SBFM 2019/20 Report

Total Page:16

File Type:pdf, Size:1020Kb

SBFM 2019/20 Report Small Business Finance Markets 2019/20 2 Contents CONTENTS FOREWORD 3 EXECUTIVE SUMMARY 5 INTRODUCTION 7 PART A: THEMES 1.1 FIVE YEARS ON– WHAT HAS CHANGED IN SMALL BUSINESS FINANCE MARKETS 8 1.2 IMPACTS OF MACROECONOMIC DEVELOPMENTS ON SME FINANCE MARKETS 19 1.3 FINANCE IN ENTREPRENEURIAL ECOSYSTEMS 27 PART B: MARKET DEVELOPMENTS SMALL BUSINESSES AND THEIR USE OF FINANCE 2.1 SME BUSINESS POPULATION 38 2.2 USE OF EXTERNAL FINANCE 43 2.3 SME FINANCE AT A LOCAL LEVEL 51 FINANCE PRODUCTS 2.4 BANK LENDING 58 2.5 CHALLENGER AND SPECIALIST BANKS 66 2.6 EQUITY FINANCE 73 2.7 DEBT FUNDS 84 2.8 ASSET FINANCE 87 2.9 INVOICE FINANCE & ASSET-BASED LENDING 91 2.10 MARKETPLACE LENDING 94 GLOSSARY 98 ENDNOTES 102 British Business Bank 3 Foreword FOREWORD KEITH MORGAN CBE, CEO, BRITISH BUSINESS BANK The British Business Bank, established in 2014, improves fnance markets for smaller businesses - wherever they are in the UK and wherever they are on their fnance journey – enabling them to prosper and grow. Our sixth Small Business Finance Markets report provides Looking forward, smaller businesses’ confdence is a timely, comprehensive and impartial assessment of showing signs of recovery following the economic and fnance markets for smaller businesses. Its insights and political uncertainty of 2019. The Bank has worked with analysis, combined with our market intelligence and other market participants and Government through the experience as an active market participant, enable the Business Finance Council to ensure smaller businesses Bank to act as a centre of expertise on fnance for smaller can continue to access the fnance they need to grow. UK businesses and advise the Government on their We will continue to monitor markets closely to help fnance needs. smaller businesses respond efectively to the economic opportunities and challenges in 2020. Since the Bank’s creation in 2014, there has been signifcant long-term growth in fnance fows outside of Recognising the importance of smaller businesses traditional bank lending products, with equity fnance being able to access fnance wherever they’re based, more than doubling, marketplace lending exceeding £2bn a key theme of this year’s report is how entrepreneurial in 2018 and asset fnance growing by an average of 7% ecosystems vary across the regions and localities of per year since 2014. This is in contrast to bank lending, the UK. The availability and ease of accessing fnance where fows have been fat in real terms, driven by for smaller businesses depends greatly on locality, weakness in demand for new loans and overdrafts and with disparities particularly apparent in awareness and a reluctance to take on external fnance. availability of alternative fnance options, particularly those that fnance growth. In this report, we examine The past fve years have seen increased competition the characteristics of successful local ecosystems, and innovation in the supply of SME fnance. The and how public and private sector intermediaries can increased diversity in the range of providers, products best collaborate to enhance the development of local and platforms, together with increasing volumes in these fnance markets. markets, means that smaller businesses have more fnance options to choose from than ever before. When it comes to the demand for fnance smaller businesses are also prepared to consider more options, with over half of those businesses that sought fnance in 2019 contacting fnance providers outside the fve main UK banks. Small Business Finance Markets 2019/20 4 Foreword This year, we’ve included more market intelligence The Bank continues to develop a strong evidence base from our own programmes alongside the results of to underpin its interventions and proactively address our expanded Small Business Finance Survey to get a information gaps, such as collaborating with European more complete picture of smaller businesses’ use of development banks on research to understand the and attitudes towards fnance across the UK. There are challenges UK businesses face when investing in signs of improvement in particular hubs – Manchester, digitalisation and working with stakeholders to collect Edinburgh and Cambridge sit alongside 7 London data on the UK’s private debt market and business boroughs in the top 10 of local authority districts for angel investment. number of equity deals in the frst three quarters We continue to expand the network of organisations of 2019. we work with in a bid to deepen our knowledge and However, the Bank recognises there is more to be done understanding of the ways in which fnance markets in addressing regional gaps on both the demand and support smaller businesses. We know that previous supply side. There are several ways the Bank looks to editions of our Small Business Finance Markets report tackle local disparities in fnance markets, supporting have proved to be a valuable source of information for the Government’s aim of ‘levelling up’ the regions: policy makers and others with an interest in ensuring the success of the sector. • With a