UK Modern Industrial Strategy

Joshua Reynolds Excerpts

Monday 23rd June 2025 Commons Chamber

[Jonathan Reynolds]

The birthplace of the industrial revolution is somewhat contested by several of us Labour MPs, but we do not need a vote on that. My hon. Friend’s constituency certainly has a rich history and a great future for her constituents, who have been well represented by her since the election. On energy prices, we all want action sooner rather than later. There are some parts of the programme that I can implement more quickly than others, and I have to do this in the proper way and let people consult on the threshold. In my Department, we are often dealing with big inward investment decisions or existing domestic business investment decisions, and if they can have certainty as to where they will get to in a short space of time—many of these are investments that pay back over not just years but decades—that will make the difference. I believe that the benefits can be felt even sooner than the programme can be put in place, but I promise I will stretch every sinew to get it in place as soon as we can.

[Mr Joshua Reynolds (Maidenhead) (LD)]

Businesses have told me how important it is to have a front door for public finance. The strategy references Innovate UK, the British Business Bank, the National Wealth Fund, UK Export Finance, Invest Northern Ireland, the Scottish National Investment Bank, the Development Bank of Wales, Great British Energy and the Office for Investment, so does the Secretary State believe that businesses know where public finance’s front door is, and that this is as simple as it could possibly be?

[Jonathan Reynolds]

I welcome the question from my honourable namesake. I hope he is not still getting my emails; I get a few of his, and I try and help out where I can on those local issues. He is right: we have inherited a lot, and there is a devolved landscape to this as well. People often ask—we had a conversation in the Select Committee about this—why we do not bring them all into one organisation. It is important to understand that they play key different roles. I cannot remember what page of the industrial strategy it is on, but the different parts of the journey those different organisations represent are specifically addressed. They are there to do different things.

Of huge interest to me is the scale-up point—the serious business-to-consumer point. I think people recognise that there is a lot of capital in the world, but the question is whether it matches the risk profile and opportunities of businesses in the UK. We all recognise the tremendous innovation in this country, but do we always get the long-term benefits of that scale-up happening in the UK rather than going abroad? We do not, and that is what we are seeking to fix. That is the fundamental mission that we are all united behind.