108)
Innovation, Enterprise and Business (NDPB) net - - - - 1,198 - 2,479 -

Market Frameworks (NDPB) net (162) - (162) - (2,410) - (1,153) -
Higher Education (NDPB) net (20,270) - (20,270) - 11,522 - 33,210 -
Further Education (NDPB) net 1,023 148,150 1,023 148,150 19,868 103,284 15,428 3,196
Government as Shareholder (NDPB) net (2,750) - (2,750) - 39,923 - (130,671) (1,063,420)
Capability (NDPB) Net 100 - 100 - 100 - (113) -
Non-voted expenditure 370,200 - 370,200 - 478,145 (2,442,995) 393,412 (1,979,829)

Of which:
Market Frameworks 370,200 - 370,200 - 370,200 - 316,071 -
Government as Shareholder - - - - 107,945 (2,442,995) 77,341 (1,979,829)
Total Spending in AME (1,045,214) 8,540,372 (1,068,125) 8,540,372 770,442 6,522,252 (342,987) 4,674,886
Total 16,681,066 11,333,872 15,888,166 11,554,931 24,313,813 9,031,033 20,259,015 7,060,005

of which:
Voted expenditure 16,311,116 11,333,872 15,518,216 11,554,931 23,835,918 11,474,028 19,865,603 9,039,834
Non-voted expenditure 369,950 - 369,950 - 477,895 (2,442,995) 393,412 (1,979,829)
† Figures for Adjusted Plans have been adjusted for Machinery of Government changes effected during 2013-14 to reflect the Final Plans structure where applicable
223
Annexes
224
Table 3 – Total Capital Employed
Assets and Liabilities on the Statement of Financial Position at end of year:
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
£›000 outturn outturn outturn outturn outturn plans plans
Assets
Non-Current assets
Intangible 4,579 3,354 2,511 3,237 3,526 3,350 3,182
Tangible 25,826,228 27,584,505 30,686,955 36,453,468 34,771,385 38,206,816 42,521,475
of which:
Land and Buildings - - - 30,807 30,479 28,955 27,507
Plant and Machinery 126,267 118,916 59,142 52,364 59 56 53
Freehold Buildings - - - - 2,913 2,768 2,629
Leasehold Improvements - - 14,326 33,420 30,285 28,771 27,332
Information Technology - - 10,046 7,592 7,896 7,501 7,126
Furniture, Fixtures and Fittings - - 1,402 1,068 835 793 754
Assets under Construction - - 27,949 15,090 24,575 23,346 22,179
Other Financial Assets and Trade and other Receivables 24,033,659 25,440,285 28,498,409 31,242,769 33,462,096 36,962,991 41,339,842
Investments 1,666,302 2,025,304 2,075,681 5,070,358 1,212,247 1,151,635 1,094,053
Current assets 3,455,274 3,887,372 4,050,315 3,304,164 3,690,462 3,505,939 3,330,642
Liabilities
Payables (<1 year) (1,919,069) (2,485,915) (2,224,945) (1,051,599) (1,519,082) (1,443,128) (1,370,972)
Payables (>1 year) (1,218,343) (1,496,274) (1,466,037) (895,527) (637,911) (606,015) (575,715)
Provisions (471,994) (629,001) (640,598) (711,422) (363,852) (345,659) (328,376)
Capital employed within Core Department Assets 25,676,675 26,864,041 30,408,201 37,102,321 35,944,528 39,321,303 43,580,236
Partner organisation net assets 2,364,627 2,899,777 2,761,020 6,394,711 7,736,246 7,349,434 6,981,962
Total capital employed in Departmental Group 28,041,302 29,763,818 33,169,221 43,497,032 43,680,774 46,670,737 50,562,198
Notes:
Reporting categories within the Statement of Financial Position were changed from 2011-12

Table 4 – Administration Costs
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
£’000 Outturn Outturn Outturn Outturn Outturn Plans Plans
Science and Research - - 39,938 2,407 3,145 1,976 1,976
Innovation, Enterprise and Business 2,899 - 1,525 1,941 2,662 2,275 2,262
Market Frameworks 9,349 10,510 (110) 5,175 2,937 4,289 4,289
Capability 345,997 319,830 310,598 292,542 278,979 248,947 307,230
Science and Research (NDPB) net 127,456 179,906 96,940 153,285 93,668 133,337 106,129
Innovation, Enterprise and Business (NDPB) net 254,296 190,363 127,484 24,406 20,411 22,868 22,868
Market Frameworks (NDPB) net 15,133 12,861 16,195 8,532 19,669 9,284 9,584