Government commitment to expand our Start Up Loans programme, we can continue to I hope you fnd this year’s report informative and useful. support entrepreneurial activity, by providing loans and mentoring, across the UK. • We continue to support investment and high-skilled employment through specifc funds operating in the Northern Powerhouse, Midlands Engine and Cornwall & Isles of Scilly regions. • The Bank’s UK Network works with intermediaries to improve connectivity within local and regional ecosystems. • The Bank’s Finance Hub enables smaller businesses to explore the fnance options that would work best for their business and signposts to relevant fnance experts and associations, to ensure that wherever businesses are based they can access reliable, independent information on their fnance options. British Business Bank 5 Executive summary EXECUTIVE SUMMARY Small business fnance markets have always had a key However, many smaller businesses are reluctant to use role to play in supporting small businesses, whether that fnance, with falling demand for core bank products be helping start and grow new businesses or supporting from 2014 to 2018. While use of external fnance did the activities of established SMEs. Business fnance will increase in 2019, the long-term decline in applications for be particularly important as the UK economy adapts to term loans has not reversed. This has been refected in leaving the EU and responds to the opportunities and relatively fat levels of bank lending. challenges ranging from the generation and adoption of The decline in applications refects smaller businesses’ new technologies to increased trade protectionism and continued desire to avoid debt fnance in recent years decarbonisation. with more than 70% of SMEs saying that they This report combines a look at developments in would forego some growth in order to avoid taking on Small Business Finance Markets in the fve years since more debt. In addition, smaller businesses underestimate the Bank was launched, with a more detailed look at their chances of success when applying for fnance. the developments in 2019 and prospects for 2020. Improving the demand side of the small business fnance Four key fndings stand out. market therefore remains a key objective of the British Business Bank. SIGNIFICANT GROWTH IN SME FINANCE MARKETS OUTSIDE OF TRADITIONAL BANK LENDING PRODUCTS INCREASED RANGE OF PROVIDERS IN BANKING AND SINCE 2014 OTHER SME FINANCE PRODUCTS First, there has been signifcant growth in the volume The increase in volume of SME fnance has been matched of fnance supplied to smaller businesses outside of by an increase in the range of providers of products, traditional bank lending products. Notably the value many of them ofering new ways of delivering fnance. of equity fnance has more than doubled, driven by an Between 2013 and 2019 over 40 new bank licences increase in large later stage deals. On the debt side asset were granted, around half of which went to challenger fnance volumes have grown at a compound annual rate or specialist banks that provide services to businesses. of 7% and marketplace business lending exceeded £2bn These range from online only banks to more traditional in 2018. This growth in volumes refected a signifcant branch-based delivery models. increase in SMEs’ awareness of the products available to them and has provided support to a wide range of start- ups and smaller businesses looking to invest and grow. Small Business Finance Markets 2019/20 6 Executive summary Emerging providers of SME fnance have also gained IMPROVING REGIONAL & LOCAL ENTREPRENEURIAL an increased share of other debt product markets, ECOSYSTEMS WILL HELP REDUCE LOCAL ECONOMIC for example the share of asset fnance provided by DISPARITIES independent challenger and specialist banks has Previous Small Business Finance Market Reports have increased steadily in recent years. reviewed the regional distribution of SME fnance. In equity finance there is a greater range of fund This year the report looks in more depth into the managers in the market with 26 funds closing in characteristics of successful entrepreneurial ecosystems. 2019, many of them new or emerging fund managers, This is particularly important in the context of some signs resulting in an increase in available capital. of weakness in entrepreneurial activity in 2019, and slower growth of early stage equity fnance compared to This significant entry of new providers and products late stage growth. has been supported by the British Business Bank which has made an important contribution to growing supply Understanding local ecosystems highlights not just the capacity and helping increase competition in SME links between suppliers and users of fnance, but how finance markets. they interact with other intermediaries. This is the case, both for private intermediaries such as fnancial advisers, ECONOMIC UNCERTAINTY LED TO INCREASED DEMAND accountants and other business services, but also the FOR SHORT-TERM FINANCE IN EARLY 2019 public sector bodies such as growth hubs and Local Turning to more recent developments, 2019 saw a Enterprise Partnerships.
