UK Digital StrategyThis strategy sets out how we will build on our success to date to develop a world-leading digital economy that works for everyone.This strategy sets out how we will develop a world-leading digital economy that works for everyone. It has seven strands [documented as goals in this StratML rendition]:United KingdomUK_c926ff28-02e3-11e7-8e6b-ffeb7ee62fe8Karen BradleyThe Rt Hon Karen Bradley MP -- Secretary of State for Culture, Media and Sport... an economy which is resilient to change and fit for the future._c9270b94-02e3-11e7-8e6b-ffeb7ee62fe8To apply to the digital economy the principles outlined in the Industrial Strategy green paper._c927144a-02e3-11e7-8e6b-ffeb7ee62fe8ConnectivityBuild world-class digital infrastructure for the UK_c9271f1c-02e3-11e7-8e6b-ffeb7ee62fe81BusinessesFor businesses to thrive and grow, government needs to create the conditions and set the framework for investment in widespread and up-to-date infrastructure. Digital infrastructure is a critical component of this: digital connectivity is now a utility, and modern life is increasingly impossible without it. Connectivity drives productivity and innovation, and is the physical underpinning of a digital nation. We are determined that no part of the country or group in society should be without adequate connectivity.CBIBusiness connectivity -- World-class digital connectivity is increasingly vital for businesses in the UK. For example, in a CBI survey, 81% of firms said that they see more reliable mobile connectivity as essential. Now more than ever, we need to support them to grow and compete in a global environment, and to reach new customers and markets online.OfcomWe have already helped connect over 42,000 businesses through the Connection Voucher scheme. Over 80% of SMEs now have access to superfast broadband (based on Ofcom's higher measure of download speeds of at least 30 megabits per second (Mbps)) up from 68% coverage a year ago. But it is clear that more needs to be done.Small BusinessesBusiness connectivity continues to lag residential connectivity, whilst 8% of small businesses, mainly in rural locations, do not have access to broadband speeds of 10Mbps or above.We are determined to close the gap with residential properties and drive up the quality and reliability of coverage for businesses. This means ensuring that businesses are at the forefront of future broadband roll-out, including full fibre. In December 2016, we published a Call for Evidence on full fibre roll out and will publish its findings, and next steps, alongside the summary of the findings of the Business Broadband Review, in spring of this year.Business Connectivity ForumWe are also working with Ofcom to ensure the market structure for broadband delivery is right. This includes increasing transparency on the location of digital infrastructure, so that local businesses can work with the communications industry to ensure that they get the connectivity they need to thrive.To ensure this work is fully co-ordinated, we will establish a new Business Connectivity Forum, chaired by the Department for Culture, Media and Sport, that will bring together business organisations, local authorities and communications providers to develop specific solutions to the issues faced by businesses in accessing fast, affordable, reliable broadband. The Forum is a recommendation of the Business Broadband Review, and further detail on its remit and membership will be set out in the Review's Summary of Findings.Department for Culture, Media and SportIndividualsWe will continue our work to complete the roll-out of 4G and superfast broadband by 2020, but we will also implement a Universal Service Obligation, giving every individual, business and public premise across the country the right to request an affordable high speed broadband connection. And we are ambitious for the opportunities afforded by the next stage of broadband and mobile rollout, so we will invest over £1 billion to accelerate the development and uptake of next generation digital infrastructure - including full fibre and 5G.ConsumersWe will also support consumers in getting the best deal in digital connectivity. We will ensure adverts for broadband accurately reflect the speeds and technology actually on offer for the majority of customers, so that people know what they are getting and can better find the most competitive deal. And we know that real-world, day-to-day connectivity in the places we live, work and travel matters, so we will roll out free Wi-Fi on trains, and in more public places.By 2020, the volume of global internet traffic is expected to be 95 times that of 2005, and connected devices will outnumber the global population by nearly seven to one. In the UK, fixed internet traffic is set to double every two years, while mobile data traffic is set to increase further at a rate of 25% to 42% per year.The UK's digital infrastructure must be able to support this rapid increase in traffic, providing coverage with sufficient capacity to ensure data can flow at the volume, speed and reliability required to meet the demands of modern life. Broadband and mobile must be treated as the fourth utility, with everyone benefiting from improved connectivity. This will play a crucial role in ensuring that everyone, wherever they live and however they connect, can make full use of digital services and benefit from participation in the digital economy. Improved connectivity also increases innovation and productivity across the economy, bringing significant economic rewards. Independent research suggests increased broadband speeds alone could add £17 billion to UK output by 2024.4We will also look at connectivity in a more holistic way. There are a range of technologies that can provide next generation connectivity, from fixed line broadband, to mobile, wireless, and satellite connections. But for most people, it is the quality of connection that matters, not the means of delivery. Instead of focusing on the type of technology, we will focus on what consumers - households and businesses - need and want as they go about their lives where they live, work and travel in this digital age.RegulationCreate conditions that encourage investment in the UK's digital infrastructure._c92723b8-02e3-11e7-8e6b-ffeb7ee62fe81.1Local CommunitiesWorking with local communities -- Local communities are best placed to identify the connectivity needs of their local area.Communications ProvidersIt is therefore important that they are able to work with communications providers to shape the roll-out of digital infrastructure.ResidentsWe will encourage a locally-led approach by supporting partnerships between residents and local community bodies, including schools and public libraries. A range of tools and advice - including on government's Go Superfast Checker website - are now available to make it easier for communities to identify their connectivity challenges and to establish community broadband solutions. This support includes examples of delivery models, technologies, financing options and case studies from similar communities in the UK.Local Community BodiesSchoolsPublic LibrariesBroadband Delivery UKBroadband Delivery UK (BDUK) also supports local authorities who want to jointly fund investment with communities to enable new infrastructure projects to go ahead. This is done in a number of different ways, for example by extending the scope of existing contracted plans by sharing the full cost of going further into high-cost areas.Effective regulation -- It is essential that we continue to create conditions that encourage investment in the UK's digital infrastructure. A strong, stable regulatory regime is at the heart of this, with Ofcom - the UK's independent communications regulator - protecting the interests of consumers, by promoting competition. Strong competition will help ensure the private sector meets consumers' needs and demands, keeps pace with technological change, and provides commercial investment in digital infrastructure.Speed & CostMake it faster and cheaper for operators to build and develop digital infrastructure_54993c74-03ac-11e7-b0dd-e6237fe62fe81.1.1Digital Infrastructure OperatorsWe are also using regulation to make it faster and cheaper for operators to build and develop digital infrastructure:AccessEnsure digital communications providers can access other providers' physical infrastructure on fair and reasonable terms_54994aca-03ac-11e7-b0dd-e6237fe62fe81.1.1.1Digital Communications Providersthe Access to Infrastructure Regulations ensure digital communications providers can access other providers' physical infrastructure, across a range of sectors, on fair and reasonable termsMobile SitesAllow new mobile sites to be developed quicker and a greater number of small cells to be deployed_5499543e-03ac-11e7-b0dd-e6237fe62fe81.1.1.2reforms to mobile planning laws in England have reduced planning requirements, allowing new sites to be developed quicker and a greater number of small cells to be deployedSite SharingPromote site sharing_54995f7e-03ac-11e7-b0dd-e6237fe62fe81.1.1.3reforms to the Electronic Communications Code, made through the Digital Economy Bill, will further encourage an efficient use of infrastructure by promoting site sharingEaseMake it easier to build digital infrastructure_5499646a-03ac-11e7-b0dd-e6237fe62fe81.1.2We will continue to make it easier to build digital infrastructure, for example through exploring options around planning and wayleave agreements. And we will ensure that our regulatory framework recognises and supports the fact that the infrastructure required to deliver connectivity is converging - particularly as we prepare for the roll out of 5G.Truth in AdvertisingEnsure that advertising for broadband more accurately reflects the actual speeds consumers can expect to receive_54996ad2-03ac-11e7-b0dd-e6237fe62fe81.1.3Advertising Standards AuthorityThe non-statutory Advertising Standards Authority has already made some progress in ensuring that broadband prices are made clearer and costs to consumers are not hidden, and we will continue to work with them to ensure that the advertising of communications is accurate and fair.Broadband ProvidersBroadband ConsumersImproved regulation of the consumer market will also play an important role in improving connectivity. We are working with regulators and industry to ensure that advertising for broadband more accurately reflects the actual speeds consumers can expect to receive, rather than a headline 'up to' speed available only to a few, and accurately describes the technology used, using terms like 'fibre' only when full fibre solutions are used. There should not be a gap between what is promised by providers and what is experienced by the consumer.Connectivity[Achieve] better connectivity for all_549977d4-03ac-11e7-b0dd-e6237fe62fe81.2BroadbandGive every individual, business and public premise across the country the right to request an affordable high speed broadband connection_54997c8e-03ac-11e7-b0dd-e6237fe62fe81.2.1UK PremisesIndividualsFamiliesPublic ServicesBusinessesParliamentThe legislation to enable us to do this - the Digital Economy Bill - is currently before Parliament.OfcomIn December Ofcom published technical advice to government on the factors that will help inform the design of the broadband USO. We will carefully consider Ofcom’s findings before consulting on secondary legislation in early 2017. The terms of the USO will be regularly reviewed to ensure it keeps pace with consumers’ changing needs.£1.7 billion of public funding is already being invested in delivering broadband across the country. Over 90% of UK premises can now access superfast broadband, and we are on track to reach 95% of UK premises by December 2017. Through strong contractual value for money requirements, we have released additional funds to extend delivery, with 600,000 more premises expected to benefit by 2020.We recognise that there will always be some premises that cannot be connected on a commercial basis. For families, public services and businesses in these hardest to reach areas, we want to ensure that everyone can access fast, reliable broadband. This is why we have committed to introducing a new broadband Universal Service Obligation (USO) by 2020. The USO will give every individual, business and public premise across the country the right to request an affordable high speed broadband connection, at a sufficient speed for an average family to make full use of the internet, up to a reasonable cost threshold.MobileMake better coverage and quality a reality for everyone across the UK._54998300-03ac-11e7-b0dd-e6237fe62fe81.2.2OfcomOfcom's 2016 Connected Nations Report shows that 99% of UK premises now have indoor voice coverage and 96% have indoor 4G data coverage. And the report notes that 4G geographic coverage has increased substantially over the past year from 48% to 72% and this is set to increase yet further.National Infrastructure CommissionAs the recent National Infrastructure Commission report on the future of mobile connectivity set out, it is essential that outdoor mobile services - such as basic talk, text and data - are available wherever we live, work and travel.Mobile Network OperatorsAll four Mobile Network Operators each now have a legally binding obligation to reach at least 90% landmass coverage by the end of this year. Ofcom is responsible for enforcing these obligations and, through the Digital Economy Bill, will have the power to fine companies that do not meet them. By the end of 2017 we therefore expect 98% of the UK's landmass to have 4G data coverage and at least 98% of UK premises to have indoor 4G coverage from at least one operator.The licence obligations arising from the December 2014 agreement between the government and industry have already locked in investment of over £5 billion to improve mobile coverage...But we also recognise that we must go further to make better coverage and quality a reality for everyone across the UK. Government understands that the everyday experience of connectivity is important, not just the statistics.Spectrum AuctionsConsider whether future auctions of radio spectrum should include commitments to increase coverage and reliability_54998c6a-03ac-11e7-b0dd-e6237fe62fe81.2.2.1Where necessary to meet our ambitions, we will consider whether future auctions of radio spectrum should include commitments to increase coverage and reliability.Network InformationEmpower consumers with better information will help them make informed choices on the best network for them_54999160-03ac-11e7-b0dd-e6237fe62fe81.2.2.2Mobile ConsumersOfcomThrough the Digital Economy Bill we are also giving consumers greater clarity on services in their area by giving Ofcom powers to share data on coverage and network performance. Empowering consumers with better information will help them make informed choices on the best network for them and will promote competition to deliver improved connectivity for consumers.Transport_549998b8-03ac-11e7-b0dd-e6237fe62fe81.2.3Train NetworkDrive progress towards faster and more reliable free Wi-Fi across the train network. _5499a254-03ac-11e7-b0dd-e6237fe62fe81.2.3.1TrainsNot-SpotsRequire train operators to tackle 'not-spots' on their routes and deliver high-speed connectivity_5499a75e-03ac-11e7-b0dd-e6237fe62fe81.2.3.1.1Rail FranchisesTrain OperatorsRail PassengersCommutersCommuters on the UK's train networks expect good connectivity on the move. Wi-Fi is being rolled out on trains across the UK, and we forecast that 90% of passenger journeys on Department for Transport-franchised lines will benefit by the end of 2018. We are taking steps to drive progress towards faster and more reliable free Wi-Fi across the train network.In new rail franchises, train operators will be required to tackle 'not-spots' on their routes and deliver high-speed connectivity to ensure Wi-Fi is fast and reliable across routes serving the majority of their passengers, so they can send emails, browse the web and social media, and make calls using Wi-Fi calling.RoadsEnsure there is a reliable connection across major roads_5499adb2-03ac-11e7-b0dd-e6237fe62fe81.2.3.2UK MotoristsCoverage on UK motorways is high, with 97% receiving voice coverage from all operators. But significant improvements are needed to ensure there is a reliable connection across other major roads, not only so that consumers can make a call while on the move or in an emergency, but also as a means of enabling applications from real-time traffic alerts to emerging technologies such as connected and autonomous vehicles and smart motorways.The Emergency Services Mobile Communication Programme is an important step in this process. By opening up this infrastructure for commercial use as far as possible we will extend coverage across the UK, including improving commercial coverage on roads.Future NetworksAccelerate and de-risk the deployment of the next generation of digital infrastructure_5499b7da-03ac-11e7-b0dd-e6237fe62fe81.3Networks of the future: full fibre and 5G -- We have to encourage the market towards ubiquitous ultrafast services but balance the additional benefits of increasing speed against the costs today of providing the infrastructure. Government has an important role to play to accelerate and de-risk the deployment of the next generation of digital infrastructure - setting the structures; supporting experimentation and testing; helping to reduce the costs; and above all for leadership and setting ambition. At Autumn Statement 2016 we made a clear commitment to digital connectivity, including the allocation of £740 million from the National Productivity Investment Fund to support the market to roll out of next generation digital infrastructures.Ultrafast SpeedsDeliver ultrafast speeds_5499bdc0-03ac-11e7-b0dd-e6237fe62fe81.3.1There are existing networks that are capable of delivering ultrafast speeds (at least 100Mbps). Trials have demonstrated that G.Fast can provide ultrafast connections to premises up to around 300 metres from the cabinet - around 70% of premises. Cable (primarily provided by Virgin Media) is capable of delivering at least 200Mbps now, and there are plans to increase that speed. And the next iterations of each - XG.Fast and DOCSIS 3.1 - will give consumers even faster speeds.FibreCatalyse the market for alternative full fibre providers_5499c45a-03ac-11e7-b0dd-e6237fe62fe81.3.2Fibre ProvidersWhilst there are a number of interim technologies giving connectivity at ever faster speeds, we believe that the future of high-speed and high-quality connectivity lies in deeper, more extensive fibre networks. To promote this, we will invest £400 million in a new Digital Infrastructure Investment Fund, which we anticipate will be more than matched by private sector investors. This new fund will catalyse the market for alternative full fibre providers by ensuring that they can access the finance they need to help scale the UK market for full fibre broadband.FundingMake further public funding available for the roll-out of full fibre broadband networks in partnership with local authorities_5499ce14-03ac-11e7-b0dd-e6237fe62fe81.3.2.1Local AuthoritiesWe are also making further public funding available for the roll-out of full fibre broadband networks in partnership with local authorities across the UK. In December we published a Call for Evidence to ask stakeholders to consider and provide information on a series of options to support this deployment. The Call for Evidence has now closed, and further detail on next steps will be published at the Spring Budget 2017.Public NetworksConsider how public owned or funded networks might be used to increase fibre connectivity._5499d332-03ac-11e7-b0dd-e6237fe62fe81.3.2.2Janet Academic & Research NetworkNetwork RailPublic owned or funded networks, such as the Janet academic and research network, and Network Rail, offer another potential route to increase fibre connectivity. We will look at how these can be opened up to provide vital ‘backhaul’ infrastructure. This could help reduce the cost of fibre roll-out and consequently increase business and residential connectivity in hard to reach areas.5G StrategyDevelop a 5G Strategy to set out our vision for the next generation of mobile connectivity_5499d9b8-03ac-11e7-b0dd-e6237fe62fe81.3.35G is the next generation of mobile connectivity, and is currently in development. It is expected to represent a significant upgrade: providing ultrafast, low latency, and more reliable mobile connectivity, able to handle our ever-increasing data requirements. This should present huge opportunities to boost productivity and grow the economy. In addition to giving consumers and business users high quality connectivity, it will also support the development of the Internet of Things: the rapidly-increasing number of connected devices, from connected cars to digital health applications. New fibre infrastructure will play a crucial role in the future deployment of 5G, which is likely to require extensive use of small cells (essentially mini base stations), connected to the core network by backhaul (usually a fibre connection).We want the UK to take a leading role in the development and roll-out of 5G. If the UK is going to be at the forefront of the 5G revolution it will require concerted action from government, industry, academia and local areas both