Higher Education (NDPB) net 49,187 50,042 58,773 60,157 69,129 66,371 66,371
Further Education (NDPB) net 8,180 139,558 150,351 129,311 120,008 147,564 102,015
Capability (NDPB) Net - - - - 68,597 - -
Government as Shareholder (NDPB) net - - - - 4,345 8,216 8,216
Total administration budget 812,497 903,070 801,694 677,756 683,550 645,127 630,940
Of which:
Staff costs 515,592 543,329 420,665 416,827 424,841 331,985 348,553
Purchase of goods and services 313,818 404,987 269,703 230,310 234,950 329,099 287,334
Current grants to persons and non-profit bodies (net) - - - - 6,952 - -
Current grants abroad (net) - - - - (279) - -
Net public service pensions - - 25 1,532 1,359 - -
Rentals (18,120) (10,888) 87,727 28,332 24,527 2,502 3,787

Depreciation 25,222 15,122 39,844 51,057 53,755 80,164 82,000
Change in pension scheme liabilities - - - - (12) - -
Other resource 404 20,270 (11,155) (14,989) (19,780) (83,794) (77,091)
225
Annexes
Table 5 – Staff Numbers
2011-12 restated 2012-13 2013-14
Department for Business, Innovation and Skills (gross control area)
CS FTEs 2,371.0 2,468.0 2,325.0
Others 150.0 224.0 169.0
Total 2,521.0 2,692.0 2,494.0
UK Trade & Investment (gross control area)

CS FTEs 572.0 579.0 500.0
Others 12.0 8.0 17.0
Total 584.0 587.0 517.0
The Insolvency Service (gross control area)

CS FTEs 2,238.0 1,970.0 1,807.0
Others 162.0 148.0 151.0
Total 2,400.0 2,118.0 1,958.0
National Measurement Office (gross control area)

CS FTEs 65.6 64.3 72.5
Others 1.0 1.5 1.4
Total 66.6 65.8 73.9
UK Space Agency (gross control area)

CS FTEs 31.3 38.8 46.2
Others - 1.5 3.0
Total 31.3 40.3 49.2

Table 6 – Total identifiable expenditure on services by country
and region, 2009-10 to 2012-13
Data in this table are National Statistics
Department for Business, Innovation and Skills
2009-10 2010-11 2011-12 2012-13
£ million outturn outturn outturn outturn
North East 1,386 1,190 1,004 973
North West 3,568 3,138 2,609 2,597
Yorkshire and the Humber 2,739 2,352 1,971 1,924
East Midlands 2,242 1,956 1,626 1,596
West Midlands 2,766 2,279 1,903 1,884
East 2,828 2,435 2,072 2,075
London 5,136 4,735 4,099 4,030
South East 4,333 3,756 3,150 3,184
South West 2,542 2,197 1,833 1,819
Total England 27,540 24,038 20,267 20,082
Scotland 425 437 454 455
Wales 176 174 157 163
Northern Ireland 62 63 55 65
UK identifiable expenditure 28,203 24,712 20,933 20,765
Outside UK 253 253 191 189
Total identifiable expenditure 28,456 24,965 21,124 20,954
Non-identifiable expenditure 1,071 1,065 1,246 1,268
Total expenditure on services 29,527 26,030 22,370 22,222
Table 7 – Total identifiable expenditure on services by country

and region, per head 2009-10 to 2012-13
Department for Business, Innovation and Skills
2009-10 2010-11 2011-12 2012-13
£ per head outturn outturn outturn outturn
North East 538 460 387 374
North West 511 447 370 367
Yorkshire and the Humber 524 448 373 362
East Midlands 501 434 358 349
West Midlands 500 409 339 334
East 492 419 354 351
London 647 587 500 485
South East 510 438 364 365
South West 486 417 346 341
England 528 457 382 375
Scotland 82 84 86 86
Wales 58 57 51 53
Northern Ireland 35 35 30 36
UK identifiable expenditure 453 394 331 326
Annexes