Recommended publications
  • Government Support for Business
    House of Commons Business, Innovation and Skills Committee Government Support for Business Eighth Report of Session 2014–15 Report, together with formal minutes relating to the report Ordered by the House of Commons to be printed 10 February 2015 HC 770 Published on 24 February 2015 by authority of the House of Commons London: The Stationery Office Limited £0.00 Business, Innovation and Skills Committee The Business, Innovation and Skills Committee is appointed by the House of Commons to examine the expenditure, administration, and policy of the Department for Business, Innovation and Skills. Current membership Mr Adrian Bailey MP (Labour, West Bromwich West) (Chair) Mr William Bain MP (Labour, Glasgow North East) Mr Brian Binley MP (Conservative, Northampton South) Paul Blomfield MP (Labour, Sheffield Central) Katy Clark MP (Labour, North Ayrshire and Arran) Mike Crockart MP (Liberal Democrat, Edinburgh West) Caroline Dinenage MP (Conservative, Gosport) Rebecca Harris MP (Conservative, Castle Point) Ann McKechin MP (Labour, Glasgow North) Mr Robin Walker MP (Conservative, Worcester) Nadhim Zahawi MP (Conservative, Stratford-upon-Avon) The following members were also members of the Committee during the Parliament. Luciana Berger MP (Labour, Liverpool, Wavertree) Jack Dromey MP (Labour, Birmingham, Erdington) Julie Elliott MP (Labour, Sunderland Central) Margot James MP (Conservative, Stourbridge) Dan Jarvis MP (Labour, Barnsley Central) Simon Kirby MP (Conservative, Brighton Kemptown) Gregg McClymont MP (Labour, Cumbernauld, Kilsyth and Kirkintilloch East) Ian Murray MP (Labour, Edinburgh South) Nicky Morgan MP (Conservative, Loughborough) Chi Onwurah MP (Labour, Newcastle upon Tyne Central) Rachel Reeves MP (Labour, Leeds West) Mr David Ward MP (Liberal Democrat, Bradford East) Powers The Committee is one of the departmental select committees, the powers of which are set out in House of Commons Standing Orders, principally in SO No 152.
    [Show full text]
  • SBFM Report 2021
    Small Business Finance Markets 2020/21 british-business-bank.co.uk Contents Foreword 3 Part B: Market developments 54 Executive summary 6 Small businesses and their use Introduction 10 of finance Aggregate flow and stock of 2.1 Macro-economic developments 55 finance to smaller businesses 12 2.2 SME business population 61 2.3 Use of external finance 67 Part A: The impact of Covid-19 on small business finance markets Finance products and the implications for 2021 15 2.4 Bank lending 75 1.1 Demand and supply of SME 2.5 Challenger and specialist banks 82 finance during the pandemic 16 2.6 Equity finance 89 1.2 Expectations for demand and 2.7 Private debt 102 supply in 2021 29 2.8 Asset finance 111 1.3 Finance can help the UK build 2.9 Invoice finance and back better 41 asset-based lending 116 1.4 The importance of and 2.10 Marketplace lending 121 challenges faced by alternative finance providers in 2020 47 Glossary 126 Endnotes 132 2 0.0 The British Business Bank’s mission is Foreword to make finance markets work better so smaller businesses across the UK can prosper and grow. Small Business Finance Markets 2020/21 Foreword Our unique position at the intersection of Covid-19 has had a devastating effect on the UK government and financial markets enables economy, particularly on the all-important small business sector that accounts for 61% of private sector us to identify and reduce imbalances in employment. It has also had a profound influence on access to finance; create a more diverse the operation of the finance markets serving small market; and increase the supply of finance businesses.