to develop the technology and deploy the networks to support it. We are developing a 5G Strategy, to be published at Spring Budget 2017, which will set out our vision for the next generation of mobile connectivity, and the steps we will take to realise that vision.Fibre & 5G TrialsFund a coordinated programme of integrated fibre and 5G trials_5499e494-03ac-11e7-b0dd-e6237fe62fe81.3.3.15G and fibre testbeds -- As part of the £740 million of investment in digital infrastructure announced at Autumn Statement 2016, we will fund a coordinated programme of integrated fibre and 5G trials to help make sure that we are in the best possible position to exploit the considerable potential of 5G and future digital services for UK consumers and businesses.SpectrumFree up 750 MHz of public sector spectrum in bands below 10 GHz by 2022_5499e9ee-03ac-11e7-b0dd-e6237fe62fe81.3.4Spectrum for connectivity -- Better use of radio spectrum will also facilitate further investment and innovation in 5G technologies. We will deliver on our commitment to free up 750 MHz of public sector spectrum in bands below 10 GHz by 2022, having already made over half (384 MHz) available to use since 2010.This includes continuing the approach set out in the 2014 Spectrum Strategy of charging government departments a market-based fee for their spectrum use, encouraging spectrum sharing and wherever possible making suitable spectrum available for advanced communications technologies such as 5G.FeesCharge government departments a market-based fee for their spectrum use_5499f0f6-03ac-11e7-b0dd-e6237fe62fe81.3.4.1Government DepartmentsSpectrum SharingEncourage spectrum sharing_5499ff10-03ac-11e7-b0dd-e6237fe62fe81.3.4.2Advanced CommunicationsMake suitable spectrum available for advanced communications technologies such as 5G._549a04c4-03ac-11e7-b0dd-e6237fe62fe81.3.4.3Skills & InclusionGive everyone access to the digital skills they need_c9272804-02e3-11e7-8e6b-ffeb7ee62fe82Young PeopleIf we want to increase our overall prosperity, to enjoy higher real wages, and if we want more opportunities for young people to get on, we have to raise our productivity. In a digitally-driven economy, that means ensuring that everyone has the skills they need to flourish, with nobody left behind.Adults in EnglandWe need to support everyone to develop the skills they need to participate in the digital economy and help all businesses harness the productivity benefits of digital innovation. To do this, we will ensure adults in England who lack core digital skills will not have to pay to access the basic digital skills training they need, mirroring the approach taken for adult literacy and numeracy training.Disrupted WorkersAnd, as jobs and whole industries are disrupted by digital innovation, we need to make sure those affected have the support they need to adapt.Digital Skills PartnershipWe will establish a new Digital Skills Partnership, working together with partners who are passionate about making a difference and who share our ambitions to tackle the digital skills gap. The Partnership will play a crucial role in helping people access digitally-focused jobs at a local level, bringing together technology companies, local businesses, local government and other organisations to identify digital job vacancies and take action to help people move into these jobs. We also need a strong pipeline of specialist skills - from coding to cyber - to support the tech industry and drive productivity improvements across the economy.Technology CompaniesLocal BusinessesLocal GovernmentsNational Citizen ServiceWe will deliver coding in the National Curriculum, from Key Stage One onwards, and we will take forward the recommendations of the Shadbolt Review to ensure computer science students have the real-world, up to date skills needed in the digital economy. To help more young people from a wider range of backgrounds consider a career in tech, we will support the National Citizen Service (NCS) in piloting new ways to include digital skills and careers in NCS programmes.For the UK to be a world-leading digital economy that works for everyone, it is crucial that everyone has the digital skills they need to fully participate in society.Although we live in an increasingly online world, a significant part of the population remains digitally excluded. One in 10 adults has never used the internet1 and many more are missing out on the opportunities the digital world offers, whether through lack of connectivity, digital skills or motivation. We must continue to address this digital divide between those who have been able to embrace the digital world and those who have not.We also need to turn our attention to those who have basic digital skills and connectivity, but lack the confidence and knowledge to make the most of the digital economy, whether at work or beyond. Many jobs have a digital element, and it is predicted that within 20 years 90% of all jobs will require some element of digital skills. Effective digital skills provision is essential to ensure the workforce is prepared for this and future technological changes.And as the digital economy grows, there will be even greater demand for people with specialist digital skills. At present, the UK has a supply of specialist skills that scores well above the EU average, but to keep ahead we will have to keep improving. As we leave the European Union, it will be even more important to ensure that we continue to develop our home-grown talent, up-skill our workforce and develop the specialist digital skills needed to maintain our world leading digital sector.We must also enable people in every part of society - irrespective of age, gender, physical ability, ethnicity, health conditions, or socio-economic status - to access the opportunities of the internet. If we don't do this, our citizens, businesses and public services cannot take full advantage of the transformational benefits of the digital revolution. And if we manage it, it will benefit society too. Our approach to delivering these objectives focuses on three strands:Digital Exclusionensure that we continue to tackle the root causes of digital exclusion and that everyone can increase their digital capability to make the most of the digital world_c92730ec-02e3-11e7-8e6b-ffeb7ee62fe82.1To close this divide we must take a more targeted approach to digital inclusion. As a first step, we will:Galvanisationexplore whether there are new ways to galvanise the sector to tackle digital exclusion._549a0c12-03ac-11e7-b0dd-e6237fe62fe82.1.1Therefore, we will undertake a feasibility study this year on the viability of using outcome commissioning frameworks, such as payment by results or social impact bonds, to tackle digital exclusion. This study will build the evidence base on whether there is sufficient appetite from investors, delivery partners and local authorities for this approach, and support the development of future innovative projectsTraining & Supportdevelop the role of libraries in improving digital inclusion to make them the 'go-to' provider of digital access, training and support for local communities._549a1644-03ac-11e7-b0dd-e6237fe62fe82.1.2LibrariesHow libraries deliver improved digital access and literacy -- Libraries have an important role to play in making sure everyone, in every part of the country, makes the most of the digital economy. Libraries tackle the barrier of access by providing a trusted network of accessible locations with free Wi-Fi, computers, and other technology. Over half of UK residents have a library card and 35.8% of people living in the most disadvantaged areas visit their library.With over 14,000 trained library staff, supported by volunteers, libraries also make significant inroads towards tackling the combined barriers of skills, confidence and motivation by offering skills training; helping people to understand the benefits that using the internet and accessing online services can bring; and increasing their confidence of the digital world by guiding them on their journey to become regular users of the internet.In 2014-15, 192,000 people were supported by almost half a million digital skills sessions across the library network.CharitiesPublic libraries work in partnership with charities and private partners such as Halifax, BT, and Barclays to improve the lives of some of the most socially and digitally excluded people.HalifaxBTBarclaysCode ClubsLibraries also support transformative initiatives like code clubs, Code Green and the innovative Make It Digital in partnership with the BBC.BBCMakerspacesLibraries are also increasingly helping people develop higher level digital skills. Several libraries across the country host makerspaces and FabLabs -- places where people can learn new skills, and collaborate on projects. Makerspaces also are democratising access to the latest technology, making high-tech equipment like 3D printers and laser cutters available to everyone. We will bring together people from across sectors to collaborate and support the expansion of makerspaces in public libraries in England.FabLabsGood Things FoundationTo do this we will work alongside national partners such as Good Things Foundation, who recently passed the milestone of having supported two million learners and aim to support an additional one million people to know the basics of the internet by 2020Local CommunitiesCollaboration & Initiativesincrease collaboration and deliver initiatives to help more citizens to confidently go online and take advantage of the internet_549a1bb2-03ac-11e7-b0dd-e6237fe62fe82.1.3Council for Digital InclusionCitizensuse the newly created Council for Digital Inclusion, which brings senior leaders from the private and charity sectors together with government, to increase collaboration and deliver initiatives to help more citizens to confidently go online and take advantage of the internetProjectsinvest in projects to support digital inclusion._549a22b0-03ac-11e7-b0dd-e6237fe62fe82.1.4NHSinvest £1.1 million through the NHS on projects to support digital inclusion. This will help the most excluded groups (such as homeless people, people with disabilities, people with mental health problems, and prisoners) to develop their digital skills so they can feel confident using online tools to manage their healthTargets & Metricsregularly assess our targets and metrics_549a2d0a-03ac-11e7-b0dd-e6237fe62fe82.1.5Throughout this we will regularly assess our targets and metrics to make sure they are fit for purpose and accurately measure discrepancies in digital capability between different demographic groups. This will ensure we are enabling all groups to overcome barriers to full digital inclusion.Digital Skillsdevelop the full range of digital skills that individuals and companies across the country need in an increasingly digital economy, and supporting people to up-skill and re-skill throughout their working lives._549a33c2-03ac-11e7-b0dd-e6237fe62fe82.2EducatorsDigital skills embedded in education -- We are already making progress to ensure that the next generation have the digital skills they need for work. In 2014, England was the first country in the world to mandate teaching coding to children at primary and secondary schools.Primary SchoolsSecondary SchoolsSchool ChildrenThe introduction of computing in the national curriculum means that our school children will be taught the knowledge and skills that employers will need.EmployersTeachersFor the computing curriculum to be successful teachers need to be well-equipped and supported to deliver it.Computing at School Network of Teaching Excellence in Computer ScienceThat is why we have provided funding for the Computing at School Network of Teaching Excellence in Computer Science, whose network of over 350 Master Teachers can provide continuing professional development to teachers needing to further develop their computing expertise.Computing GraduatesWe will also continue to encourage computing graduates into teaching, by providing generous bursaries of up to £25,000, and, in partnership with the British Computing Society, scholarships worth £27,500 for those training to be a teacher in 2017/18.British Computing SocietyCode ClubsOutside the formal curriculum there has been a number of new innovative initiatives providing young people with opportunities to develop their digital skills. For example:* there are now over 5,000 Code Clubs, using volunteers and top quality online material to give young people the opportunity to learn how to codeRaspberry Pi Foundationthe Raspberry Pi Foundation is providing low-cost, high performance computers to learners alongside outreach and education to make more young people access computing and digital makingBBCthe BBC Make it Digital programme partnered with over 25 organisations to provide the micro:bit (a pocket sized codeable computer) to every child in year 7 or equivalent across the UK to inspire them to develop their interest and digital creativity and get them creating technology and not just consuming itNational Citizen ServiceThe National Citizen Service working with Raspberry Pi to prepare young people for the workplaceCapgeminiThough young people are often thought of as 'digital natives', according to a recent Capgemini study, almost half of senior decision makers do not believe young people know how to use digital skills for work.Senior Decision Makers16 & 17 Year OldsThe National Citizen Service (NCS) helps 16 and 17 year olds to build skills for work life, take on new challenges and make new friends. The Government is committed to the expansion of the NCS so it becomes a rite of passage for all young people. In 2016, NCS reached 93,996 young people and with a high rate of engagement from young people that most need support, NCS is uniquely placed to help young people to engage with the digital economy.We will therefore ​support National Citizen Service and the Raspberry Pi Foundation ​to take forward a pilot that will test new ways to include digital skills and careers in NCS programmes. This could include hands-on coding experience, digital making, digital entrepreneurship and contact with creative technology-focused businesses to inspire participants to consider a career in the sector.Technical EducatorsOur Industrial Strategy green paper set out our plans to create a proper system of technical education to benefit the half of young people who do not go to university and to provide new, better options for those already in the workforce. The reforms will create 15 prestigious technical routes, as set out in the Skills Plan, encompassing both college-based and employment-based learning and providing a clear path to skilled employment. Relevant digital skills will also be included in all of these routes, meaning that everyone joining the workforce will have the digital skills required whatever job they choose.Institute for Apprenticeships and Technical EducationThe government will work with the Institute for Apprenticeships and Technical Education and industry professionals to determine what digital content will be included in the new technical education routes.Digital skills for a digital economy -- Individuals, businesses, government and other organisations must take steps now to ensure that we have the skilled and capable workforce needed in an increasingly digital world. As our modern industrial strategy sets out, a lack of digital skills is not only a barrier to people fulfilling their potential, but also a barrier to a more productive economy.Lifelong LearningEnsure that adults who lack core digital skills can access specified basic digital skills training free of charge._549a3ab6-03ac-11e7-b0dd-e6237fe62fe82.2.1AdultsThe rapid pace of technological change means digital techniques and technologies are also constantly evolving. The pace of technological change makes it difficult to predict the nature of digital skills that will be needed in future. Requirements will change quickly so we will need to up-skill people across their working lives. It is therefore essential for people to continue to develop their digital skills after they have left formal education.We will ensure that adults who lack core digital skills can access specified basic digital skills training free of charge, where it is made available by providers as part of the publicly-funded adult education offer. This will mirror the approach taken for adult literacy and numeracy training. Through this we will ensure everyone has access to the support they need to realise the benefits of the digital world. We will consult on the detail of this offer shortly.Digital Jobsdevelop a range of specialist digital skills to fill specific digital jobs._549a452e-03ac-11e7-b0dd-e6237fe62fe82.2.2Digital skills for digital jobs -- To develop and maintain our position as a leading global digital economy, we will also need to develop a range of specialist digital skills to fill specific digital jobs. An estimated 1.2 million new technical and digitally skilled people are needed by 2022 to satisfy future skills needs.At present, the UK has a supply of specialist skills that scores well above the EU average, but there are still significant improvements that must be made. For example, despite the growing need for workers with specialist digital skills, computer science graduates have the highest unemployment rate of any degree course at 10% after 6 months graduating,10 which is in part due to some graduates not leaving with the technical or professional skills needed by employers. To tackle this and the other specialist skills challenges, we are taking action across further, higher, and employment based education.Our reform of the technical education system will see the creation of a specialist digital route, with employers setting standards and specifying the knowledge, skills and behaviours that individuals will need. We have already seen employers collaborating with government in the development of digital apprenticeship standards, with 13 standards having already been approved for delivery and more still in development.We have also introduced new innovative digital degree apprenticeships. These include a degree which is an integral part of the apprenticeship and are designed by groups of employers to make sure apprentices achieve full occupational competence. They will provide the much needed skills that industry needs. The Degree Apprentices earn a wage while doing a job in their chosen profession.Ada, the National College for Digital Skills, opened in September 2016 and is supported by investment of £13 million from Government and £18 million from the Greater London Authority. The college will train 5,000 students over the next five years for a wide range of digital careers, such as software and database developers, user experience designers and tech entrepreneurs. We will fund Ada to develop a primarily online learning platform by summer 2017, which will pilot innovative techniques, gamified content and peer-to-peer elements to develop coding skills. Ada is also working with private sector organisations such as Bank of America Merrill Lynch, Deloitte and IBM. Google is partnering with the college to launch the Higher Level Apprenticeship in Digital Innovation Program. This will open up software engineering careers to students who want to experience working for a tech company, while at the same time studying towards a foundation degree in Computer Science.We have already committed £20 million to launch an institute to improve the quality of digital skills provision in the UK. This funding will be released through a competition run by HEFCE, inviting consortia from universities and business to set up an independent institute which will champion innovative ways to increase digital skill provision in higher education.We will build on this work over the coming months by:Work Experienceincrease the number of students undertaking work experience to develop their professional skills_549a4ace-03ac-11e7-b0dd-e6237fe62fe82.2.2.1Studentstaking forward the key recommendations from the Shadbolt Review of Computer Science Degree Accreditation and Graduate Employability. In particular, we will seek to increase the number of students undertaking work experience to develop their professional skills and will develop a revised degree course accreditation systemDigital Skills Languagedevelop a common digital skills language to help industry articulate the digital skills they are seeking in a widely understood way and to provide digital careers information in a way school children and graduates can fully understand_549a51d6-03ac-11e7-b0dd-e6237fe62fe82.2.2.2IndustrySchool ChildrenGraduatesAnalytic Britainwork with the Data Skills Taskforce to help implement key elements of the Analytic Britain report - Securing the Right Skills for the Data-Driven Economy, which makes a number of recommendations on data analysis skills_549a5d34-03ac-11e7-b0dd-e6237fe62fe82.2.2.3Data Skills TaskforceWorkforce DiversityEnable a more diverse digital workforce_549a62f2-03ac-11e7-b0dd-e6237fe62fe82.2.3WomenWomen are underrepresented in both the uptake of digital qualifications and in digital roles. Just 17% of people who work in the tech sector and only 9.5% of students taking computer science A level courses are female. Yet women make up almost half of the workforce. As we take forward our plans to boost digital skills in the workforce, we