228
Table 8 – Expenditure on services by sub-function, 2012-13
Department for Business, Innovation

and Skills
North East
North West
Yorkshire
and The
Humber
East
Midlands
West
Midlands
East
London
South East
South West
England
Scotland
Wales
Northern
Ireland
OUTSIDE
UK
Not
Identifiable
Totals
£ million
1. General public services
1.1 Executive and legislative organs, - - - - - - - - - 3 - - - - - 3
financial and fiscal affairs, external affairs
1.3 General services 4 10 8 7 8 8 12 12 8 76 8 4 3 - - 91
1.6 General public services n.e.c. - 1 1 1 1 1 1 1 1 9 - 1 - - - 10
Total general public services 4 12 9 8 9 10 14 14 9 88 8 5 3 - - 104
4. Economic affairs
4.1 General economic, commercial and 25 66 49 41 52 53 79 76 47 487 34 20 7 - 44 592
labour affairs
4.4 Mining, manufacturing and - (1) - - (1) (1) - (1) (1) (5) - - - - - (5)
construction
4.6 Communication - - - - - - - - - - - - - - 716 716
4.8 R&D economic affairs 107 270 214 170 184 356 480 462 200 2,443 253 67 28 170 276 3,237
4.9 Economic affairs n.e.c. 14 38 28 24 30 32 44 47 28 285 - - - - - 285
Total economic affairs 146 373 290 235 265 439 603 584 276 3,211 287 87 35 170 1,036 4,825
5. Environment protection
5.1 Waste management - 1 1 1 1 1 1 1 1 7 1 - - - - 8
5.5 R&D environment protection 14 39 29 25 31 32 45 48 29 292 29 17 10 - - 348
Total environment protection 14 40 30 26 32 33 46 49 30 299 30 17 10 - - 356
7. Health
7.B Medical research 8 21 12 14 12 28 154 55 14 319 59 7 2 16 232 635
Total Health 8 21 12 14 12 28 154 55 14 319 59 7 2 16 232 635
8. Recreation, culture and religion
8.5 R&D recreation, culture and religion 4 9 10 5 10 11 22 19 13 103 14 5 1 3 - 126
Total recreation, culture and religion 4 9 10 5 10 11 22 19 13 103 14 5 1 3 - 126
9. Education
9.2 Secondary education 218 594 446 383 473 496 697 732 448 4,488 - - - - - 4,488
9.4 Tertiary education 541 1,468 1,065 877 1,015 988 2,393 1,636 977 10,962 2 3 - - - 10,967
9.5 Education not definable by level 11 31 23 20 24 25 36 38 23 231 22 13 2 - - 268
9.8 Education n.e.c. - - - - - - - - - 1 - - - - - 1

Department for Business, Innovation

and Skills
North East
North West
Yorkshire
and The
Humber
East
Midlands
West
Midlands
East
London
South East
South West
England
Scotland
Wales
Northern
Ireland
OUTSIDE
UK
Not
Identifiable
Totals
£ million
Total education 771 2,093 1,534 1,281 1,513 1,510 3,126 2,406 1,448 15,681 24 16 2 - - 15,724
10. Social protection
10.4 Family and children 2 4 3 3 3 4 5 5 3 32 3 2 1 - - 38
of which: family benefits, income support 2 4 3 3 3 4 5 5 3 32 3 2 1 - - 38
and tax credits
10.5 Unemployment 24 45 36 26 40 41 60 51 26 350 30 24 11 - - 415

of which: other unemployment benefits 24 45 36 26 40 41 60 51 26 350 30 24 11 - - 415
Total social protection 26 49 39 29 44 45 65 57 30 382 34 26 12 - - 453
Total Business, Innovation & Skills 973 2,597 1,924 1,598 1,885 2,076 4,030 3,184 1,820 20,083 456 163 65 189 1,268 22,223
Notes:
Numbers may not sum due to rounding.
229
Annexes
Annex C:
Additional Annual Report Data
BIS strive to deliver high performance in all of our operations. The following information sets out
how BIS is performing in key functions, important to meeting spending control requirements, and
how we are complying with our obligations as an employer.
Correspondence
BIS aims to respond to correspondence within 15 working days. In 2013-14, we responded to
22,387 correspondence cases, with 92 per cent replied to within that deadline. The chart below
shows BIS performance in responding to correspondence received by the core Department in the
year. This includes correspondence responded to both by Ministers and by officials.
2500 Cases within target Cases outside target
2000
1500
1000
500
0
Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14
Complaints
Complaints made against the core Department 26

Complaints accepted for investigation by the Parliamentary Ombudsman 0
Complaints reported on by the Parliamentary Ombudsman 1
Complaints Upheld in full 0 (0%)
Complaints upheld in part 0 (0%)
Complaints not upheld 1 (100%)
Ombudsman recommendations complied with 0
Ombudsman recommendations not complied with 0