    [Show full text]
  • Small Business Equity Tracker 2019 2 British Business Bank
    SMALL BUSINESS EQUITY TRACKER 2019 2 BRITISH BUSINESS BANK CONTENTS 3 FOREWORD 4 EXECUTIVE SUMMARY 7 INTRODUCTION 10 CHAPTER 1: RECENT TRENDS IN SME EQUITY FINANCE 10 1.1 TOTAL INVESTMENT 14 1.2 BUSINESS STAGE 18 1.3 DEAL SIZES 24 1.4 INVESTORS 26 1.5 SECTORS AND TECHNOLOGY SUB-SECTORS 28 1.6 FOLLOW ON FUNDING ENVIRONMENT 30 1.7 VALUATIONS 32 1.8 OVERSEAS INVESTORS 33 1.9 FEMALE FOUNDERS 35 1.10 DEAL GEOGRAPHY 44 CHAPTER 2: BRITISH BUSINESS BANK ACTIVITY 44 2.1 INTRODUCTION 47 2.2 MARKET SHARE 48 2.3 BUSINESS STAGE 51 2.4 SECTOR 52 2.5 ENGLISH REGIONS AND DEVOLVED ADMINISTRATIONS 53 CHAPTER 3: PATIENT CAPITAL ECOSYSTEM 53 3.1 INTRODUCTION 54 3.2 HIGH GROWTH BUSINESSES 55 3.3 SIZE OF VC MARKETS 57 3.4 FOLLOW ON FUNDING 59 3.5 UNICORN BUSINESSES 60 3.6 EXITS 62 3.7 FUNDRAISING 65 CHAPTER 4: TALENT IN VENTURE CAPITAL 65 4.1 INTRODUCTION 66 4.2 ROLES AND DAY-TO-DAY ACTIVITIES 67 4.3 CAPABILITIES PERCEIVED TO BE MOST VALUABLE 68 4.4 PROFESSIONAL, ACADEMIC AND INTERNATIONAL EXPERIENCE 71 4.5 TALENT CHALLENGES FOR THE NEXT GENERATION OF SENIOR VCS 75 APPENDIX 77 BEAUHURST METHODOLOGY 78 ACKNOWLEDGMENTS AND ENDNOTES SMALL BUSINESS EQUITY TRACKER 2019 3 FOREWORD KEITH MORGAN, CEO OF BRITISH BUSINESS BANK A vibrant and healthy equity fnance market is key to enabling smaller ambitious businesses to fulfl their growth potential and help build a successful economy in the UK. For start-up businesses, or those planning to grow larger in the US, UK VC-backed companies now receive a quickly, equity funding remains an important option.
    [Show full text]
  • Candidate Brief Published British Business
    Non-Executive Director | British Business Bank Candidate brief for the position of Non-Executive Director British Business Bank July 2021 Non-Executive Director | British Business Bank Contents About British Business Bank 3 Operating Model 4 The Board 5 The Role 6 The Individual 7 Search Process 9 Candidate Charter 10 How to Apply 11 Appendix 1 12 Appendix 2 17 odgersberndtson.com Non-Executive Director | British Business Bank About British Business Bank The UK Government established the British Business Bank (“the Bank”) in November 2014 as a long-term institution charged with ensuring the finance markets in the UK serve the needs of UK SMEs and mid-sized businesses. It has a single shareholder, the Secretary of State for Business, Energy and Industrial Strategy (“BEIS”). The mission of the Bank is to drive sustainable growth and prosperity across the UK by improving access to finance for small businesses, enabling them to succeed in the transition to a net zero economy, change the structure of the finance markets for smaller businesses and mid-caps so these markets work more effectively and dynamically. The Bank is charged with 7 objectives: 1 Increase the supply of finance available to smaller businesses where markets do not work well. 2 Help create a more diverse market for smaller business finance with greater choice of options and providers. 3 Identify and help reduce regional imbalances in access to finance in smaller businesses across the UK. 4 Encourage and enable SMEs to seek the finance best suited to their needs. 5 Be the centre of expertise on smaller business finance in the UK, providing advice and delivering on behalf of Government.