must ensure this imbalance is addressed.There are already a number of programmes doing valuable and innovative work to help more women into tech. These include:GCHQthe CyberFirst Girls competition, a competition run by GCHQ to inspire and encourage young girls to consider a career in cyberTechFuture Girlsthe TechFuture Girls programme, an out-of-the-box after-school club that has been specifically designed to encourage girls to stay engaged in ITCode First: GirlsCode First: Girls, which runs professional courses and networking events to help increase the number of women in techTechmumsTechmums, a five week course to help mums learn basic digital skillsMums in technology - A baby friendly coding school that offers a flexible way of learningMicrosoftMicrosoft's DigiGirlz events, which aim to encourage young women to get involved in science, technology, engineering and mathsSheMeansBusiness Partnershipthe SheMeansBusiness Partnership (by Facebook in collaboration with Enterprise Nation) that aims to deliver digital skills training to over 10,000 female entrepreneurs across the UKFacebookEnterprise NationFDMFDM Getting Back to Business programme, which supports women looking to return to work after an extended career breakWe will build on these by supporting further development of the Tech Talent Charter. The Charter outlines key measures that encourage organisations to think differently in support of a more diverse tech workforce. It will provide an impetus for change across the sector by providing organisations with tangible actions and principles they can adopt and embed into their organisations as outlined in the Charter for example adopting best practice guidelines for job descriptions. We have also set an ambition for 50% of students at Ada, the National College for Digital Skills, to be women by 2020.Alongside this work, we will ensure there is also relevant targeted support for other underrepresented groups, such as people with disabilities and those from minority background or lower socio-economic areas. This is not only the right thing to do, but it will play an important role in meeting our digital skills shortages.Cyber SecurityDevelop a Cyber Security Skills Strategy_549a69f0-03ac-11e7-b0dd-e6237fe62fe82.2.4IndustryAcademiaCyber security skills -- Despite our world leading cyber security expertise, we also have a cyber security skills shortage. We need to address the systemic issues at the heart of this shortage. In order to understand these issues and identify the actions needed to address them, we are developing a Cyber Security Skills Strategy, with input from industry and academia, to build on existing work and ensure that the UK has the required skills to keep the economy secure from cyber threats. The strategy will set out the UK's long term plans to develop a self-sustaining pipeline of talent.Alongside development of the strategy, we are undertaking immediate work to address some of the known issues, including:Cyber Schools Programme[conduct] an extra-curricular Cyber Schools programme for 14-18 year olds to provide specialist cyber security education for highly motivated students_549a7486-03ac-11e7-b0dd-e6237fe62fe82.2.4.114-18 Year OldsApprenticeships[support] higher and degree-level apprenticeships for critical sectors_549a7a62-03ac-11e7-b0dd-e6237fe62fe82.2.4.2ApprenticesRetraining[implement] a retraining programme to help those looking to change careers and join the cyber security profession, for which we have already run a 50-strong pilot_549a826e-03ac-11e7-b0dd-e6237fe62fe82.2.4.3University Degreescertify university degrees to ensure high-quality courses are identified and promoted_549a8d5e-03ac-11e7-b0dd-e6237fe62fe82.2.4.4UniversitiesAccreditationaccredit continuous professional development of teachers to ensure quality teaching_549a93d0-03ac-11e7-b0dd-e6237fe62fe82.2.4.5TeachersStandards Body[institute] a professional chartered body on cyber security to help set standards for the profession_549a9b3c-03ac-11e7-b0dd-e6237fe62fe82.2.4.6Collaboration[pursue] strong collaboration between the public, private and third sector to tackle the digital skills gap in a co-ordinated and coherent way, so the sum is greater than the parts and everyone everywhere has better access to the training they want_549aa6e0-03ac-11e7-b0dd-e6237fe62fe82.3UK Government... government will continue to work with partners to ensure that small businesses and charities have the skills they need to make the most of the digital economy.But we need to do more to make sure we build a country that works for everyone and where no-one is left behind. Far too often there is a correlation between where people live, their socio-economic circumstances and whether they have basic digital capability.Unemployed AdultsUnemployed adults, for example, are 5% more likely to lack the basic digital skills than the national average, and 24% more likely to lack these skills than high earners.5 In August 2016, 22% of adults in Blackburn had not used the internet in the last three months, compared with 7% of adults in Surrey.BusinessesBusiness-led digital skills programmes -- Many companies are already doing innovative work on addressing the digital skills challenge some of which have already been mentioned. This is very welcome. These are just some of the many current initiatives:MicrosoftMicrosoft recently launched a programme to train 30,000 public servants in a range of digital skills and alongside this launched a Cloud Skills Initiative to train 500,000 people in advanced cloud technology skills by 2020 and announced plans to make free online digital literacy training available to everyone in the UK.GoogleGoogle recently offered five hours of free digital skills training to anyone in the UK who is seeking to develop their digital skills. More information on Google’s Digital Garage initiative is available in Chapter 4.AmazonAmazon Web Services (AWS) re:Start is a free training and job placement programme for the UK to educate young adults as well as military veterans, reservists, and their spouses, on the latest software development and cloud computing technologies. AWS re:Start also offers work placements to 1,000 people as part of the programme.Lloyds BankLloyds Bank's 23,000 Digital Champions currently work with digital skills charities to deliver digital skills training across the community where it is most needed. Lloyds also produces two important, large-scale annual reports (the Business Digital Index and the Consumer Digital Index), which track the digital capabilities of small businesses and charities, as well as the digital and financial capabilities of adults across the UK.BarclaysBarclays runs the Digital Eagles programme to help people develop their digital skills and confidence so they are able to fully take advantage of all things digital, including, but not restricted to, digital banking.BTBT fund and run the Barefoot Computing Project which provides free cross-curriculum computer science resources and volunteer-led CPD workshops to help primary school teachers with no previous computer science background feel confident in delivering the curriculum. Working in collaboration with BCS, The Chartered Institute for IT, the project has already reached 33,000 teachers and through them, 1 million primary school children since its launch in September 2014.HPHP currently runs its Digital Schools Awards programme which provides a pathway and resources for schools seeking to do more with digital technology. In the UK and Republic of Ireland more than 2000 schools have already signed up involving over 350,000 students.AccentureThe Accenture Skills to Succeed Academy is an innovative online learning solution designed to help young people build their employability skills and confidence. Through partnerships with the Department for Work and Pensions (DWP), National Careers Service, Careers Wales and Skills Development Scotland, the scheme has already reached more than 100,000 people across the UK.CiscoCisco's Networking Academy programme provides IT skills and career building material and support for learning institutions and individuals.O2O2 aims to help 20 million people engage better with technology by 2020 through its online safety partnership with the NSPCC; through opening up digital skills, social action and work experience opportunities for young people through its GoThinkBig platform; and through helping customers live smarter and more sustainable through connected devices.AppleApple's Everyone Can Code is a new approach to coding that lets everyone learn, write and teach coding and helps build apps that bring ideas to life. Apple Teacher Program is a free professional learning program designed to support and celebrate education using Apple products for teaching and learning. Apple retail hold regular free workshops for people of all experience levels along with youth programs such as Apple Summer Camp and Apple Field Trip.SamsungSamsung Digital Classrooms offer an engaging and collaborative educational environment for nurturing the talent of the future. In schools classrooms are provided with a suite of Samsung technology as well as teacher training, connectivity and maintenance support. Samsung Digital Academies provide vocational training and qualifications in technology for young people to open opportunities for employment.Sky Academy Skills StudiosSky Academy Skills Studios provide a half-day interactive experience giving 8-18-year olds the chance to come behind the scenes at Sky and make their own TV report, linked to topics they are studying at school. Sky Academy Careers Labs provide a full day careers experience to 16 to 19-year-olds offering the chance to learn about jobs in media, business and technology.Working together: A more collaborative, coordinated and targeted approach to digital skills -- Government is by no means the only provider of digital skills training, and nor should it be. Employers and companies - national and local - all have a role to play in developing the digital skills and businesses need to thrive in the digital economy.Digital Skills PartnershipEstablish a new Digital Skills Partnership_549aace4-03ac-11e7-b0dd-e6237fe62fe82.3.1Digital Skills PartnershipThe Partnership will bring together technology companies, local businesses, local government, charities and other organisations. It will facilitate coordination between the various programmes, including the sharing of knowledge and best practice. The Partnership will also examine options for improving the coherence of digital skills provision, for example by setting ambitions for increasing the level of certain types of training on offer and agreeing how it can be targeted where it is needed most. In doing so, it will make it easier for individuals to find the training that’s right for them, and to ensure that training opportunities are available across the country.New digital skills commitments -- To support the strategy and the aspiration of the Digital Skills Partnership, a number of organisations have committed to being even more ambitious in extending their reach and scale of their programmes:Lloyds Banking GroupLloyds Banking Group as part of its Helping Britain Prosper Plan has pledged to train face to face 2,500,000 individuals, SMEs and charities on digital skills, including internet banking, by 2020.BarclaysBarclays has pledged to expand the number of Digital Eagles, there are currently 16,000, with a focus in 2017 on cyber skills. In addition to this, in 2017, Barclays has pledged to grow its UK Eagle Lab network by up to 100% (which would be a total of up to 18 sites) which supports high growth tech businesses and the wider digital enablement of their local communities; teach basic coding to 45,000 children; assist up to 1,000,000 people with general digital skills and cyber awareness; and will run an extensive and nationwide range of webinars and face to face training events, covering cyber security, data analytics and digital marketing, for SMEs.GoogleGoogle has pledged to launch a Summer of Skills programme in coastal towns across the UK. It will develop bespoke training programmes and bring Google experts to coach communities, tourist centres and hospitality businesses across the British coasts. This will accelerate digitisation and help boost tourism and growth in UK seaside towns. This new initiative is part of a wider digital skills programme from Google that has already trained over 150,000 people.BTBT has pledged to reach a further 500,000 children by end of 2017/18 academic year through its Barefoot Computing Project programme. BT has also pledged to offer 750 work placements to disadvantaged young people not in education or employment across the UK in 2017, to help improve their tech literacy.AccentureAccenture, in recognition that digital skills are key to employability, is partnering with FutureLearn, and has pledged to create a brand new Digital Skills Programme, which maximises effective learning through online collaboration. Over the coming months, Accenture will work with a number of partners, who collectively have a reach of over 100,000 people across the UK, to scale the programme nationally.HPHP has pledged to introduce in the UK its HP Graphics Education Programme. This will empower the next generation of digital printing graduates with the skills they need to work in the rapidly changing digital printing space. HP will share content and knowledge with selected schools, institutions and partners and open HP’s demo and training centres to the most talented students through dedicated Summer Camps. HP Inc has also pledged to expand its Learning Studios initiative to more schools across the country. This will equip these schools with the latest education technologies with appropriate support to teachers and help improve IT skills, expose students to innovative skills and concepts such as design thinking, three dimensional design, and social entrepreneurship. The HP Foundation has also pledged to bring to the UK a free online learning platform - HP LIFE to improve business, IT and digital skills for disadvantaged groups in the UK. It aims to reach 6000 new UK users over the next 5 years.CiscoCisco, through its Cyber Badge programme, is pledging to extend its Cyber Detective project by providing cyber security training to children aged 16-18 through free interactive online courses, and certification following successful completion of tasks related to the training. In the first instance, Cisco are aiming to reach over a thousand students through this new programme.IBMIBM ran three successful Summer Schools for Primary School Computing events in Warwick, Manchester and London in 2016 to help equip teachers to teach the computing curriculum more effectively. IBM has pledged three more summer schools in 2017.LEPsThe Partnership will also play a crucial role in helping people access digitally-focused jobs at a local level. We will explore how to identify digital vacancies area-by-area, and where possible look to make this data available to local authorities, combined authorities, LEPs and others. We will encourage and support local partnerships of government and business to make use of this data to tackle digital skills shortages in their area. Actions to address these shortages could include local firms offering more digital apprenticeships, or careers advice and work experience to local schools. It could also include national and international firms making training packages available to local partnerships. By identifying and acting on digital skills shortages at a local level, we will help more people across the country to access the training and information they need to move into highly-skilled, well-paid digital jobs across the economy.LeedsCase study: Approach to identifying local skills needs in LeedsWith over 15,000 digital jobs, Leeds is one of the UK's largest centres for the digital economy outside London. Leeds is benefitting from rapid growth of established digital firms such as SkyBet, aql, Call Credit, EMIS and TPP, as well as start-ups and scale ups, and also organisations with large digital teams such as Asda, DLA Piper, big financial services firms, and the NHS.Leeds City Council convened the Leeds Digital Board, a group of digital employers, education and training providers, and the Leeds City Region LEP to work together to promote and grow the sector, and to tackle skills gaps.The first step was to understand the issues. The Leeds-based big data consultancy, Bloom, were commissioned to identify digital employers. They collated data from Companies House, a scrape of company websites, twitter data and existing lists to identify all the businesses in Leeds undertaking digital projects. Analysis of skills gaps and vacancies was undertaken by Herd, a Leeds firm who run a job board for tech.This analysis was used to develop the Leeds Digital Skills Action Plan. This sets out a range of short term measures to connect skilled people to digital jobs, such as the Leeds Digital Jobs Fair, promoting Leeds at jobs fairs in London, and twelve week "bootcamps" to get people job-ready for the digital sector. It sets out measures to develop the future talent pipeline, including graduate schemes, digital apprenticeships, degree apprenticeships, initiatives to encourage more women to pursue careers in tech, and the ambition for a code club in every Leeds school.All of these initiatives and programmes are hugely welcome. However, the sheer number of programmes and offers can make it difficult for some people to know which training opportunities best suit their needs. Some programmes focus on basic digital skills for individuals; others focus on digital training for businesses. There can often be several programmes operating in one area - and sometimes none in others.Government has no desire to centrally control these valuable initiatives and activities. But there is an opportunity for government to play an important role in convening and providing coherence to all those active in this area. We will therefore establish a new Digital Skills Partnership, working together with partners who are passionate about closing the digital skills gap. Digital SectorsMake the UK the best place to start and grow a digital business_c92735b0-02e3-11e7-8e6b-ffeb7ee62fe83Digital SectorsDigital BusinessesSouthamptonWest CornwallDundeeHullLeedsLiverpoolManchesterNewcastleSheffieldSunderlandLeading SectorsWe already have globally leading sectors in artificial intelligence, cyber security, FinTech, gaming, virtual reality and GovTech. And our fusion of digital and creative expertise also gives us the leading edge in many other sectors including design and advertising. Government programmes are supporting the UK's development of the Internet of Things (IoT) and Autonomous Vehicle technologies. HealthTech and EdTech both provide major underexploited economic opportunities to the UK, as well as helping to create the world-class public services that our people deserve.RegulatorsTo create the right conditions for growth, we will work with independent regulators to encourage innovation-friendly regulation that creates a positive context for the adoption of new technologies as well as giving them democratic legitimacy and a world-leading framework in which to operate, from drones to data. At Autumn Statement 2016 we announced that we would invest an additional £4.7 billion by 2020-21 in R&D funding, the biggest increase in public R&D investment of any parliament since 1979, to ensure British business remains at the cutting edge of scientific and technological discovery. Our Industrial Strategy green paper began a consultation on the priority challenges for a new Industrial Strategy Challenge Fund, which will help the UK capitalise on its strengths in science and innovation such as robotics, clean energy and biotechnology. Artificial Intelligence IndustryWe welcome the work of Professor Dame Wendy Hall, Regius Professor of Computer Science at the University of Southampton, and Jerome Pesenti, Chief Executive of BenevolentTech, who will undertake a review of how we can create the conditions for the artificial intelligence industry to thrive and grow in the UK.Wendy HallProfessor Dame Wendy Hall, Regius Professor of Computer Science at the University of SouthamptonJerome PesentiChief Executive of BenevolentTechFinancial SectorThe UK is already a world centre for finance, and home to a great deal of investment finance. Overall, investment in UK technology businesses is buoyant. A record £1.57 billion of equity finance was invested in the digital sectors in 2015, more than four times the level of investment in 2011. We want to see this continue, and we have announced a number of steps to help businesses to secure the finance they need to grow throughout their life. In addition to these actions, we will work to establish a network of UK Tech Hubs in five developing countries. Working alongside the existing hub in Israel, these hubs will boost our impact in emerging digital economies around the world.Our industrial strategy involves identifying our strengths and building on them. The digital economy is a vital part of that: as we build a great, global trading nation, we will remain a world leader in innovation, building and using the most advanced technology that delivers incredible content and services. We have some of the most exciting