Health and Safety
The majority of staff within the BIS family are predominantly office based and our main risks arise
from the workplaces that we provide. We have procedures in place to ensure a safe working
environment is maintained, and that those who are affected by our activities or visit our premises
are not exposed to unacceptable risk.
We have a diverse network of Partner Organisations within the BIS family, some of which require
more specialist health and safety measures. Responsibility for health and safety is with each
Partner Organisation. The UK Atomic Energy Authority monitors the radiation dose to over 500
monitored staff consistently remaining substantially below the legal and Culham Site dose limits.
Within the Science and Technology Facilities Council (STFC) health and safety at each of the
major laboratories is overseen by a Director, to maintain an independent overview and monitor
implementation of STFC policy.
Year Reportable Minor Accidents Near Misses

2011 – 12 2 35 4
2012 – 13 0 22 7
2013 – 14 0 14 3
Reportable and minor incidents show a year on year downward trend. The level of near misses
reported has improved based on previous years. The Department intends to promote near miss
reporting across all of the estate in the next financial year.
Our achievements in 2013-14:
• HR worked in partnership with Departmental Trade Union safety representatives to ensure safer
workplaces and procedures to minimise the number of reported accidents and near misses.
• The Department supported staff by promoting a variety of health and well being lifestyle
choices covering mental and physical health (Time to Change, Cycle to Work) and oversaw the
introduction of a dedicated confidential information and counselling support service available to
BIS employees.
• 1 Victoria Street: New L1 fire alarm system installed (Life protection). The system provides rapid
fire detection and allows a phased evacuation of the building minimising the overall disruption to
the smooth running of the Department from false alarms.
• Total Facilities Management (TFM) contract continues to demonstrate compliance with legal
duties for BIS and TFM Partner Organisations and provide assurance.
Annexes

Detailed sustainability data
Greenhouse Gas Emissions 2011-12 2012-13 2013-14
Core Core + Core Core + Core Core +
Partners Partners Partners
Non-financial Total gross 7.58 247.59 7.72 208.28 7.16 206.53
indicators emissions
(1,000 Total net emissions - 206.59 - 166.30 - 151.46
tCO2e)
Gross emissions 0.48 93.73 0.77 118.79 0.32 99.89
Scope 1 (direct)
Gross emissions 7.1 117.64 6.95 116.98 6.84 134.39
Scope 2 & 3
(indirect)
Related Electricity: - 259.22 - 248.51 - 268.84
energy non-renewable
consumption Electricity: 6.93 10.44 7.16 10.68 7.28 10.33
(million kWh) renewable
Gas 1.95 94.02 3.96 100.91 2.97 106.65
LPG - - - 0.02 - 0.03
Other - 0.32 - 0.37 - 0.50
Total Energy 8.88 364.00 11.12 359.38 10.25 385.76
Consumption
Financial Expenditure on 0.88 24.26 0.92 27.04 1.01 28.41
indicators energy
(£m) CRC licence - 9.52 0.12 9.72 0.13 1.89
expenditure (2010
onwards)
Expenditure on - - 0.003 0.003 - -
accredited offsets
Expenditure on 7.05 16.33 4.9 14.14 5.65 16.91
official business
travel

Waste 2011-12 2012-13 2013-14
Non- Total waste 417 6914.21 774.08 5610.38 398.1 4,488.99
financial
indicators Hazardous Total 0.35 199.13 - 133.34 318.27 318.27
waste
(tonnes)
Non- Landfill - 1123.13 8.99 1078.51 887.00 887.00
hazardous
Reused/ 236.00 2695.63 570.30 4036.99 2,695.27 2,695.27
waste
recycled
Composted 15.82 42.86 20.41 61.37 119.69 119.69
Incinerated 166.00 166.00 174.38 231.61 337.46 337.46
with energy
recovery
Incinerated - 0.02 - 0.10 130.00 130.00
without
energy
recovery
Financial Total disposal cost -67.10 1261.54 121.88 752.94 67.09 1,065.08
indicators
Hazardous waste - 576.75 - 48.16 - 310.22
(£’000)
Non- Landfill - 75.68 - 89.09 102.08 102.08
hazardous
Reused/ - 59.32 102.56 241.65 46.49 46.49
waste
recycled
Composted - - - 1.00 6.57 6.57
Incinerated - - 15.36 15.36 26.03 26.03
with energy
recovery
Incinerated - 3.30 - 6.67 23.35 23.35
without
energy
recovery
Finite Resource Consumption 2010-11 2011-12 2012-13
Non- Water Supplied 22.06 249.02 18.27 244.50 18.24 188.24
financial consumption
indicators Abstracted - - - - - -
(office
(‘000m3) estate) per FTE 0.01 7.25 0.005 5.31 0.008 3.04
Water Supplied - 146.59 - 79.48 - 386.17
consumption
(non-office Abstracted - - - - - -
estate)
Total Consumption 22.06 647.84 18.27 650.40 18.24 580.76
Financial Water supply costs 22.54 272.00 43.44 337.99 41.66 315.17
indicators (office estate)
(£’000) Water supply costs - 822.29 - 799.85 - 759.88
(non-office estate)
Annexes