    [Show full text]
  • Small Business Finance Markets 2018/19 2 British Business Bank
    SMALL BUSINESS FINANCE MARKETS 2018/19 2 BRITISH BUSINESS BANK CONTENTS 3 FOREWORD 5 EXECUTIVE SUMMARY 8 INTRODUCTION 9 AGGREGATE FLOWS AND STOCK OF FINANCE TO SMALLER BUSINESSES 11 MACROECONOMIC DEVELOPMENTS 14 PART A: THEMES 15 1.1 ATTITUDES TO USING FINANCE 22 1.2 EQUITY FINANCE ENVIRONMENT FOR INNOVATIVE AND HIGH GROWTH FIRMS 38 1.3 SME FINANCE AT THE LOCAL LEVEL 48 PART B: MARKET DEVELOPMENTS SMALL BUSINESSES 49 2.1 SME BUSINESS POPULATION 54 2.2 USE OF EXTERNAL FINANCE FINANCE PRODUCTS 58 2.3 BANK LENDING AND CHALLENGER BANKS 68 2.4 EQUITY FINANCE 74 2.5 DEBT FUNDS 77 2.6 ASSET FINANCE AND INVOICE & ASSET-BASED LENDING 82 2.7 MARKETPLACE LENDING 86 GLOSSARY 90 ENDNOTES SMALL BUSINESS FINANCE MARKETS 2018/19 3 FOREWORD KEITH MORGAN, CEO, BRITISH BUSINESS BANK The British Business Bank, established in 2014, improves finance markets so they more effectively serve the needs of smaller UK businesses. Our fifth Small Business Finance Markets report The second theme is declining demand for finance. provides a timely, comprehensive and impartial As the latest data in this report shows, the stock of assessment of finance markets for smaller bank lending - which forms the largest part of the businesses at a moment of great significance for the market - has continued to decline in real terms UK and its economy. Combined with our experience although, encouragingly, alternatives to bank lending as an active market participant, the evidence, have continued to grow, albeit at a slower rate than research and insights in this and other reports previously.
    [Show full text]
  • British Business Bank
    A picture of the National Audit Office logo Report by the Comptroller and Auditor General Department for Business, Energy & Industrial Strategy British Business Bank HC 21 SESSION 2019-20 5 FEBRUARY 2020 Our vision is to help the nation spend wisely. Our public audit perspective helps Parliament hold government to account and improve public services. The National Audit Office (NAO) helps Parliament hold government to account for the way it spends public money. It is independent of government and the civil service. The Comptroller and Auditor General (C&AG), Gareth Davies, is an Officer of the House of Commons and leads the NAO. The C&AG certifies the accounts of all government departments and many other public sector bodies. He has statutory authority to examine and report to Parliament on whether government is delivering value for money on behalf of the public, concluding on whether resources have been used efficiently, effectively and with economy. The NAO identifies ways that government can make better use of public money to improve people’s lives. It measures this impact annually. In 2018 the NAO’s work led to a positive financial impact through reduced costs, improved service delivery, or other benefits to citizens, of £539 million. Department for Business, Energy & Industrial Strategy British Business Bank Report by the Comptroller and Auditor General Ordered by the House of Commons to be printed on 5 February 2020 This report has been prepared under Section 6 of the National Audit Act 1983 for presentation to the House of Commons in accordance with Section 9 of the Act Gareth Davies Comptroller and Auditor General National Audit Office 10 January 2020 HC 21 | £10.00 This report examines whether the British Business Bank (the Bank) is improving access to finance for small and medium-sized enterprises (SMEs) and is well prepared to respond to future challenges.
    [Show full text]
  • Press Release
    PRESS RELEASE Foresight invests £300k from the Midland Engine Investment Fund into ReadyGo Diagnostics Limited • Growth capital to further develop technology that provides rapid, accurate testing for infectious diseases, including COVID, at the point of care • Investment supports opening of a new laboratory, build out of the management team and commercial development • The fifth investment this year by Foresight from the Midland Engine Investment Fund 17 June 2021: Foresight Group (“Foresight”), a listed private equity and infrastructure investment manager, is pleased to announce a £300k growth capital investment from the Midlands Engine Investment Fund (“MEIF”) into ReadyGo Diagnostics Limited (“ReadyGo”), a start-up diagnostics business. The pandemic has highlighted the need for a simple, self-administered test that produces rapid, accurate results. ReadyGo has developed a pen-like device that has been adapted to help with COVID-19 detection. The device allows for testing of multiple infections, including distinguishing between coronavirus and influenza, and also testing for viral conjunctivitis, herpes and dengue fever. The diagnosis is carried out on the spot, with a 90-95% sensitivity. If successfully developed, ReadyGo’s pen has the low cost, speed and ease of use of a lateral flow test but has an accuracy comparable to more expensive and time-consuming lab-based style tests. The total of investment of £780,000 (£300,000 from MEIF and £480,000 from management and a consortium of private investors) will allow the company to focus on the development of the technology, build out the management team and potentially establish relationships with complementary strategic partners. ReadyGo was formed in 2019 by co-founders Ben Cobb, Mike Catt and Mike Pearson.