start-ups in the world, and some of the strongest technology clusters. We want to build on that: we want the UK to be the best place to start and grow a digital business. To achieve this we need flourishing ecosystems and strong technology sectors, spread across the UK. In 2014 there were almost 200,000 digital businesses in the UK. They supported 1.4 million jobs across whole country - the fastest growing digital hubs from 2010-14 were Southampton, West Cornwall and Dundee. Tech City UK's Tech North programme is helping to catalyse the development of the tech ecosystem around the seven northern cities of Hull, Leeds, Liverpool, Manchester, Newcastle, Sheffield and Sunderland - while the Northern Powerhouse’s tech businesses produce £9.9 billion GVA, with Manchester identified as the biggest cluster outside of the South East. There are similar programmes underway in other parts of the country, such as Tech East, and Croydon Tech City.InnovationSupport innovation._c927395c-02e3-11e7-8e6b-ffeb7ee62fe83.1The Industrial Strategy green paper set out the government’s ambition to create the conditions for competitive, world-leading businesses to prosper and grow right across the UK. The following outlines the steps we are taking to create this environment for digital sectors.Tax SystemCreate an innovation and entrepreneur-friendly tax system._c92740dc-02e3-11e7-8e6b-ffeb7ee62fe83.1.1EntrepreneursAn effective tax structure -- We have already created one of the most innovation and entrepreneur-friendly tax systems in the world.Corporation TaxesDeliver highly competitive headline corporation tax rates._c92744c4-02e3-11e7-8e6b-ffeb7ee62fe83.1.1.1CorporationsThe government has delivered highly competitive headline corporation tax rates and introduced a range of initiatives to further support innovative businesses. This includes the Patent Box, which enables companies to apply a reduced 10% rate of corporation tax to profits earned from patented inventions.Equity FinanceHelp small, early stage companies raise equity finance._c927487a-02e3-11e7-8e6b-ffeb7ee62fe83.1.1.2Support is also in place to help small, early stage companies raise equity finance through the Seed Enterprise Investment Scheme (SEIS), which offers tax reliefs to individual investors who purchase new shares in those companies.Tax ReliefOffer tax reliefs to investors in high risk and growing companies._c9274fdc-02e3-11e7-8e6b-ffeb7ee62fe83.1.1.3InvestorsIt complements the Enterprise Investment Scheme (EIS), which offers tax reliefs to investors in high risk and growing companies. SEIS is intended to recognise the particular difficulties which very early stage companies face in attracting investment, by offering tax relief at a higher rate.Tax ReviewReview the tax environment for R&D to examine whether there is more we could do to stimulate private sector investment._c9275414-02e3-11e7-8e6b-ffeb7ee62fe83.1.1.4Private SectorWe are currently undertaking a review of the tax environment for R&D to examine whether there is more we could do to stimulate private sector investment and make the UK an even more competitive place to innovate.SkillsDevelop needed skills._c92758d8-02e3-11e7-8e6b-ffeb7ee62fe83.1.2Digital BusinessesDigital sector companies employ around 80,000 people from other European Union countries, out of the total 1.4 million people working in our digital sectors. The government has been clear that it wants to continue to attract the brightest and best to study and work in Britain after we leave the EU.Prime MinisterThe Prime Minister has said that she wants the UK to be a magnet for international talent and a home to the pioneers and innovators who will shape the world ahead, and that openness to international talent must remain one of this country’s most distinctive assets.Technology SectorWe recognise the importance which the technology sector attaches to being able to recruit highly skilled staff from the EU and around the world.Migration Advisory CommitteeAs one part of this, we have asked the Migration Advisory Committee to consider whether the Tier 1 (Entrepreneur) route is appropriate to deliver significant economic benefits for the UK, and will say more about our response to their recommendations soon.EU NationalsWe also recognise that digital businesses are concerned about the future status of their current staff who are EU nationals. Securing the status of, and providing certainty to, EU nationals already in the UK and to UK nationals in the EU is one of this Government's early priorities for the forthcoming negotiations.Tech CityWe continue to support Tech City UK's key role in attracting world class talent into the UK’s digital sectors through the Tech Nation Visa Scheme.EmployeesA strong supply of skilled workers -- Digital businesses need a supply of employees with the right digital skills if they are to flourish. This means developing the skills we need domestically, and Chapter 2 covers how we will develop a strong pipeline of digital skills within the UK.RegulationEnsure that regulation is open to realising the benefits of new and disruptive digital innovations, while continuing to protect the public._c9276058-02e3-11e7-8e6b-ffeb7ee62fe83.1.3Regulation that keeps pace with technological change -- An innovation-friendly regulatory environment is crucial to allowing university researchers and digital companies to develop, test and sell their ideas, goods and services. The quality and agility of regulation can often make or break disruptive innovation, which rarely fits neatly into existing regulation. We will work with the independent regulators to ensure that regulation across sectors is open to realising the benefits of new and disruptive digital innovations, while continuing to protect the public. Companies developing new technology will be able to get a fair hearing from government on any regulatory or competition issues that they feel are impeding their businesses.Challenger Business ProgrammeEstablish an environment in which innovative businesses can thrive_c9276486-02e3-11e7-8e6b-ffeb7ee62fe83.1.3.1BusinessesUltimately, businesses rather than the government are best placed to identify what companies need to enhance their competitiveness as a sector. That is why our Industrial Strategy green paper proposes to set an ‘open door’ challenge to industry to come to the government with proposals to transform and upgrade their sector through sector deals. As part of these deals, sectors will be able to identify how companies within a sector and government could take action to increase their prospects of success, and this could include addressing a regulatory issue or deregulating.The Challenger Business Programme has also helped establish an environment in which innovative businesses can thrive, and is another channel for businesses to alert government to regulatory barriers to growth. It has helped 400 businesses since its launch in 2013 and will now be expanded as part of the government's Industrial Strategy. We want to undertake more deep dives into emerging sectors, and are keen to hear from industry about new areas the programme could look to explore. We also want to intensify our efforts on driving through the recommendations from previous Challenger Business reviews.IPMake sure that the IP rules keep up with technological change._c9276864-02e3-11e7-8e6b-ffeb7ee62fe83.1.3.2If innovation is to flourish, a dynamic and flexible intellectual property (IP) regime is also vital. We need to make sure that the IP rules keep up with technological change. We will, for example, conduct research to look at 3D printing technology and how IP rights apply to 3D files and products. We will legislate through the Digital Economy Bill to give designers a new way of giving the public notice of their IP rights with a web address. And the Intellectual Property Office will make sure that UK digital businesses can easily find the advice on IP they need.Financial ServicesSupport access to financial services for all consumers_c9277048-02e3-11e7-8e6b-ffeb7ee62fe83.2ConsumersFinTech: a UK success story supporting access to financial services for all consumers -- The UK is the global capital for financial technology, or ‘FinTech’, which generated £6.6 billion in revenue and raised over £500 million of investment in 2015 alone. It is disrupting established processes and changing the ways that consumers interact with financial services. In doing so, it is radically reducing the cost of accessing financial services and broadening the range of services available. This is allowing those who may previously have struggled to access financial services to do so, and providing consumers with the tools they need to manage their finances well. The government and regulators are taking a significant number of actions to support the UK FinTech industry:Open Bankingsupport the banks to deliver Open Banking through a fully open application programming interface (API), providing ongoing access to authorised third parties by Q1 2018. _c9277476-02e3-11e7-8e6b-ffeb7ee62fe83.2.1BanksThird-parties will then be able to access consumers data in real-time, thereby allowing them to offer budgeting tools to support individuals in managing their financesPensions Dashboardsupport industry to design and deliver a pensions dashboard by 2019 -- a digital interface where an individual can view all their pensions in one place, enabling consumers to make more well-informed decisions about their pensions_c927785e-02e3-11e7-8e6b-ffeb7ee62fe83.2.2 RetireesPensionersStrategywork with Tech City UK on a FinTech delivery panel to set out a long-term strategy for UK FinTech, identify key industry initiatives to deliver this, and drive forward progress._c927811e-02e3-11e7-8e6b-ffeb7ee62fe83.2.3This panel comprises key representatives from the FinTech sector, existing financial services sector, and the Financial Inclusion Commission, given the significant potential of FinTech in supporting financial inclusion.FinTech Envoysappoint regional FinTech envoys to ensure the continued growth of FinTech across the UK._c927856a-02e3-11e7-8e6b-ffeb7ee62fe83.2.4FinTech EnvoysNorthern PowerhouseScotlandTo date, regional FinTech envoys have been appointed for the Northern Powerhouse and ScotlandProfessional Serviceslaunch a professional services information hub_c9278970-02e3-11e7-8e6b-ffeb7ee62fe83.2.5FinTech Conferenceshowcase the best of British FinTech to investors at the annual International FinTech Conference, to take place on 12 April 2017_c9279244-02e3-11e7-8e6b-ffeb7ee62fe83.2.6Bank of EnglandSupport the FinTech sector_c927969a-02e3-11e7-8e6b-ffeb7ee62fe83.2.7Bank of EnglandThe Bank of England is also supporting the FinTech sector by:New Bank Start-up Unitestablish the New Bank Start-up Unit in January 2016 (in partnership with the Financial Conduct Authority)._c9279aa0-02e3-11e7-8e6b-ffeb7ee62fe83.2.7.1New Bank Start-up UnitFinancial Conduct AuthorityNine new UK banks have been authorised in this parliamentNon-Bank Paymentsexpand access to central bank money to non-bank payments service providers, allowing them to compete on a level playing field with banks_c927a464-02e3-11e7-8e6b-ffeb7ee62fe83.2.7.2Non-Bank Payments Service ProvidersSecurities Settlementbe open to providing access to central bank money for new forms of wholesale securities settlement, such as those based on Distributed Ledger Technology_c927a982-02e3-11e7-8e6b-ffeb7ee62fe83.2.7.3Digital Currencyproactively seek contributions from a wide range of perspectives and disciplines to feed into its long-term research into the impact of a digital currency on monetary and financial stability and whether new technology has the potential to be used to provide wider access to central bank money, via a Central Bank Digital Currency_c927adb0-02e3-11e7-8e6b-ffeb7ee62fe83.2.7.4FinTech Innovationspartner with FinTech companies through a Bank of England FinTech Accelerator to help harness FinTech innovations for central banking_c927b670-02e3-11e7-8e6b-ffeb7ee62fe83.2.7.5R&DIncrease the level of research and development_c927bb20-02e3-11e7-8e6b-ffeb7ee62fe83.3Research CouncilsInnovate UKGovernment provides approximately £600 million of support each year through Innovate UK's programmes and competitions. This support has been instrumental to the success of some of the UK's leading digital start-ups, including Swiftkey and Magic Pony.SwiftkeyMagic PonyAlan Turing InstituteIn 2015, we launched the Alan Turing Institute, a joint venture of leading UK universities to undertake research using advanced mathematics, computer science, algorithms and big data. With £42 million from the government, it has already secured £35 million from private and partner organisations.Digital CatapultThe Digital Catapult and the Hartree Centre also continue to help researchers and businesses develop technologies and bring them successfully to market.Hartree CentreEngineering and Physical Sciences Research CouncilWe will also award £17.3 million in Engineering and Physical Sciences Research Council (EPSRC) grants to support the development of new Robotics and Artificial Intelligence (RAI) technologies in UK Universities.UK UniversitiesUniversity of ManchesterOne project, led by the University of Manchester, will develop robotics technologies capable of operating autonomously and effectively within hazardous environments such as nuclear facilities, while researchers at Imperial College London will look to make major advances in the field of surgical micro-robotics.College LondonUK Robotics and Autonomous Systems (UK-RAS) NetworkThis funding also includes £6.5 million capital investment to support further collaboration within the UK Robotics and Autonomous Systems (UK-RAS) Network.UK Robotics ResearchersThis will enable the UK's robotics and artificial intelligence researchers to accelerate the translation of fundamental research into enabling technologies and promote cross-sector growth.UK Artificial Intelligence ResearchersThe UK supports on average £1.3 billion a year in digital R&D, through the private sector, public investment by the Research Councils and Innovate UK, and research carried out by the government itself. We have world-class universities and laboratories, whose excellence is one of the key guarantees of our global tech leadership. Business expenditure on digital R&D exceeded £3.2 billion in 2015 - 15% of all business R&D expenditure.Digital CatapultProvide a space for technologists, creatives from business and academia to collaborate and develop their new ideas and showcase their products to the UK and the rest of the world._c927bf6c-02e3-11e7-8e6b-ffeb7ee62fe83.3.1Digital Catapult CentreThe Digital Catapult Centre is a space for technologists, creatives from business and academia to collaborate and develop their new ideas and showcase their products to the UK and the rest of the world. It enables UK digital businesses to innovate at speed, and with less risk, so new products and services can be accelerated to market.TechnologistsCreativesDigital Manufacturersaccelerating adoption of digital technologies to increase productivity and the creation of new value in UK manufacturingDigital Health and Care Providersenabling people to live longer, happier, healthier lives through digital technologyCreative Industriescreating new markets for the UK’s Creative Industries using emerging digital technologies; making the UK the best place in the world to create content for immersive systemsUK Research and InnovationIn the Chancellor's Autumn Statement the government announced a further £4.7 billion in R&D funding to enhance the UK's position as a world leader in science and innovation, and we need to make sure we are getting the most from this investment. As a key part of this, we are taking forward the recommendations of the Nurse Review, and creating UK Research and Innovation (UKRI), in order to ensure that the UK continues to support world-leading research and innovation, investing public money in the best possible way.Its new strategy outlines the key technologies it will focus on moving forward: * data-driven: new ways to work with personal data with more control and trust, applications of blockchain and smart contracts, cybersecurity particularly for emergent threats * connected: the Internet of Things, and associated enabling networking technologies such as Low-Power Wide-Area Networks (LPWAN) and 5G * intelligent: artificial intelligence and machine learning * immersive: augmented, virtual and mixed reality, haptics and related new forms of human machine interface It will initially apply these in three market sectors through large scale programmes ...Industrial Strategy Challenge FundCreate an Industrial Strategy Challenge Fund to help the UK capitalise on its strengths in science and innovation._c927c854-02e3-11e7-8e6b-ffeb7ee62fe83.3.2We are creating an Industrial Strategy Challenge Fund to help the UK capitalise on its strengths in science and innovation. This new funding stream will enable UKRI to back technologies at all stages, from early research to commercialisation, where the UK has the potential to take an industrial lead. The Industrial Strategy Challenge Fund will focus on challenges where: * the global market is potentially large, or fast growing and sustainable * the UK has capabilities to meet market needs in terms of research strength and business capacity * there are significant social and economic benefits * there is evidence that government support will make a difference The Industrial Strategy green paper initiated a consultation on the first set of technologies which the Fund could support, which included: * smart, flexible and clean energy technologies (such as storage, including batteries, and demand response) * robotics and artificial intelligence (including connected and autonomous vehicles and drones) * satellites and space technologies * leading edge healthcare and medicine * manufacturing processes and materials of the future * bioscience and biotechnology * quantum technologies * transformative digital technologies including supercomputing, advanced modelling, and 5G mobile network technology These are early suggestions for potential challenge areas and there may be more opportunities - for example, in the creative industries.Early-Stage SupportSupport early-stage digital companies and innovators in universities._c927ce76-02e3-11e7-8e6b-ffeb7ee62fe83.3.3Digital CompaniesInnovatorsThe UK is home to many top academic and research institutions, which act as excellent ecosystems to cultivate the next generation of future founders and employees in the digital sectors. The government is committed to supporting institutions to have the right structures for students to pursue entrepreneurial activities. There are examples around the world which demonstrate the importance of an educational institution acting as a pipeline for talent. For example, California’s Stanford University runs 145 education courses on enterprise6 which feed into Silicon Valley employment opportunities. There are fantastic examples in the UK too, for example the University College London Innovation and Enterprise creates a bridge between UCL’s computer science departments and practical enterprise modules and training; Durham University combines their career services with an enterprise incubator to embed the idea of being a founder as a viable postgraduate career; and Cambridge Enterprise was formed by Cambridge University to specifically focus on spinning out start-ups from academics and students, including creating successful tech and data companies by providing seed funding. We believe that every computer science student should have the space and support to explore building tech start-ups that will shape their digital employment prospects and to become tech founders. Building on the government’s creation of over 200 enterprise societies and clubs through the National Association of College and University Entrepreneurs, we will work with partners to develop a more unified approach to encourage students to become digital entrepreneurs. This will include recognising computer science students who are spinning out promising start-ups and linking their companies to funders and other opportunities.Digital BusinessesSupport digital businesses._c927d36c-02e3-11e7-8e6b-ffeb7ee62fe83.4Digital BusinessesCommercialisationCommercialise ideas._c927dc9a-02e3-11e7-8e6b-ffeb7ee62fe83.4.1Government can play an important role in helping entrepreneurs and early-stage digital companies turn ideas into viable businesses through interventions such as accelerators, mentoring, and export assistance. While the UK has a world-leading track record in research and innovation, we have a challenge in translating our leadership in global research into commercial outcomes. While the UK produces a similar number of spin-off companies as US universities, we register far fewer patents. From the development of medical imaging technologies to biotechnology, the UK has too often pioneered discovery but not realised the commercial benefits. Our Industrial Strategy green paper outlined a number of actions to address this. As part of this we have commissioned independent research on approaches to commercialisation in different institutions, including how they approach licensing intellectual property and taking equity in spin-outs. BEIS’s Chief Entrepreneurial Advisor, tech entrepreneur Tim Dafforn, will