Quarterly Data Summary
The Quarterly Data Summary (QDS) is a Cabinet Office led data collection exercise, to
enable comparison across Whitehall on common areas of spending. These data are used for
benchmarking Government Departments. The primary purpose of the QDS is to make more of
the management information currently held by Government available to members of the public on
a regular basis. Results for the 2013-14 financial year for QDS categories are in the table below.
Figures show expenditure within Core BIS only. Departments are required only to report their
headline spend against that part of their Department that was in scope for the Quarterly Data
Summary, rather than on the entire accounts boundary.
QDS Headline Spend Data £ million

Total 2012-13 Spend 16,780.41
(A1) Organisation’s own budget (DEL), Sub-Total 10,452.86
(A2) Expenditure managed by the organisation (AME), Sub-Total 6,327.55
(A3) Other expenditure outside DEL and AME 0.00
(A1 + A2 + A3) Total Spend 16,780.41
(B1) Cost of running the estate, Sub-Total 9.83
(B2) Cost of running IT, Sub-Total 26.77
(B3) Cost of corporate services, Sub-Total 30.56
(B4) Policy and policy implementation, Sub-Total 16,713.24
(B5) Other costs 0.00
(B1 + B2 + B3 + B4 + B5) Total Spend 16,780.41
(C1) Procurement Costs, Sub-Total 184.92
(C2) People costs, Sub-Total 154.32
(C3) Grants, Sub-Total 3,037.32
(C4) Other costs 13,403.82
(C1 + C2 + C3 + C4) Total Spend 16,780.41

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Annual Report and Accounts

Accounts presented to the House of Commons

Annual Report presented to the House of Commons

Annual Report and Accounts presented to the House of Lords

Ordered by the House of Commons to be printed on

This publication is available at www.gov.uk/government/publications

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How we have performed

6 Annual Report and Accounts 2013-14

Annual Report and Accounts 2013-14 7

10 Annual Report and Accounts 2013-14

Partners Council for Science & Technology Low Pay Commission

Partners UK Commission for Employment Film Industry Training Board

Partners that Copyright Tribunal Competition Appeal Tribunal

Partners Competition & Markets Authority National Measurement Office

Partners that Research Councils Technology Strategy Board

Partners that Met Office Companies House

Annual Report and Accounts 2013-14 11

12 Annual Report and Accounts 2013-14

87% of our staff

Annual Report and Accounts 2013-14 13

High quality policy advice

Knowledge & Enterprise & Business &

Shareholder Economics & UK Trade &

People & Strategy Finance & Commercial

by 7.2 per cent. 16000

Engineering and Maths (STEM) subjects 12000

increased at a higher rate than other subjects. 10000

for England (HEFCE) and the Office for Fair

Student Loans Company 2367

Technology Strategy Board 257

in partnership with the Natural Environment

Annual Report and Accounts 2013-14 15

16 Annual Report and Accounts 2013-14

How we have performed

Annual Report and Accounts 2013-14 17

Business Plan Indicators The gap between the proportion of young

71 per cent of those who came from the

most advantaged backgrounds before Higher 71% 67%

Education were in the most advantaged

the least advantaged. 67 per cent of those from

less advantaged backgrounds were in the most 29% 33%

advantaged occupation groups. The proportion

18 Annual Report and Accounts 2013-14

How we have performed

Annual Report and Accounts 2013-14 19

• Launched Traineeships for 16-23 year olds 500

bids with 34 selected for further development.

• Launched 24+ Advanced Learning Loans –

hands of further education learners.

• Growth Accelerator has cumulatively

20 Annual Report and Accounts 2013-14

How we have performed

Annual Report and Accounts 2013-14 21

22 Annual Report and Accounts 2013-14

How we have performed