    [Show full text]
  • Annex - Public Bodies Reform Programme Update, 1 December 2015
    OFFICIAL Annex - Public Bodies Reform Programme Update, 1 December 2015 This annex contains an updated table of the 2010 Public Bodies Reform programme’s original proposals and consequential changes since 2010. All updates and comments are correct as of 1 December 2015. Bodies are listed in alphabetical order by department. The table reflects proposed changes including: 1. Changes made to bodies in line with the Public Bodies Act 2011 2. The changes to proposals collectively agreed by ministers 3. Additional changes, such as a change of name and changes resulting from triennial review of the body. Background: For the 2010-15 Public Bodies Reform programme the government’s presumption was a body should only exist at arm’s length from government if it meets one of three tests: • it performs a technical function; • its activities require political impartiality; and • it needs to act independently to establish facts. Over 900 bodies were subject to a cross-government review undertaken by all departments in spring/summer 2010. This included all non- departmental public bodies (NDPBs), along with a number of non-ministerial departments and public corporations. The Minister for the Cabinet Office announced the outcome of that review on 14 October 2010. Following the passing of the Public Bodies Act in 2011, proposals published in December 2011 set out that 199 bodies would be abolished, 120 merged and 176 substantially reformed. As of 1 December 2015, more than 190 bodies have been abolished and more than 165 bodies merged into fewer than 70. Over 130 have been substantially reformed. 1 Scope of document: Please note the below table is not an exhaustive list of all public bodies, only those 904 bodies affected by the 2010 public bodies reform proposals as stated above.
    [Show full text]
  • Spotlight: the Midlands Engine Investment Fund
    SPOTLIGHT: THE MIDLANDS ENGINE INVESTMENT FUND British Business Bank plc (BBB) is a development bank wholly owned by HM Government. British Business Financial Services Limited (BBFSL) is a wholly owned subsidiary of BBB. Neither BBB nor BBFSL is authorised or regulated by the PRA or FCA. BBB and its subsidiaries are not banking institutions and do not operate as such. A complete legal structure chart for the BBB group can be found at www.british-business-bank.co.uk. 2 BRITISH BUSINESS BANK CONTENTS 3 FOREWORD 4 EXECUTIVE SUMMARY 6 THE MIDLANDS ENGINE 9 THE MIDLANDS ENGINE INVESTMENT FUND (MEIF) 19 MIDLANDS ENGINE SUCCESS STORIES 23 HOW DO I APPLY FOR MEIF FUNDING? 25 ANNEX A: ANALYSIS OF THE MIDLANDS ECONOMY 27 ANNEX B: LEP-LEVEL ECONOMIC ANALYSIS SPOTLIGHT: THE MIDLANDS ENGINE INVESTMENT FUND 3 FOREWORD SAJID JAVID, SECRETARY OF STATE FOR COMMUNITIES AND LOCAL GOVERNMENT AND MIDLANDS ENGINE MINISTERIAL CHAMPION, AND GREG CLARK, SECRETARY OF STATE FOR BUSINESS, ENERGY AND INDUSTRIAL STRATEGY Situated at the heart of the United Kingdom, the Midlands contributes 13% to the UK economy, in terms of economic output. The Midlands Engine Investment Fund will help drive the strategically important Midlands economy by providing the finance local businesses need to grow and realise their full potential. We are delighted to be introducing this report by As the Ministers responsible for Communities the British Business Bank published alongside the and Local Government and Business, Energy and formation of the Midlands Engine Investment Fund. Industrial Strategy, we are delighted to see the We know that many people played a role in creating opportunities this fund represents.