also lead a review to take stock of the support currently available to entrepreneurs and consider international best practice, with the aim of identifying any potential gaps in current policy. The review will examine the entire entrepreneurial journey, focusing on the motivations and opportunities for those embarking on business ventures, from education to business development and growth.Emerging TechnologiesSupport emerging technologies._c927e1ae-02e3-11e7-8e6b-ffeb7ee62fe83.4.2Wendy HallSector deals offer another important channel to support specific industries. They offer an opportunity for important players to join together and address shared challenges and opportunities they face. We are therefore pleased to support reviews into the following important and rapidly growing sectors, which could inform potential sector deals. Professor Dame Wendy Hall, Regius Professor of Computer Science at the University of Southampton, and Jerome Pesenti, Chief Executive of BenevolentTech, will conduct a review of how industry and government can create the conditions for the artificial intelligence industry to continue to thrive and grow in the UK. The review will consider the core challenges such as skills and access to talent, access to data, and access to finance and investment.Jerome PesentiChief Executive of BenevolentTech,Royal SocietyThis review will build on the work on machine learning by the Royal Society, and it will complement, but remain separate from, the ongoing work by the British Academy and Royal Society on data ethics and governance, which will also cover ethical issues around AI.British AcademyPeter BazalgetteAs outlined in the Industrial Strategy green paper, Sir Peter Bazalgette will conduct an independent review into how the UK's creative industries, such as our world-leading music and video games industry, can help underpin our future prosperity by utilising and developing new technology, capitalising on intellectual property rights, and growing talent pipelines.Virtual Reality SectorIn addition to these reviews, government will consider how it can further support the virtual reality (VR) and augmented reality (AR) sectors in the UK, considering how these industries could seize opportunities for growth.Augmented Reality SectorBlipparThe UK is home to a number of innovative firms working in this sector, including Blippar, Improbable.IO, Ultrahaptics, and a host of world-leading production houses specialising in VR or AR content. As an international hub for the cultural and creative industries, and with our strengths in research and computer science, the UK is well placed to take advantage of global growth in these sectors.Improbable.IOUltrahapticsDigital Catapult CentreThe Digital Catapult is already helping advance next generation virtual and augmented reality businesses. Earlier this month, it launched Augmentor, an equity free 10-week programme to provide technical and business mentorship to start-ups in this space. Successful applicants will have access to the Digital Catapult Centre in London as a space to work and collaborate, as well as the state-of-the-art Immersive Lab at the centre.From the Internet of Things and connected and autonomous vehicles, to artificial intelligence and virtual reality, the UK already has world-leading businesses developing and using new technologies. Government can support the growth of these emerging technology sectors through strategic interventions. The following boxes look at two technologies where we are already playing an active role.Connected & Autonomous Vehicles_c927e6ae-02e3-11e7-8e6b-ffeb7ee62fe83.4.2.1Connected and autonomous vehicle technologies are set to transform our roads and could offer huge benefits including improved road safety, traffic flow, efficiency and mobility, together with significant opportunities for UK industry. We want to ensure the UK is at the forefront of these developments and we will work with industry and road network managers to understand the changes necessary to make this a reality, including improved connectivity on the road network. Our regulatory framework already supports real-world testing of automated vehicle technologies, and our world-leading ‘test anywhere’ approach, which encourages co-operation between a variety of organisations, is helping to attract international companies to test their vehicles on our roads. We are keen to ensure that we are acting at speed to put in place the necessary regulatory framework to enable the safe sale and use of this technology, and will be taking forward a rolling programme of reform, engaging with industry and international partners to identify where to focus our efforts. We have also provided over £100 million of funding to support research, development and real-world demonstrations of connected and autonomous vehicles, matched by industry. Our driverless car trials have commenced public demonstrations in Milton Keynes, and projects in Bristol, Greenwich and Coventry will go live soon. In February 2016 we awarded £20 million to 21 new collaborative research and development projects, and in August 2016 we launched a further £35 million research competition, one part of which involves a grand challenge demonstration of a highly autonomous vehicle operating in a variety of conditions on public roads. We are consolidating this effort to assert a world leadership position in the demonstration and deployment of connected and autonomous vehicle technologies. In his 2016 Autumn Statement, the Chancellor announced £100 million for new connected and autonomous vehicle testing infrastructure. The funding will be used to develop a high impact programme (to be matched by industry up to £200 million) over four years to provide a globally competitive testing ecosystem for these technologies by strengthening and integrating our existing centres of excellence.IoT & Smart Infrastructure_c927f04a-02e3-11e7-8e6b-ffeb7ee62fe83.4.2.2The Internet of Things and Smart Infrastructure -- The Internet of Things enables connected objects and devices containing sensors to share data, information and insights - from industrial machines, infrastructure, buildings and vehicles, to consumer electronics and clothing. The benefits for industry, the public sector and citizens could be huge. For example: wearable monitors can improve personal health care; smart water pipes can warn of falls in pressure; street-level data can improve traffic flows and planning. We want the UK to remain an international leader in R&D and adoption of IoT. We are funding research and innovation through the three year, £30 million IoT UK Programme, including: the large-scale Cityverve smart cities demonstrator in Manchester to show how IoT technologies and services can improve the quality and efficiency of services in transport, energy, health and culture NHS test beds, using IoT and health and care innovations to help people with dementia in Surrey and people with diabetes in the West of England the IoT Research Hub led by University College London and partners, to develop UK interdisciplinary research excellence, focusing on privacy, ethics, trust, reliability, acceptability and security (PETRAS) help for IoT entrepreneurs and innovators from the Digital Catapult and Future Cities Catapult; and specialist accelerator schemes for IoT hardware businesses, R/GA and Startupbootcamp. Increasingly, new infrastructure is also smart: connected, and operated with data to achieve maximum efficiency and effectiveness. To provide leadership in the roll out of smart infrastructure, the EPSRC has announced £138 million of funding for the UK Collaboratorium for Research in Infrastructure and Cities (UKCRIC) to create a coordinated and coherent national infrastructure research community, spanning at least 14 universities. UKCRIC stated aims are to:Experimental Facilitiesbuild on existing capabilities to establish a network of state-of-the-art large-scale experimental facilities supporting world-leading research in cities and infrastructure_c927f69e-02e3-11e7-8e6b-ffeb7ee62fe83.4.2.2.1Urban Laboratoriesestablish a unique, national network of local 'urban laboratories' to sense, capture, monitor and evaluate new and existing infrastructure in UK towns and cities_c927fbd0-02e3-11e7-8e6b-ffeb7ee62fe83.4.2.2.2UK TownsUK CitiesModelling, Simulation & Visualisationestablish world-leading computation and big data infrastructure for the modelling, simulation, and visualisation of cities and infrastructure_c928056c-02e3-11e7-8e6b-ffeb7ee62fe83.4.2.2.3Infrastructure ProductivityStudy how emerging technologies can improve infrastructure productivity_c9280abc-02e3-11e7-8e6b-ffeb7ee62fe83.4.2.2.4 National Infrastructure Commissionwe have also asked the National Infrastructure Commission to undertake a new study on how emerging technologies can improve infrastructure productivityEconomyHelp every British business become a digital business_c9280fe4-02e3-11e7-8e6b-ffeb7ee62fe84British BusinessesProductivity CouncilOn top of the skills and infrastructure improvements already outlined, at Autumn Statement 2016 we announced £13 million funding to create a private sector-led Productivity Council. The Council will drive engagement to improve productivity across the economy, including through appropriate use of digital technologies. E-MarketplacesWe want to help more UK businesses export, including by negotiating preferential rates with a number of e-marketplaces that are exclusive to government-referred clients.BusinessesThe benefits of digital are not limited to the digital sectors: digital transformation can make every business in every sector more productive, wherever they are located. A recent survey of 1,000 UK-based businesses found digital capabilities helped boost revenues by 4.4% and reduce costs by 4.3%.SMEsFor example, small and medium sized enterprises (SMEs) with a strong web presence on average grow more than twice as quickly as those with minimal or no presence, export twice as much, and create twice as many jobs.UK CompaniesWhile UK companies have similar levels of internet access and web presence as those in other European countries, they are less likely to digitise their back-office functions than their peers in other countries. Fewer than 20% of UK enterprises use software to share information across the organisation, compared to 40% in France and more than 55% in Germany and only 22% of SMEs in the UK use any form of e-commerce.RestaurantsFrom marginal changes like a restaurant adopting online bookings, to wholesale business transformation, our ambition is for all UK companies to be able to realise the efficiency gains offered by adopting digital ways of working. If successful, this could play a crucial role in closing the UK's productivity gap with the G7 average.Productivity Leadership GroupThe Productivity Leadership Group, a business-led initiative addressing the UK's productivity challenge, has recently published a report identifying some of the barriers that may be stopping businesses adopting digital technologies. These include: * knowledge by managers of what technologies are available and how they could be deployed within businesses * the low priority afforded to digital transformation * the cost of bringing in outside expertise * the cost of buying new software and equipment * lack of skills among the workforce * connectivityThe UK's global competitiveness will increasingly depend on not just a flourishing digital sector, but on all our businesses using the best digital technology and data to drive innovation and productivity. We need to help all businesses become as productive and competitive as those who are in the vanguard: adopting digital technologies will be crucial to this. To make sure businesses have the knowledge and means to access this technology, we will work to focus existing initiatives, and plug gaps where there are specific challenges.Core ActivitiesEngage in core digital activities businesses need to do to remain competitive_c92819da-02e3-11e7-8e6b-ffeb7ee62fe84.1The challenge of digitisation -- Each business has its own specific digital needs, but there are four core digital activities that we believe most businesses need to do to remain competitive: * maintain a web presence * sell online * use the cloud * digitise back-office functions such as payroll Many businesses are still a long way off adopting these digital processes as a core part of their operations and, as the chart below shows, we are lagging behind our competitors.Web Presencemaintain a web presence_c928216e-02e3-11e7-8e6b-ffeb7ee62fe84.1.1Sellingsell online_c9282650-02e3-11e7-8e6b-ffeb7ee62fe84.1.2Clouduse the cloud_c9282f2e-02e3-11e7-8e6b-ffeb7ee62fe84.1.3Back-Office Functionsdigitise back-office functions such as payroll_c9283532-02e3-11e7-8e6b-ffeb7ee62fe84.1.4Productivity CouncilCreate and fund a Productivity Council._c92840cc-02e3-11e7-8e6b-ffeb7ee62fe84.2Productivity CouncilIn the Autumn Statement 2016, government confirmed £13 million funding to support the creation of a Productivity Council. It will be established to drive engagement with business and improve productivity across the economy, including through appropriate use of digital technologies. It will connect, encourage and amplify the impact of existing initiatives to improve productivity, acting as the UK's productivity 'centre of excellence'.Engagement & ImprovementDrive engagement with business and improve productivity across the economy_c9284a72-02e3-11e7-8e6b-ffeb7ee62fe84.2.1UK BusinessesConnection, Encouragement & AmplificationConnect, encourage and amplify the impact of existing initiatives to improve productivity_c9284f40-02e3-11e7-8e6b-ffeb7ee62fe84.2.2Promotionpromote the message that businesses are at the heart of productivity growth and engage, encourage and inspire every business in the UK to improve_c928542c-02e3-11e7-8e6b-ffeb7ee62fe84.2.3Best Practiceact as a conduit to connect and share best practice, drawing on the firm-level local expertise and networks of the Local Enterprise Partnerships (LEPs) and Growth Hubs to maximise impact_c9285e22-02e3-11e7-8e6b-ffeb7ee62fe84.2.4Local Enterprise Partnerships (LEPs)Growth HubsImpactachieve impact at scale by capturing the existing initiatives and guidance that currently sits across other professional bodies, organisations and universities -- giving business a single first point of contact for business improvement and helping them navigate the available help_c9286322-02e3-11e7-8e6b-ffeb7ee62fe84.2.5Professional BodiesUniversitiesProductivity Hubscreate open-source user-rated 'productivity hubs' to capture this guidance, so businesses are able to see in a transparent manner which resources have been most valuable to other companies_c9286ec6-02e3-11e7-8e6b-ffeb7ee62fe84.2.4Connectionsconnect businesses, in-person, to share what 'good looks like - in their local region, sector or supply chain - driven through engagement with LEPs, high-performing businesses in their area, and local industry bodies_c928a3c8-02e3-11e7-8e6b-ffeb7ee62fe84.2.5Local BusinessesLocal Industry BodiesLegislationuse data and analysis to better inform legislation to promote and support productivity_c928aa12-02e3-11e7-8e6b-ffeb7ee62fe84.2.6SupportProvide support for business_c928aee0-02e3-11e7-8e6b-ffeb7ee62fe84.3UK BusinessesUnderstandingHelp businesses understand and deliver the efficiencies offered by adopting digital ways of working._c928b99e-02e3-11e7-8e6b-ffeb7ee62fe84.3.1BusinessesCo-ordination of provision -- There are a range of tools and training programmes that are already available to businesses to help understand and deliver the efficiencies offered by adopting digital ways of working ... If businesses are unaware of the support that is on offer to them or do not know how to take advantage of it, then government can help. Initiatives such as the Digital Skills Partnership (described in Chapter 2), and the Productivity Council (described above) have been designed to make the process of finding the right support as simple as possible.B2B Ratings & FeebbackSupport the development of business-to-business ratings and feedback platforms._c928bec6-02e3-11e7-8e6b-ffeb7ee62fe84.3.1.1SMEsThe Industrial Strategy green paper set out how we will support the development of business-to-business ratings and feedback platforms. This could make it easier for SMEs to determine the quality of business advice and support services provided to them by other firms.SupportMake free support available to businesses._c928c3a8-02e3-11e7-8e6b-ffeb7ee62fe84.3.1.2BusinessesGoogleThe Google Garage initiative has delivered training in 80 towns across the UK to over 250,000 businesses and individuals. Garages have operated in Newcastle, Manchester, Birmingham, Leeds, and Glasgow. Throughout 2017, the programme will offer face-to-face training in 100 cities and towns across the UK as well as free online courses, providing face-to-face training and mentoring in digital skills for all local businesses. Google has pledged to provide five hours of digital training to every person and every small business in the UK.NewcastleManchesterBirminghamLeedsGlasgowMicrosoftMicrosoft is providing support to charity NACUE (National Association of College and University Entrepreneurs) to help young entrepreneurs get digital and business skills training. It has also opened up five Regional Skills Academies in partnership with Risual (a IT services company) and a select group of colleges. The colleges will provide industry relevant IT apprenticeships and youth employment as well as provide access to Microsoft certified qualifications. Colleges are already open in Derby and Wales.RisualDerbyWalesTech City UKDigital Business Academy is a free online platform created by Tech City UK to provide the skills needed to start, grow or join a digital business. There are over 14,000 active learners. Currently there are 11 courses available created by University College London, Cambridge University Judge Business School, Founder Centric and Valuable Content.University College LondonCambridge University Judge Business SchoolFounder CentricValuable ContentDo it DigitalDo it Digital is an independent, not-for-profit campaign that looks to highlight resources around the UK - online and off - that can help small businesses get the most out of digital. The campaign has set an ambition to help one million small businesses during 2017 and is currently running its second 100 Days Of Digital, during which it shares and champions a different digital opportunity every day.British LibraryA range of organisations have committed to supporting this goal, including the British Library, which is running a programme to train 10,000 small businesses through its Business & IP Centres network.Small BusinessesSupport for wider digital adoption -- There is already a range of free support available to businesses across different sectors, and of different sizes to help them become more digital and improve their access to skills...InterventionsAct to address gaps where there are specific geographical, sectoral or economic needs that are not being met._c928cc54-02e3-11e7-8e6b-ffeb7ee62fe84.3.2Targeted interventions -- Where there is a specific geographical, sectoral or economic need that is not being met by existing provision, we will ensure that action is taken to address such gaps.DigitisationClose the gap in digitisation between different sectors._c928d154-02e3-11e7-8e6b-ffeb7ee62fe84.3.2.1Juergen MaierJuergen Maier, CEO of Siemens UK, will lead a review of industrial digitalisation, that will report its findings in the summer. This will consider how UK manufacturing can become more productive and competitive by increasing its use of digital technology and automation. A key focus will be identifying where policy interventions and support mechanisms can encourage industry investment in technology and innovation and drive forward the automation of industrial processes. This will include considering which sectors can benefit most from these advances, and looking at the experience of our international competitors...We have already introduced a number of programmes aimed specifically at closing the gap in digitisation between different sectors and we will build on this work to tackle the specific issues certain industries face.Data & AnalyticsBase interventions on quality data and business analytics._c928d636-02e3-11e7-8e6b-ffeb7ee62fe84.3.2.2HMRCCompanies HouseTo ensure support is more effectively deployed to the regions and businesses that need it we will ensure interventions are based on quality data and business analytics. For example, we will explore how data -- such as that held by HMRC and Companies House -- can be used to identify scale-up businesses.AvailabilityMake data and analyses available to local public and private sector organisations._c928dfc8-02e3-11e7-8e6b-ffeb7ee62fe84.3.2.3Local Public Sector OrganisationsLocal Private Sector OrganisationsThis could then be made available to local public and private sector organisations so they can better identify, target and evaluate their support. We will also be examining how we can best exploit synergies in other government datasets to more effectively identify and target advice and support, and improve our communication with the UK’s fast growing businesses.ConstructionAdopt a digital approach through the use of Building Information Modelling (BIM)._c928e612-02e3-11e7-8e6b-ffeb7ee62fe84.3.3.1Over the last two decades construction has had the lowest productivity and R&D investment rates of any industrial sector in the UK. Following a government initiative in 2011, construction clients and their industrial supply-chain are starting to adopt a digital approach through the use of Building Information Modelling (BIM); we now lead the world in its implementation. Last year, digital construction made a major contribution to savings of £1.2 billion in government construction programmes.Digital Built BritainIntroduce more sophisticated digital and data tools, incorporating performance measurement of assets and service through the Internet of Things, sensors and telemetry._c928f0a8-02e3-11e7-8e6b-ffeb7ee62fe84.3.3.1.1In February 2015 government set out the next phase of digital construction with the launch of Digital Built Britain (DBB). This strategy introduces more sophisticated digital and data tools, incorporating performance measurement of assets and service through the Internet of Things, sensors and telemetry.Smart CitiesCoordinate government policy of Smart Cities with DBB to provide asset owners, service providers and the construction sector with an integrated, safe and secure data-infrastructure to ensure the future provision of social infrastructure and services._c928f562-02e3-11e7-8e6b-ffeb7ee62fe84.3.3.1.2Asset OwnersService ProvidersConstruction SectorThis is further supported by the coordination of government policy of Smart Cities with DBB to provide asset owners, service providers and the construction sector with an integrated, safe and secure data-infrastructure to ensure the future provision of social infrastructure and services.Outcomes & FeedbackCreate a direct data chain between the design, construction, commissioning and operation of assets to enhance social outcomes._c928fa6c-02e3-11e7-8e6b-ffeb7ee62fe84.3.3.1.3Ultimately, DBB will create a direct data chain between the design, construction, commissioning and operation of assets to enhance social outcomes and, through data feedback mechanisms, provide a basis for continued improvement in asset design and performance.RetailHelp retail businesses become more digitally capable._c9290340-02e3-11e7-8e6b-ffeb7ee62fe84.3.3.2Retailer BusinessesShoppersLocal Enterprise PartnershipsGlobally, retail is increasingly moving online and the UK leads the way in online sales. In 2014 almost £600 billion in online sales were made by non-financial UK businesses. Over 86 million online shoppers bought from the UK in 2015. But while many of the world’s leading online retailers are British, many British traditional retail businesses are not yet making best use of digital technology. Retail companies that are not taking advantage of e-commerce are impeding themselves when online channels are often the first port of call for shoppers. We will encourage businesses and Local Enterprise Partnerships to build on the Digital High Streets initiative, to help retail businesses become more digitally capable.WorkforcePrepare for a changing workforce._c9290a3e-02e3-11e7-8e6b-ffeb7ee62fe84.4Business LeadersThe adoption of digital technologies such as connected and autonomous vehicles, connected devices, robots, and AI present attractive new business opportunities, and a means to unlock productivity gains. But they will also bring significant changes to the future of work, employment and society, as well as increased threats from cyber attack. Preparing for and responding to these developments will require collective action across government and society, and for our business leaders to have the necessary digital acumen to lead the digital transformations within their companies.EmploymentEnsure employment practices keep pace with modern business models._c9291042-02e3-11e7-8e6b-ffeb7ee62fe84.4.1Matthew TaylorChief Executive of the Royal Society of ArtsTo meet this challenge we are already undertaking a review of modern employment, including the impact of new ways of working such as on-demand platforms, led by Matthew Taylor, the Chief Executive of the Royal Society of Arts. This will ensure that employment practices keep pace with modern business models.TrainingIncentivise digital skills training._c9291a6a-02e3-11e7-8e6b-ffeb7ee62fe84.4.2Additionally, given the paramount need for workers to continue retraining and upskilling to ensure they are not lost from the workforce, we taking forward a range of measures (set out in Chapter 2) to incentivise digital skills training.ExportsSupport exporters._c929208c-02e3-11e7-8e6b-ffeb7ee62fe84.5ExportersGREAT.gov.ukThe government recently launched GREAT.gov.uk, a new digital trade hub to help businesses export, which provides advice and support to current and potential exporters. This includes access to a smart database to connect them with global online marketplaces such as Amazon and Alibaba.AmazonAlibabaE-MarketplacesWe have also negotiated preferential rates with key e-marketplaces, making the UK one of the easiest and best places from which to sell goods online around the world. We are delivering promotions in key overseas markets to promote UK companies on these marketplaces.Customs Declaration ServiceWe are developing a new, more flexible Customs Declaration Service (CDS), which will replace the current service, CHIEF. We expect all customers to have moved onto CDS by January 2019. CDS will support increased volumes of transactions and any future changes to legislation, and will ensure that the UK has a robust and flexible customs declarations service in the years ahead.Adopting digital technology and ways of working can help businesses gain access to markets in other countries.IdentityImplement a trusted framework for sharing and validating information related to identity._c929264a-02e3-11e7-8e6b-ffeb7ee62fe84.5.1National Fraud OfficeA common identity framework -- If we are to have a genuinely digital economy, a critical component will be a trusted framework for sharing and validating information related to identity. The approach must be secure, reliable and convenient for individuals and businesses. The cost of identity assurance processes in the UK has been estimated at over £3.3 billion (£1.65 billion inside organisations and another £1.65 billion of consumers’ time costs). This figure excludes fraud to the UK economy, which the National Fraud Office estimates at £52 billion, of which an increasing proportion is perpetrated online.FraudReduce fraud._c92931f8-02e3-11e7-8e6b-ffeb7ee62fe84.5.1.1There is a tremendous opportunity to reduce fraud in our current system.TransactionsReduce transaction costs._c9293806-02e3-11e7-8e6b-ffeb7ee62fe84.5.1.2In the immediate future, transaction costs for both businesses and individuals could reduce, as trust increases and transactions that have traditionally been manual become digital.MarketsCreate markets for new products and services._c9293dce-02e3-11e7-8e6b-ffeb7ee62fe84.5.1.3There will be positive economic impact not only in creating markets for new products and services, such as allowing the easy export of digital content produced in the UK, but also through realising the value that these products and services will deliver to the wider UK economy.StandardsAdopt and promote open standards for validating information._c92948a0-02e3-11e7-8e6b-ffeb7ee62fe84.5.1.4GOV.UK.VerifyGOV.UK.Verify, the government's online identity verification service, went live in May 2016. It enables individuals to prove their identity online and to access government services securely. Verify is being piloted with a number of local authority services to establish where it can meet identity needs in local government. We are working towards 25 million people having a GOV.UK Verify account by 2020.GDSGDS will work with the private sector so that people can use the same account to prove their identity online for private sector services. We have already begun work on some early pilots to explore opportunities for private sector applications, for example allowing people to open a bank account without having to go into a branch.We will work with industry and the relevant stakeholders and interest groups to adopt and promote open standards for validating information, especially as it relates to identity. If we get this right, it will create a safe, reliable, cost-efficient way for individuals and businesses to transact with each other and the government digitally.CyberspaceMake the UK the safest place in the world to live and work online_c9294ef4-02e3-11e7-8e6b-ffeb7ee62fe85National Cyber Security CentreTo secure our technology, data and networks from the many threats they face and to keep our businesses, citizens and public services protected, we will support the National Cyber Security Centre to provide a single point of contact for companies, particularly those that form part of Britain's 'critical national infrastructure'.ISPsAnd we will introduce a new approach of Active Cyber Defence, using the skills, knowledge and technical expertise of GCHQ working with the country's ISPs (internet service providers) to provide a new level of protection for British cyberspace.SchoolsTo ensure that the UK has a pipeline of cyber skills that meets its current and future needs we will run a national after-school programme for the most talented students, cyber as well as apprenticeships, and adult retraining.ApprenticesAdultsChildrenWe also recognise that creating a safe and secure cyberspace for children requires some particular actions. So, to stop children's exposure to harmful sexualised content online, we will continue to support companies to roll-out family-friendly filters to all broadband customers and introduce age verification controls for access to online pornographic material provided on a commercial basis in the UK.A safe and secure cyberspace is an essential requirement for an inclusive, prosperous digital economy. It will give people the confidence to be part of the digital world, as well as giving the UK a significant competitive advantage... The internet has been an unquestionable force for economic and social progress. Its open and global character makes it an extraordinarily powerful tool for freedom, innovation, growth and knowledge. The increasing uptake of internet-based technologies worldwide has brought, or will bring, significant advantages to connected societies such as ours. But as our reliance on technology grows, so do the opportunities for those who would seek to compromise our systems and data. Responding to this threat and ensuring the safety and security of cyberspace is an essential requirement for the entire digital economy. The benefits of digital will only continue if people and businesses feel safe and confident whilst online. We therefore need to secure our technology, data and networks in order to keep our businesses, citizens and public services protected. We will continue to work with international partners to protect a free, open and secure internet that supports our economic prosperity and social well-being. And we must also do all we can to make sure that children and young people are protected from exposure to dangerous, inappropriate or harmful content online.Cyber security_c92955e8-02e3-11e7-8e6b-ffeb7ee62fe85.1The new National Cyber Security Strategy published on 1 November 2016 sets our vision for the UK in 2021 as secure and resilient to cyber threats, prosperous and confident in the digital world. To realise this vision we will work to achieve the following objectives:DefenceDefend the UK against evolving cyber threats._c9296060-02e3-11e7-8e6b-ffeb7ee62fe85.1.1Defend: we have the means to defend the UK against evolving cyber threats. We are equipped to respond effectively to incidents. UK networks, data and systems are protected and resilient. Citizens, businesses and the public sector have the knowledge and ability to defend themselves.DeterrenceDetect, understand, investigate and disrupt hostile action._c92965ce-02e3-11e7-8e6b-ffeb7ee62fe85.1.2Deter: the UK will be a target for all forms of aggression in cyberspace. We detect, understand, investigate and disrupt hostile action taken against us, pursuing and prosecuting offenders. We have the means to take offensive action in cyberspace, should we choose to do so.DevelopmentDevelop an innovative, growing cyber security industry._c9296b0a-02e3-11e7-8e6b-ffeb7ee62fe85.1.3Cyber Security IndustryDevelop: we have an innovative, growing cyber security industry, underpinned by world-leading scientific research and development. We have a self-sustaining pipeline of talent providing the skills to meet our national requirements across the public and private sectors. Our cutting-edge analysis and expertise will enable the UK to meet and overcome future threats and challengesPartnershipsInvest in partnerships that shape the global evolution of cyberspace._c9297488-02e3-11e7-8e6b-ffeb7ee62fe85.1.4These objectives are underpinned by our actions across the world, including by investing in partnerships that shape the global evolution of cyberspace. The key elements of the government’s strategy for achieving these objectives include:Levers & IncentivesApply levers and incentives._c92979f6-02e3-11e7-8e6b-ffeb7ee62fe85.1.4.1Support & InvestmentSupport start-ups and invest in innovation._c9297fc8-02e3-11e7-8e6b-ffeb7ee62fe85.1.4.1.1Start-UpsWe will support start-ups and invest in innovation.RegulationUse regulatory levers to drive improvements in cyber risk management._c92988ec-02e3-11e7-8e6b-ffeb7ee62fe85.1.4.1.2We will also explore all regulatory levers, including the forthcoming General Data Protection Regulation (GDPR), to drive improvements in cyber risk management across the economy.Intel & Law EnforcementExpand intelligence and law enforcement. _c9298e64-02e3-11e7-8e6b-ffeb7ee62fe85.1.4.2Intelligence AgenciesMinistry of DefencePoliceNational Crime AgencyThe intelligence agencies, the Ministry of Defence, the police and the National Crime Agency, in coordination with international partner agencies, will expand their efforts to identify, anticipate and disrupt hostile cyber activities by foreign actors, cyber criminals and terroristsTechnologyDevelop and deploy technology in partnership with industry._c9299396-02e3-11e7-8e6b-ffeb7ee62fe85.1.4.3development and deployment of technology in partnership with industry, including Active Cyber Defence measures, to deepen our understanding of the threat, strengthen the security of the UK public and private sector systems and networks and disrupt malicious activity. These measures, once implemented, will automatically counter the most common forms of malicious activity in cyberspace -- highly prolific, damaging but often low-sophistication cyber attacks.Cyber Security CentreInstitute a new central body for cyber security at a national level._c9299d00-02e3-11e7-8e6b-ffeb7ee62fe85.1.4.4National Cyber Security CentreNational Cyber Security Centre (NCSC), a single new central body for cyber security at a national level. Its role is to manage national cyber security incidents, provide an authoritative voice and centre of expertise on cyber security, and deliver tailored support and advice to government departments, the devolved administrations, regulators and businesses. The NCSC will analyse, detect and understand cyber threats, and will also provide its cyber security expertise to support the government’s efforts to foster innovation, support a thriving cyber security industry and to develop cyber security skills.BudgetSet aside £1.9 billion over the five years of the strategy to deliver on these commitments and objectives._c929a3b8-02e3-11e7-8e6b-ffeb7ee62fe85.1.5In the Strategic Defence and Security Review 2015, the government set aside £1.9 billion over the five years of the strategy to deliver on these commitments and objectives.Cyber SkillsProvide the pipeline of cyber skills that the country needs to actively secure and defend against potential and established threats._c929a912-02e3-11e7-8e6b-ffeb7ee62fe85.1.6We will also provide the pipeline of cyber skills that the country needs to actively secure and defend against potential and established threats. These measures will underpin the digital skills agenda and ensure that the UK economy has the skills and capacity to protect businesses and individuals from cyber threat. We will do this through a series of ambitious initiatives, including: Extracurricular ProgrammeImplement a national extracurricular school programme to identify the most promising students with intensive training and mentoring, starting in 2017/18 with 600 pupils in secondary schools_c929b272-02e3-11e7-8e6b-ffeb7ee62fe85.1.6.1Secondary School StudentsCyber Apprenticeshipsestablish a range of higher and degree-level cyber apprenticeships, with tailored programmes in key sectors_c929b7ea-02e3-11e7-8e6b-ffeb7ee62fe85.1.6.2Cyber ApprenticesRe-TrainingImplement a re-training programme for people changing to cyber security mid-career_c929bd44-02e3-11e7-8e6b-ffeb7ee62fe85.1.6.3Other MeasuresImplement additional measures._c929c6a4-02e3-11e7-8e6b-ffeb7ee62fe85.1.7We will also:Deterrenceensure that anyone who would do the country harm knows that we can and will fight back using the most appropriate response at our disposal, including through the use of our National Offensive Cyber Programme_c929cd0c-02e3-11e7-8e6b-ffeb7ee62fe85.1.7.1Security by Defaultmake cyberspace 'secure by default' by working in partnership with industry to build security into the development of the next generation of internet-connected products and services._c929d270-02e3-11e7-8e6b-ffeb7ee62fe85.1.7.2DCMSWe are establishing a project team in DCMS to take this forward.Capability, Cooperation & Responsedevelop international and multi-stakeholder responses to this cross-border problem, strengthening frameworks for international cooperation and developing the capacity of our partners to improve their own cyber security_c929dc48-02e3-11e7-8e6b-ffeb7ee62fe85.1.7.3Trustretain the trust of citizens in online public sector services and systems, ensuring that appropriate levels of security are implemented across the public sector and supporting law enforcement action to protect the public and bring cyber criminals to justice_c929e210-02e3-11e7-8e6b-ffeb7ee62fe85.1.7.4CitizensPublic SectorLaw EnforcementSafetyHelp individuals and businesses stay safe online._c929e77e-02e3-11e7-8e6b-ffeb7ee62fe85.2IndividualsBusinessesSupport for businesses and individuals -- It is essential that help individuals and businesses stay safe online. One of the UK's best guarantees of future security is a flourishing, indigenous cyber security sector - UK companies innovating in cyber defence, keeping the UK at the sharpest edge of cyber innovation, and creating jobs and wealth in a booming market at the same time. The government has announced an interlocking series of initiatives to help grow the UK’s cyber security sector including:Innovation Centresestablish two Innovation Centres in London and Cheltenham to support start-ups in the crucial first months of their development and to provide a platform for them to have access to the highest quality support_c929fa02-02e3-11e7-8e6b-ffeb7ee62fe85.2.1Innovation CentresLondonCheltenhamHutZerofund HutZero, an early stage accelerator programme that provides innovators with business advice to help them take their ideas forward to commercialisation_c929fa03-02e3-11e7-8e6b-ffeb7ee62fe85.2.2InnovatorsCommercialisationsupport innovators in support innovators in UK universities to commercialise their ideas, through an Academic Start-Up programme_c929ff7a-02e3-11e7-8e6b-ffeb7ee62fe85.2.3UK UniversitiesInnovatorsTraininghelp UK early-stage cyber security businesses grow by sharing best practice and delivering business training 'bootcamps' alongside the Digital Catapult_c92a0970-02e3-11e7-8e6b-ffeb7ee62fe85.2.4Cyber Security BusinessesBusinessesHowever, we are a long way from achieving this - one in four businesses say they experienced a cyber breach in the last 12 months, yet only 22% of small businesses have provided any cyber security training to their staff. Guidance & SchemesDevelop and promote guidance and schemes to help firms protect themselves against cyber threats._c92a0fba-02e3-11e7-8e6b-ffeb7ee62fe85.2.4.1So we will develop and promote guidance and schemes to help firms protect themselves against cyber threats.Cyber EssentialsEncourage adoption of Cyber Essentials._c92a1640-02e3-11e7-8e6b-ffeb7ee62fe85.2.4.2We will actively encourage the adoption of Cyber Essentials, our flagship, GCHQ-backed scheme which sets out the basic technical controls that all organisations, regardless of size or sector, should have in place to protect themselves against the most prevalent forms of cyber attack.Cyber AwareSupport public awareness initiatives to help raise the level of protection against cyber crime across the UK._c92a21d0-02e3-11e7-8e6b-ffeb7ee62fe85.2.4.3We will also support public awareness initiatives, like the Cyber Aware campaign, to help raise the level of protection against cyber crime across the UK.Child Internet SafetyProtect children and young people from inappropriate or harmful material such as extremist or age-inappropriate content._c92a2b8a-02e3-11e7-8e6b-ffeb7ee62fe85.3ChildrenYoung PeopleUK Council for Child Internet SafetyRecent UKCCIS achievements include: * the roll-out of family-friendly filters for the vast majority of broadband customers, with prompts to