    [Show full text]
  • BEIS Accounting Officer System Statement 2018
    ACCOUNTING OFFICER SYSTEM STATEMENT 2018 As at 16 July 2018 Contents 1. Scope of the system ______________________________________________ 1 Principal Accounting Officer’s statement ______________________________ 2 2. Accountability and governance _____________________________________ 5 Departmental governance structure __________________________________ 6 Risk management _______________________________________________ 7 Project management _____________________________________________ 7 Audit and assurance ______________________________________________ 8 Relationships with other government departments_______________________ 9 3. Relationships with BEIS partner organisations and wider network ___________ 11 Within or primarily supported by core BEIS ____________________________ 13 Outside of core BEIS but within its accounting boundary __________________ 15 Wider departmental group _________________________________________ 18 4. The distribution of funding _________________________________________ 21 Monitoring expenditure ____________________________________________ 21 Local funding arrangements ________________________________________ 22 Grants to private and voluntary sector bodies __________________________ 22 Major contracts and outsourced services ______________________________ 23 Investments, joint ventures and other assets ___________________________ 24 ANNEX A – Network bodies within BEIS ‘Annual Report and Accounts’ 2017-18 ____ 27 ANNEX B – Alphabetical list of BEIS partner organisations and wider network ______ 29 BEIS ACCOUNTING
    [Show full text]
  • British Business Bank
    ECONOMY, ENERGY AND FAIR WORK COMMITTEE SCOTTISH NATIONAL INVESTMENT BANK BRITISH BUSINESS BANK Background 1.1. The British Business Bank is a government owned economic development Bank. We operate across the United Kingdom: in Scotland, Wales, England and Northern Ireland. 1.2. This paper aims to provide background information on the reasons why, and how, the British Business Bank was established in its current form. We hope that this background briefing will therefore provide a wider context in which to support the Economy, Energy and Fair Work Committee‟s inquiry into the Bill to establish the Scottish National Investment Bank. 1.3. The British Business Bank takes a keen interest in the development of the Scottish National Investment Bank (SNIB). The British Business Bank continues to work constructively with the SNIB development team and other Scottish stakeholders, sharing our experience and insights from setting up the British Business Bank, as part of the process in establishing the SNIB. 2. About the British Business Bank 2.1. The British Business Bank is a government-owned economic development bank. We aim to make finance markets for smaller businesses work more effectively, allowing those businesses to prosper, grow and build UK economic activity. We have a single shareholder, the Secretary of State for Business, Energy and Industrial Strategy. 2.2. The Bank manages the UK Government‟s access to finance programmes for smaller businesses within a single commercially-minded institution, supporting Government initiatives such as the modern Industrial Strategy. 2.3. The Bank does not finance businesses directly, but instead provides funds and guarantees to private sector partners, enabling them to finance a greater number of smaller businesses (either through debt or equity).
    [Show full text]
  • The Future of Growth Capital Report
    THE FUTURE OF GROWTH CAPITAL REPORT WITH SUPPORT FROM INVESTORS, INDUSTRY AND THE BUSINESS ACTION COUNCIL AUGUST 2020 THE FUTURE OF GROWTH CAPITAL REPORT THE FUTURE OF GROWTH CAPITAL REPORT Deloitte Innovate Finance ScaleUp Institute CONTENTS Deloitte is a leading global provider Innovate Finance is the independent The ScaleUp Institute is a private of audit and assurance, consulting, industry body that represents sector-led, not-for-profit organisation financial advisory, risk advisory, and advances the global FinTech focused on collaborating with policy tax, and related services. With community in the UK. Our mission makers, corporates, finance players, more than 150 years of hard work is to accelerate the UK’s leading educators and government at a local and commitment to making a real role in the financial services sector and national level. 03 Foreword difference, our organisation has grown by directly supporting the next 06 Executive Summary in scale and diversity - approximately generation of technology-led Our mission is to help the UK to 10 1. Investor And Growth Finance Landscape 286,000 people in 150 countries and innovators. become the best place in the world 19 2. The Market Failures territories, providing these services to grow a business as well as start one, 22 3. The Gap Explained - yet our shared culture remains the Innovate Finance’s membership ranges and enable our existing high-growth 23 3.1 The Structural Growth Capital Gap Pre-Covid-19 same. Our organisation serves four from seed stage startups and global businesses to scale up even further. 27 3.2 The Cyclical Growth capital gap due to the Covid-19 crisis out of five Fortune Global 500® financial institutions to investors, 30 3.3 New challenges and opportunities going forward companies.
    [Show full text]