encourage parents to activate them, and automatic family-friendly public Wi-Fi in places where children are likely to be * guidance for providers of social media and interactive services (including gaming) to help make their platforms safer for children and young people under 18.As well as ensuring that organisations and individuals can operate securely in cyberspace, it is also essential that children and young people are protected from inappropriate or harmful material such as extremist or age-inappropriate content. The UK is a world leader in child internet safety, with legal protections against abuse and illegal content, and tools for parents to restrict content they do not wish their children to see. We have a strong track record in working with the internet industries to drive progress. For example, the UK Council for Child Internet Safety (UKCCIS), set up in 2008, brings the government together with key stakeholders to help keep children and young people safe online.Additional ProtectionDo more to protect children from harm online._c92a312a-02e3-11e7-8e6b-ffeb7ee62fe85.3.1We are always looking to do more to protect children from harm online.Age VerificationRequire age verification controls for access to online pornographic material._c92a3ae4-02e3-11e7-8e6b-ffeb7ee62fe85.3.1.1As a next step, the government will require age verification controls for access to online pornographic material provided on a commercial basis in the UK, which is currently easily accessible with little or no protections, to ensure that those accessing it are of an appropriate age.RegulationImplement a regulatory regime that protects children from content that can harm them._c92a41d8-02e3-11e7-8e6b-ffeb7ee62fe85.3.1.2These measures will be backed up by a robust regulatory regime that protects children from content that can harm them.Online Exploitation OpportunitiesWork in collaboration with industry to eradicate the opportunities presented by developing technology to facilitate online child sexual exploitation._c92a478c-02e3-11e7-8e6b-ffeb7ee62fe85.3.2ChildrenInternet Watch FoundationThe world-leading Internet Watch Foundation (IWF) was established in the UK to prevent access to images of child sexual abuse.Major Technology CompaniesThe government has worked with the IWF to share with major technology companies almost 35,000 digital fingerprints or 'hashes' of indecent images of children known to law enforcement agencies, so that they can remove the images from their platforms and services.Law Enforcement AgenciesWe will continue to work in collaboration with industry, seeking to eradicate the opportunities presented by developing technology to facilitate online child sexual exploitation.Child ExploitationLead a global effort to end online child sexual exploitation._c92a5178-02e3-11e7-8e6b-ffeb7ee62fe85.3.3ChildrenGlobal Alliance against Child Sexual Abuse OnlineUNICEFWe will also continue to lead the global effort to end online child sexual exploitation. In 2014, we set up the WePROTECT initiative, which brought together countries and international organisations, as well as major companies, in a coordinated response to the threat from online child sexual exploitation. In 2016, the WePROTECT initiative merged with the Global Alliance against Child Sexual Abuse Online to create, for the first time, a single global organisation with the influence, expertise and resources to tackle online child sexual exploitation and abuse worldwide. We have also committed £40 million to the Fund to End Violence against Children, hosted by UNICEF to further support the international effort.Radicalisation & ExtremismAddress the challenges posed by online radicalisation and extremism._c92a5740-02e3-11e7-8e6b-ffeb7ee62fe85.3.4Counter Terrorism Internet Referral UnitAnd we will continue to lead the world in addressing the challenges posed by online radicalisation and extremism. Since the Counter Terrorism Internet Referral Unit was set up in 2010, it has led to the removal by companies of over 250,000 pieces of harmful terrorist and extremist content and the model is being replicated internationally.Internet OpennessWork closely with international partners to ensure the continuation of a free, open and secure internet._c92a5cfe-02e3-11e7-8e6b-ffeb7ee62fe85.4United NationsInternational OrganisationsAn open internet -- We will continue to work closely with international partners to ensure the continuation of a free, open and secure internet that supports our economic prosperity and social well-being. The UK and our allies have been successful in building a broad consensus that the multi-stakeholder approach is the best way to manage the complexities of internet governance. However, there remain those who promote an alternative vision of an internet that is controlled by governments and where national borders are recreated in cyberspace. We reject such an approach and will continue to play an active role in the United Nations and other international organisations to strengthen the multi-stakeholder model and ensure that the internet remains open for technical innovation and for economic and social development around the world.Digital GovernmentMaintain the UK government as a world leader in serving its citizens online_c92a6834-02e3-11e7-8e6b-ffeb7ee62fe86From personalised services in health, to safer care for the elderly at home, to tailored learning in education and access to culture - digital tools, techniques and technologies give us more opportunities than ever before to improve the vital public services on which we all rely. The UK is already a world leader in digital government, but we want to go further and faster. The new Government Transformation Strategy published on 9 February 2017 sets out our intention to serve the citizens and businesses of the UK with a better, more coherent experience when using government services online - one that meets the raised expectations set by the many other digital services and tools they use every day. So, we will continue to develop single cross-government platform services, including by working towards 25 million GOV.UK Verify users by 2020 and adopting new services onto the government’s GOV.UK Pay and GOV.UK Notify platforms. We will build on the ‘Government as a Platform’ concept, ensuring we make greater reuse of platforms and components across government. We will also continue to move towards common technology, ensuring that where it is right we are consuming commodity hardware or cloud-based software instead of building something that is needlessly government specific. We will also continue to work, across government and the public sector, to harness the potential of digital to radically improve the efficiency of our public services - enabling us to provide a better service to citizens and service users at a lower cost. In education, for example, we will address the barriers faced by schools in regions not connected to appropriate digital infrastructure and we will invest in the Network of Teaching Excellence in Computer Science to help teachers and school leaders build their knowledge and understanding of technology. In transport, we will make our infrastructure smarter, more accessible and more convenient for passengers. At Autumn Statement 2016 we announced that the National Productivity Investment Fund would allocate £450 million from 2018-19 to 2020-21 to trial digital signalling technology on the rail network. And in policing, we will enable police officers to use biometric applications to match fingerprint and DNA from scenes of crime and return results including records and alerts to officers over mobile devices at the crime scene.Digital TransformationMake government a digital organisation that is more responsive to users' needs._c92a6ffa-02e3-11e7-8e6b-ffeb7ee62fe86.1From personalised services in health and safer care for the elderly at home, to tailored learning in education and access to culture – the tools, techniques, technology and approaches of the internet age give us greater opportunities than ever before to improve services. They will give us all more choice, control and information on how and when public services are accessed. The UK has already made good progress and the UN has recognised the UK as the world leader in digital government. In the annex to this strategy we give examples from right across government of how we are using digital to improve services. But we want to go further and faster. We want to serve the citizens and businesses of the UK with a better, more coherent experience when using government services online -- one that meets the raised expectations set by the many other digital services and tools they use every day. Central to this is building the capability of government to not only design, develop and operate modern digital public services but also to transform old government infrastructure. Through this we will make government a digital organisation that is more responsive to our users' needs. The Government Transformation Strategy, published on 9 February 2017, sets out in detail how we will do this.Online ServicesBuild online services._c92a76c6-02e3-11e7-8e6b-ffeb7ee62fe86.1.1Our approach -- Since the publication of the 2012 Government Digital Strategy, we have made significant progress in building online services. However, we can still do more to build 'online services so good people prefer to use them' -- the ambition of that strategy. Based on what we have learned, there is a cross-government consensus on how the scope of service transformation must expand. It must:Channelsrecognise that government delivers services through a variety of channels (including online, telephone and face-to-face)_c92a81f2-02e3-11e7-8e6b-ffeb7ee62fe86.1.1.1Usersbroaden the definition of users, for example to reflect that some users will interact with government through third-party services that use government APIs (application programming interfaces)_c92a88c8-02e3-11e7-8e6b-ffeb7ee62fe86.1.1.2Internal Workingscover the internal workings of departments as well as the services they offer to users_c92a90a2-02e3-11e7-8e6b-ffeb7ee62fe86.1.1.3PrioritiesDefine priorities for citizen-facing digital transformation._c92a9bec-02e3-11e7-8e6b-ffeb7ee62fe86.1.2The government has the following areas of priority for citizen-facing digital transformation this Parliament:Servicesdesign and deliver joined-up, end-to-end services_c92aa2ae-02e3-11e7-8e6b-ffeb7ee62fe86.1.2.1Programmesdeliver the major transformation programmes_c92aa952-02e3-11e7-8e6b-ffeb7ee62fe86.1.2.2Approachestablish a whole-government approach to transformation, laying the ground for broader transformation across the public sector_c92ab866-02e3-11e7-8e6b-ffeb7ee62fe86.1.2.3Digital Service StandardBuild digital services that meet the Digital Service Standard._c92abfa0-02e3-11e7-8e6b-ffeb7ee62fe86.1.3Government Digital ServiceDepartments and agencies will keep working to radically improve the user experience of government services by building digital services that meet the Digital Service Standard. The Government Digital Service (GDS) will lead three major areas of work to help departments meet the priorities for this Parliament.Pace & ScaleAccelerate the pace and scale of transformation._c92ac9be-02e3-11e7-8e6b-ffeb7ee62fe86.1.3.1First, we will accelerate the pace and scale of transformation by avoiding duplicated development of solutions, developing new digitally native business processes and focusing on the specific challenges of legacy contract exit and transformation. We will do this in a way that is secure, with privacy and security considerations throughout the design and deployment of every component and platform.ReuseReuse platforms and components across government. _c92ad3f0-02e3-11e7-8e6b-ffeb7ee62fe86.1.3.2Second, we will build on the Government as a Platform concept, ensuring we make greater reuse of platforms and components across government. We will also continue to move towards common technology, ensuring that where it is right we are consuming commodity hardware or cloud-based software instead of building something that is needlessly government specific. Common components and platforms will cover both citizen-facing services and internal public sector technology.ComponentsProvide reusable components to make it quick, cheap and easy to assemble digital services. _c92adada-02e3-11e7-8e6b-ffeb7ee62fe86.1.3.3And third, we will work towards having a range of reusable components to make it quick, cheap and easy to assemble digital services. These will be a mixture of government-built components, both from departments and the Government Digital Service, and common components that government can procure based on open standards.Digital Civil Service_c92ae0b6-02e3-11e7-8e6b-ffeb7ee62fe86.2CultureEvolve the right culture._c92aeade-02e3-11e7-8e6b-ffeb7ee62fe86.2.1Since 2012, many more digital, data and technology specialists have been recruited across government, improving government’s technical capability significantly. The challenge now is to continue to attract, recruit and retain specialists in a very competitive marketplace. In particular, we want to evolve our culture by:Digital Skillsembed digital skills throughout government, including by taking advantage of Microsoft's commitment to provide digital skills training for 30,000 public servants_c92af3a8-02e3-11e7-8e6b-ffeb7ee62fe86.2.1.1MicrosoftPublic ServantsGovernment Understandingmake sure digital experts understand government_c92afa4c-02e3-11e7-8e6b-ffeb7ee62fe86.2.1.2Digital ExpertsDigital Understandingmake sure that civil servants of other professions understand digital_c92b07a8-02e3-11e7-8e6b-ffeb7ee62fe86.2.1.3Civil ServantsProject & Program Managementstrengthen our leaders' skills in agile project and programme management_c92b0dca-02e3-11e7-8e6b-ffeb7ee62fe86.2.1.4LeadersPolicy & Service Deliveryestablish better ways to develop policy and deliver services in tandem -- using an agile approach to iterate rapidly_c92b1446-02e3-11e7-8e6b-ffeb7ee62fe86.2.1.5Digital SkillsMaintain one of the most digitally skilled populations of civil servants in the world._c92b1e64-02e3-11e7-8e6b-ffeb7ee62fe86.2.2Civil ServantsOur ambition is to have one of the most digitally skilled populations of civil servants in the world, delivering the Civil Service vision to be 'A Brilliant Civil Service'. We will do this by:DDaT Professiongrow the digital, data and technology (DDaT) profession in government, including developing consistent career paths and reward structures_c92b24ae-02e3-11e7-8e6b-ffeb7ee62fe86.2.2.1DDaT ProfessionalDigital Academybuild the best possible learning and development opportunities for DDaT professionals through the building the best possible learning and development opportunities for DDaT professionals through the Digital Academy_c92b2b70-02e3-11e7-8e6b-ffeb7ee62fe86.2.2.2DDaT ProfessionalsDigital AcademyData Science Capabilitybuild government's data science capability through the Data Science Campus and Data Science Accelerator training programme_c92b376e-02e3-11e7-8e6b-ffeb7ee62fe86.2.2.3Workforcemake government a leader in attracting a diverse workforce for digital, data and technology roles_c92b3dc2-02e3-11e7-8e6b-ffeb7ee62fe86.2.2.4CollaborationCollaborate with business, academia and the social sector to accelerate digital innovation in government._c92b43b2-02e3-11e7-8e6b-ffeb7ee62fe86.2.3BusinessesAcademiaSocial SectorWe also want to collaborate with business, academia and the social sector to accelerate digital innovation in government.Digital Government PartnershipEstablish a new Digital Government Partnership._c92b4e2a-02e3-11e7-8e6b-ffeb7ee62fe86.2.3.1Open Innovation TeamThe Partnership is being overseen by Cabinet Office's new Open Innovation Team, who aim to launch it by summer 2017.Technology FellowsPolicy-MakersTo do this we will establish a new Digital Government Partnership that deepens collaboration with external partners, including by inviting outside experts into government as Technology Fellows to help policy-makers:Thinkingthink about how government should respond to the rapidly evolving digital landscape_c92b5640-02e3-11e7-8e6b-ffeb7ee62fe86.2.3.1.1Analysis & Ideasgenerate analysis and ideas to inform current policy_c92b5dfc-02e3-11e7-8e6b-ffeb7ee62fe86.2.3.1.2Experimentationexperiment with emerging technologies, such as distributed ledgers and machine learning_c92b6b80-02e3-11e7-8e6b-ffeb7ee62fe86.2.3.1.3WorkplaceCreate the right environment for world-class public service._c92b72f6-02e3-11e7-8e6b-ffeb7ee62fe86.2.4The right workplace -- A digital government does not just deliver excellent public services for its users. It creates the right environment for world-class public service by having the right digital tools, technology, governance and processes. Today there is wide diversity across government organisations in both the daily technology used by civil servants and its sourcing (both commercial and procurement). We will create an empowering workplace by:Buildingsmake sure government buildings have common, interoperable technology and that the design and use of space helps to create a culture of open, digitally enabled policy-making and service delivery_c92b7f4e-02e3-11e7-8e6b-ffeb7ee62fe86.2.4.1Toolsgive public servants the right, location-independent tools to do their jobs_c92b8a02-02e3-11e7-8e6b-ffeb7ee62fe86.2.4.2Procurement & ContractingEmbed user-centred, design-led, data-driven and open approaches in procurement and contracting_c92b9042-02e3-11e7-8e6b-ffeb7ee62fe86.2.4.3Building on the Digital Marketplace's approach, we will embed user-centred, design-led, data-driven and open approaches in procurement and contracting across government by 2020.Government Digital Products_c92b9718-02e3-11e7-8e6b-ffeb7ee62fe86.3GOV.UK VerifyEnable individuals to prove their identity online and to access government services securely and safely._c92ba42e-02e3-11e7-8e6b-ffeb7ee62fe86.3.1GDSGDS will help departments use the identity assurance capabilities provided by GOV.UK Verify along with other cyber security techniques to make sure that government transactions can be completed wholly electronically. We will also work across government to determine the best next steps for other forms of identity (such as verification of intermediaries and businesses) and which parts of government would be best placed to lead on this.One of the most important and challenging aspects of delivering transformed online services is identity assurance -- establishing that the user is who they say they are and not someone pretending to be them. GOV.UK Verify, the government’s online identity verification service, went live in May 2016 and delivers a federated, market-based approach to identity assurance for central government that can be reused in the wider public and private sectors. We will continue to enable individuals to prove their identity online and to access government services securely and safely. We will help protect against the growing threat of online identity fraud. To achieve this, we will:Accountswork towards 25 million people having a GOV.UK Verify account by the end of 2020_c92bab54-02e3-11e7-8e6b-ffeb7ee62fe86.3.1.1Pilotscontinue a series of pilots for local authority and private sector services during 2017 to understand the user need and the commercial and legal basis for allowing people to use their GOV.UK Verify accounts to access services in those sectors_c92bb25c-02e3-11e7-8e6b-ffeb7ee62fe86.3.1.2Local AuthoritiesPrivate SectorOptionscontinue to work with industry and GOV.UK Verify certified companies to expand the range of ways people can prove their identity online_c92bc6a2-02e3-11e7-8e6b-ffeb7ee62fe86.3.1.3IndustryGOV.UK Verify Certified CompaniesOpen Identitywork with the Open Identity Exchange to further explore the role of secure, trustworthy digital identities and benefit from market innovation in that field_c92bcefe-02e3-11e7-8e6b-ffeb7ee62fe86.3.1.4Open Identity ExchangeGOV.UK PayMake it easy for people to pay government securely online._c92bd5e8-02e3-11e7-8e6b-ffeb7ee62fe86.3.2The government receives millions of online payments every day. We want people to have the option to pay digitally for public services. We are committed to offering users who pay for public services online an experience as good as any they might expect from leading online businesses. GOV.UK Pay took its first payment on 2 September 2016. GOV.UK Pay makes it easy for people to pay government securely online, reducing the time and hassle of doing business with government and removing the need for the government to buy or build payment systems multiple times. We aim to increase its scope over time, so that citizens can pay for services using a wide range of payment types (such as cards, Direct Debit and e-wallets).GOV.UK NotifyMake it easier for service teams across government to keep people updated through text messages, emails or letters._c92be24a-02e3-11e7-8e6b-ffeb7ee62fe86.3.3Government Service TeamsThe government receives millions of calls every year from people anxious to find out the progress of an application, or to check if a payment has been received. We want to avoid people needing to call government and to reduce the amount that government spends on contact centres. We want to transform the way citizens communicate with government. GOV.UK Notify sent its first messages on 18 July 2016, making it easier for service teams across government to keep people updated through text messages, emails or letters.Data EconomyUnlock the power of data in the UK economy and improving public confidence in its use_c92be9d4-02e3-11e7-8e6b-ffeb7ee62fe87As part of creating the conditions for sustainable growth, we will take the actions needed to make the UK a world-leading data-driven economy, where data fuels economic and social opportunities for everyone, and where people can trust that their data is being used appropriately. Data is a global commodity and we need to ensure that our businesses can continue to compete and communicate effectively around the world. To maintain our position at the forefront of the data revolution, we will implement the General Data Protection Regulation by May 2018. This will ensure a shared and higher standard of protection for consumers and their data.Data AnalyticsKeep the UK at the leading edge of new developments in data analytics._c92bf122-02e3-11e7-8e6b-ffeb7ee62fe87.1Developments such as the rising use of social media and the increasing adoption of new technologies like the Internet of Things mean more data is being produced than ever before. At the same time, lower costs of collection, storage and processing - coupled with rising computing power - are making this data a rich raw material. This is creating new opportunities for business growth across all industry sectors, changing how we innovate, market, sell and consume services. The UK is at the forefront of data innovation. The Data Protection Act 1998, which provides the legal framework for the use of personal data, is often cited as a global gold standard; we are a global leader at opening up public datasets to drive public services transformation, business growth and democratic engagement; our research community has world-class data scientists and high-performance computing facilities; and we have created an innovation environment that has fostered many successful data-driven companies many of whom use open data provided by the public sector as their raw material. Data analytics is a fast moving area and we are committed to keeping the UK at the leading edge of new developments, whilst putting in place the necessary protections to ensure data is kept safe and used appropriately. To achieve this, we will:Data Accessencourage innovative uses of data by making it easier where possible to access and use data held by both government and businesses_c92bfbe0-02e3-11e7-8e6b-ffeb7ee62fe87.1.1Government AgenciesBusinessesData Skillswork with business and education providers to strengthen data skills provision_c92c0266-02e3-11e7-8e6b-ffeb7ee62fe87.1.2BusinessesEducatorsLegal Frameworkscreate legal frameworks that keep pace with new data technologies, support the innovative use of data by business, and provide robust protection for people’s privacy rights_c92c0892-02e3-11e7-8e6b-ffeb7ee62fe87.1.3Public Servicesensure data is used to its maximum potential within government to provide more efficient and responsive public services_c92c145e-02e3-11e7-8e6b-ffeb7ee62fe87.1.4Data EconomySupport the data economy_c92c1b16-02e3-11e7-8e6b-ffeb7ee62fe87.2Our data economy will be integral to the UK's growth and future prosperity. Analysis predicts that data will benefit the UK economy by up to £241 billion between 2015 and 2020.2 We therefore must ensure businesses and government are able to use data in innovative and effective ways. This includes creating a strong data infrastructure, having a high level of regulatory compliance, developing a data-literate workforce, and increasing the number of people with advanced data skills.Data InfrastructureStrengthen our data infrastructure._c92c2160-02e3-11e7-8e6b-ffeb7ee62fe87.2.1Data infrastructure refers to the assets, technology, processes, and organisations that not only create data, but open it up and allow it to be shared. It includes storage facilities, software tools, networks, cyber-security systems, and data-management platforms. By strengthening our infrastructure we will create new opportunities for organisations to use data to produce market-changing new products and better public services. From easing travel congestion to enabling cheaper insurance, and from speeding up the development of new medicines to helping prevent crime, data has the potential to significantly improve people’s lives. This infrastructure is also integral to the successful development of technologies such as connected and autonomous vehicles, smart cities, and the Internet of Things.CitymapperProvide journey planning information in a way that is comprehensive and intuitive._c92c2c28-02e3-11e7-8e6b-ffeb7ee62fe87.2.1.1Citymapper: Creating Value from Data -- Citymapper is a smartphone app that provides journey planning information in a way that is comprehensive and intuitive. Developed in London and launched in 2012, the app uses transport data released by the UK government and Greater London Authority public data platforms. By integrating multiple sources of data on London transport, Citymapper provides its users with a sophisticated view of how to travel to their destination. The app combines information on different transport modes (bus, tube, taxi, walking, cycling) and factors (prices, journey duration, real-time delays, weather, and calorie burn) -- understanding that people make travel decisions based on the whole journey environment. Citymapper displays this information through a clearly designed user interface. Compared to historical one-dimensional public transport maps, the app provides a modern real-time view of urban mobility. Citymapper is part of a new generation of data-driven start-ups, and its success is partly due to the UK being one of the first countries to release open, real-time public transport data in 2010. This enabled the company to be an early mover in the transport app market. It's estimated that the app is now installed on half of the iPhones in London. The app is also used by millions of people in cities such New York, Paris and Berlin.Business DataMake better use of data held by businesses._c92c329a-02e3-11e7-8e6b-ffeb7ee62fe87.2.1.2BusinessesMany businesses could make better use of the data they hold. Not only will this boost the data economy, but it will deliver significant benefits to the businesses themselves. For example, a 2014 study of the global financial services market found that firms in the sector that use predictive data analytics were able to achieve an 11% increase in customers and a 10% increase in new opportunities.3 Effective use of data can create £66 billion of new business and innovation opportunities in the UK,4 yet international studies show that the vast majority of existing datasets are nowhere near fully exploited, with most companies surveyed estimating that they are analysing just 12% of their data.5 To support industry in unlocking value from data, we will work with organisations such as the Open Data Institute to create an environment to open up customers’ data across more sectors through the use of APIs (Application Programming Interfaces). This will help the development of innovative new applications, such as dashboards that bring together household bills, or tools that could automatically switch consumers to the cheapest energy deal based on their preferences and actual usage. The UK is the first country to start work on developing an Open Banking API that uses data to provide helpful information to consumers when using banking services. We will continue to support organisations that are helping businesses to realise the potential of the data they hold. This includes working with organisations like the Catapult Centres to develop initiatives such as the Digital Catapult and Knowledge Transfer Network Personal Data and Trust Network. It is also important that customers are given improved access to their data. The midata programme, launched in 2011, brought together business, consumer and privacy groups in a scheme to give consumers access to portable and electronic formats of data held about them by companies. Giving consumers access to their personal data in this safe and secure way enables them to make more informed choices on the products and services they buy and gives companies opportunities to innovate, creating further growth in the digital economy.International Data SharingShare data across countries._c92c390c-02e3-11e7-8e6b-ffeb7ee62fe87.2.1.3The stability of data transfer is important for many sectors -- from financial services, to tech, to energy companies. EU rules support data flows amongst Member States. For example, the EU data protection framework outlines the rights of EU citizens, as well as the obligations to which companies must adhere when processing and transferring data. The referendum result therefore raises important questions for companies in the UK that want to share data across international boundaries, in particular with the 27 other countries of the EU. We recognise the importance of the UK maintaining strong data protection laws and safeguards to ensure that businesses and services can continue to operate across international borders. The UK will therefore implement the General Data Protection Regulation by May 2018. This will ensure a shared and higher standard of protection for consumers and their data across Europe and beyond. As part of our plans for the UK's exit from the EU, we will be seeking to ensure that data flows remain uninterrupted, and will be considering all the available options that will provide legal certainty for businesses and individuals alike.Data SkillsImprove data skills._c92c450a-02e3-11e7-8e6b-ffeb7ee62fe87.2.2As the global digital economy grows, all leading economies are seeing a major increase in the demand not just for digital skills, but for a wide range of specialist data skills. Four out of five companies are struggling to find the talent they need and two thirds of data-driven companies have experienced difficulty in filling at least one vacancy when they have tried to recruit data analysts. This shortage of data talent has direct and serious economic implications, and addressing this shortfall should therefore be a strategic priority. In recognition of the importance of data handling and data analytical skills to the digital economy, the government will work with the industry-led Data Skills Taskforce to help implement key elements of the Analytic Britain report produced by Nesta and Universities UK, which provides a number of proposals to raise levels of data analysis education and skills provision in the UK.TrustBuild public trust._c92c4b7c-02e3-11e7-8e6b-ffeb7ee62fe87.3Information Commissioner's OfficeBusinessesRecent studies by the Information Commissioner's Office (ICO) show that only one in four UK adults currently trusts businesses with their personal information. If the UK is to benefit fully from the economic and social gains of data, the public needs to know that their personal data is safe and used responsibly. Government and business must maintain the confidence and trust of those who provide us with their data: that it will be kept safe and secure; that it be handled legally, responsibly, and ethically; that we will be open and transparent about what data we are using and why; and that strict penalties will apply for misuse.Data Rights & ResponsibilitiesSupport people's data rights and responsibilities._c92c5202-02e3-11e7-8e6b-ffeb7ee62fe87.3.1Information Commissioner's OfficeConsumer Protection GroupsThe Information Commissioner's Office (ICO), government, and consumer protection groups have worked hard to encourage people to take responsibility for their own data, particularly in the online environment. Whilst we must have robust legal frameworks to ensure organisations use data appropriately, we also need people to play their part in keeping their information secure. The ICO website contains a range of clear advice and information for individuals on their privacy rights and on actions they can take to keep their information safe. The government will continue to support the work of the ICO and others who help people make informed decisions about how, when, and with whom they share their data.Ethical FrameworksEstablish ethical frameworks for the use of data._c92c5c52-02e3-11e7-8e6b-ffeb7ee62fe87.3.2Ethics BoardsBusinessesCabinet OfficeThe Royal SocietyBritish AcademySeveral businesses have already established their own ethics boards or advisory councils on the use of data, and there is a developing body of academic work in this field. In May 2016, the Cabinet Office published the Ethical Framework for Data Science, highlighting relevant principles and best practice guidance for civil servants. The Royal Society and British Academy are leading a review of existing data governance frameworks in the UK that will produce its report later this year. This report will provide valuable analysis as we take forward our work looking at how businesses and new technologies can maximise the potential of data, while ensuring appropriate safeguards for citizens. We look forward to the findings of the review, and will consider them carefully.Emerging IssuesAddress new issues relating to the way personal data is being used. _c92c633c-02e3-11e7-8e6b-ffeb7ee62fe87.3.3As technology evolves and the amount of personal data that is collected increases, there will inevitably be new issues with the way it is being used. The government is committed to ensuring that our laws on data protection respond to the dramatic pace of change in the digital field, and that innovation with personal data is ethical and responsible. Data which had been legitimately collected and stored with all personal identifiers removed might be knowingly or deliberately de-anonymised, risking individuals' confidentiality. The impact of this is particularly acute in a health and care context, where personal data can be very sensitive. That is why we will review the data protection offences, and introduce stronger sanctions for deliberate and negligent re-identification of anonymised data. It is essential that the regulator has effective powers and that sanctions are a deterrent to the misuse of data.Artificial IntelligenceEnsure technology is not producing outcomes that discriminate unfairly or make judgmental, prejudicial or dangerous decisions._c92c6940-02e3-11e7-8e6b-ffeb7ee62fe87.3.3.1Artificial Intelligence (AI) is an evolving technology that can be broadly described as "a set of statistical tools and algorithms that combine to form, in part, intelligent software that specialises in a single area or task. This type of software is an evolving assemblage of technologies that enable computers to simulate elements of human behaviour such as learning, reasoning and classification". AI is particularly useful for sorting data, finding patterns and making predictions. Current examples of its use include translation and speech recognition services that learn from language online, search engines that rank websites on their relevance to the user, and filters for email spam that recognise junk mail based on previous examples. This creative capacity gives AI enormous potential, but it also challenges some of our assumptions about the role of computers and our relationship with them. As the use of AI increases, we need to carefully consider how to ensure that the technology is not producing outcomes that discriminate unfairly or make judgmental, prejudicial or dangerous decisions. We must ensure citizens and businesses can trust the outcomes of processes that use AI technology. In November 2016, the Government Office for Science published its ‘Artificial Intelligence: opportunities and implications for the future of decision making’ report which sets out where this technology is heading and describes some of the implications for society and government. The Royal Society and British Academy are also currently looking at how the UK can effectively manage the use of AI. The Government will consider carefully the findings of these two studies which will complement, but remain separate from, the review into how we can create the conditions for the artificial intelligence industry to thrive and grow in the UK.EffectivenessUse government data effectively._c92c735e-02e3-11e7-8e6b-ffeb7ee62fe87.4Government is one of the biggest data businesses in the UK. Data is fundamental to what we do and vast quantities of data are collected, analysed and used every day. Advances in digital technology, cloud-based computing and data science open up huge opportunities to improve the effectiveness and precision of government policy interventions by using data more effectively. Furthermore, improving the way we collect, manage and share government data has the potential to deliver significant efficiency gains right across the economy.Data ManagementManage government data._c92c7a20-02e3-11e7-8e6b-ffeb7ee62fe87.4.1Chief Data OfficerGovernment data is generated and stored across departments, agencies, teams and areas of expertise. If government is to make services work smoothly and seamlessly for citizens, we need to put in place the infrastructure to enable the right information to be available to the right part of government at the right time. We will create a linked ecosystem of trusted, resilient and accessible canonical datastores (known as registers) of core reference data. These registers will make government data easier to create, maintain, and put to use. To encourage their use in the public sector and beyond we will introduce a range of products and tools to make their application as straight-forward as possible. We will appoint a new Chief Data Officer for government to lead on use of data. We must also earn and retain the trust of citizens and provide reassurance that personal and sensitive data is treated safely, securely and ethically within appropriate governance frameworks and with appropriate respect for privacy. The government will therefore lead by example on using data responsibly and in extracting maximum value from data to create better services for citizens and better policy making. In May 2016 we published a Data Science Ethical Framework to provide guidance to civil servants on the ethical use of data within government. To build on this we will:Burden Reductionaim to collect data once and use it many times - reducing the respondent burden for citizens and businesses_c92c80ba-02e3-11e7-8e6b-ffeb7ee62fe87.4.1.1CitizensBusinessesData Sharingmake it clear and transparent why we are sharing data, how and what the benefits of this sharing are_c92c8cea-02e3-11e7-8e6b-ffeb7ee62fe87.4.1.2Opennessmake data open where this is possible_c92c93d4-02e3-11e7-8e6b-ffeb7ee62fe87.4.1.3Anonymityshare anonymised data for research purposes for the public good_c92c9a50-02e3-11e7-8e6b-ffeb7ee62fe87.4.1.4ResearchersGovernment DataOpen up government data_c92ca612-02e3-11e7-8e6b-ffeb7ee62fe87.4.2We also lead the world in the quality of our openly available geospatial data and we will continue to support innovators and businesses to use this data. This includes through the Ordnance Survey's GeoVation programme which runs competitions to help entrepreneurs use geospatial data and technology to develop their ideas, and provides a Hub where new start-ups can access desk-space, mentoring, and legal and professional support.ResearchersBut government still holds data that could be opened up for researchers, campaigners, established companies and entrepreneurs to use. It is our ambition to ensure data is shared wherever appropriate. This will help businesses and government to innovate, generate maximum economic value and help create new digital products and services that enhance citizens' lives.CampaignersCompaniesEntrepreneursPublic OrganisationsWe will ensure that, where appropriate, data can be shared across organisational boundaries within the public sector. Through the Digital Economy Bill, we will modernise legislation to enable data access for defined public interest purposes within government.CitizensThis will allow government to improve the lives of citizens who are in need of support through better targeted services. It will also improve the operation of government by enabling us to tackle fraud and debt more effectively, and by facilitating the production of timely and accurate national statistics.HM Passport OfficeWhere this is already taking place, significant benefits are being realised. For example, HM Passport Office and DVLA have helped to ease the process for driving licence and passport applications by reusing, with user consent, data such as signatures and photo images that citizens have already provided to either organisation.DVLAOpen Data InstituteWe will also work with key stakeholders, such as the Open Data Institute, to open up more government data to external organisations than ever before. We will deliver better services and drive innovation by ensuring the use of high quality, authoritative data across the economy.The true potential of data can only be harnessed if it is open for use by others. The UK leads the world in open data, and the government is committed to building on this and being open by default. All official statistics are now published under the open government licence and we have made over 40,000 government datasets available through our data.gov.uk web-portal.2017-03-012017-03-07https://www.gov.uk/government/publications/uk-digital-strategyOwenAmburOwen.Ambur@verizon.net