2025 UK Border Strategy

December 2020 CP352 2025 UK Border Strategy

Presented to Parliament by the Chancellor Duchy of Lancaster and the Minister of State at the Cabinet Office by Command of Her Majesty

ISBN 978-1-5286-2336-0 CCS1220699628

This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/opengovernment- licence/version/3 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available for download at www.gov.uk/official-documents This publication is available in large print and other accessible formats on request. Any enquiries regarding this publication should be sent to us at [email protected] 2025 UK Border Strategy D Contents

5 Joint Ministerial foreword 55 Transformation 4 Use upstream compliance to 6 Industry foreword move processes away from the actual frontier where appropriate, 7 Executive summary both for passengers and traders 9 Our vision for the border 68 Transformation 5 Build the capability of staff and 15 Delivering in partnership the border industry responsible 19 Our plan to transform the border for delivering border processes, particularly in an environment of 26 Transformation 1 greater automation; and simplify Develop a coordinated communication with border users user-centric government to improve their experience approach to border design and delivery, which works in 74 Transformation 6 partnership with industry and Shape the future development of enables border innovation borders worldwide, to promote the UK’s interests and facilitate 32 Transformation 2 end-to-end trade and travel Bring together government’s collection, assurance and use 83 Next steps of border data to provide a comprehensive and holistic view of data at the border

45 Transformation 3 Establish resilient ‘ports of the future’ at border crossing points to make the experience smoother and more secure for passengers and traders, while better protecting the public and environment 2025 UK Border Strategy 5 Joint Ministerial foreword

As the United Kingdom prepares to become to do so – and those who are not conducive a sovereign nation once more, the events to the public good are kept out. In this way, of 2020 prove how important it is that our our border will be more resilient and robust border is as efficient, smart and responsive in its operation, but at the same time more as possible, primed to flex to changing user-friendly. It will help us realise our global circumstances. ambitions for trade and tourism. Long-term global shifts in how people and Cooperation and co-design sits at the goods move across international borders heart of this border vision. Preparations have been suddenly up-ended by the impact for the end of the Brexit transition period of the COVID-19 pandemic on the world have highlighted the vital importance of economy. It is critical that our border makes collaboration with the businesses and the fullest use of advances in technology to organisations in the private sector that will manage changes in flow, in order to keep the deliver critical elements of the border. We UK safe and prosperous, while continuing to are committed to building on the partnership protect people, animals and the environment. working of the last few years to create a If the primary responsibility of a government fully joined-up approach to border design, is to keep its citizens safe, a border must delivery and innovation across the UK. also ensure the smooth and predictable The 2025 UK Border Strategy is only the movement of people and goods. Historically, beginning of this process. It draws on there has been a tension between this need the wealth of evidence and insight from for compliance and the need for frictionless stakeholders across the UK submitted to our passage. Yet we know from other jurisdictions, public consultation exercise. Implementing it including Singapore, Australia and New together, we can be confident that we are on Zealand, that the use of smart legislation, our way to creating the most effective border the effective deployment of personnel and in the world. critically the powerful advances in technology and data analytics can resolve this tension. Automated processes and AI insights can give industry and government a clearer understanding of exactly who – and what – is moving across the border, in real-time. Rt Hon Michael Gove Rt Hon George Eustice This strategy sets out our plans to harness MP, Chancellor of the MP, Secretary of State that potential, and fulfil our ambition to have Duchy of Lancaster for Environment, Food the most effective border in the world. and Rural Affairs There are many benefits: lower costs and the fewest possible delays for traders and travellers, and a more secure border that will deter hostile actors and thwart the illicit cross- border movements of people and goods. We Rt Hon Priti Patel MP, Rt Hon Steve Barclay want to be sure that the people who come Home Secretary MP, Chief Secretary here are those who have a legitimate right to the Treasury 2025 UK Border Strategy 6 Industry foreword

We welcome the ambitious proposals in the has ensured it is easier for businesses to 2025 UK Border Strategy which we believe trade and for passengers to travel overseas, are critical to implement if the UK is to create and makes the UK’s border an attractive the most effective border in the world, a one over which to do business. We are border that is highly productive, free flowing, pleased to see that the 2025 UK Border predictable and resilient for all users. Strategy sets out how the government will The UK border is dependent on a large work in partnership with our industry to number of bodies that are independent drive forward a programme of modernisation of government, working in partnership and innovation to improve the end-to-end with government agencies to ensure that passage through all the UK’s ports and points it operates smoothly and efficiently, whilst of entry for goods and people. maintaining essential safety and security The partnership between our members and standards. Our organisations represent government is, as never before, critical for many of those firms who facilitate millions the smooth operation of the border, and we of consignments of goods and passengers welcome the commitment in this strategy to to move across the border every year. strive for coordinated design, delivery and Their work is vital for the UK economy, the performance measurement of the border livelihoods of people all across the UK, and across the public and private sector. supports billions of pounds of international There is still a great deal of work to do if we trade and tourism. are to realise the vision set out in this strategy. Over the years our members have invested There is no time to waste – we look forward heavily in innovation and the technological to working with the coordinated government transformation of the border. This investment agencies to achieve this vital objective.

Karen Dee, Chief Executive, Andrew Miller, Chairman of the Amanda Francis, Chief Executive, Airport Operators Association AOCC Customs Sub-Committee Association of International Courier & Express Services

Richard Ballantyne, Chief Bob Sanguinetti, Chief Executive, Kevin Richardson, Chief Executive, British Ports UK Chamber of Shipping Executive, The Chartered Institute Association of Logistics and Transport UK

Elizabeth de Jong, Director of Tim Morris, Chief Executive, UK Policy, Logistics UK Major Ports Group 2025 UK Border Strategy 7 Executive summary

The 2025 UK Border Strategy sets out our • a long-term Target Operating Model (TOM) vision for the UK border to be the most for the border that describes the border effective in the world. A border which we are intending to create; and embraces innovation, simplifies processes • the major transformations that for traders and travellers and improves the government and industry will need to security and biosecurity of the UK. The deliver by 2025 and beyond to implement purpose of the strategy is to set out: the Target Operating Model. • our approach to working in partnership with the border industry and users of the border to design, deliver and innovate around the border; 2025 UK Border Strategy 8

The six transformations that the strategy To deliver these transformations the proposes to implement across the UK strategy sets out a series of cross-cutting, border are to: multi-year programmes that we will take forward in partnership with stakeholders. 1. Develop a coordinated user-centric This list of programmes includes: the government approach to border design development of a Single Trade Window, to and delivery, which works in partnership create a single gateway for all data from with industry and enables border traders into government; implementation of innovation. an Electronic Travel Authorisation to speed 2. Bring together government’s collection, passenger journeys through ports; and a assurance and use of border data to major review of the agencies and checks provide a comprehensive and holistic that occur at the border, to rationalise view of data at the border. these wherever possible. 3. Establish resilient ‘ports of the future’ Underpinning this will be a new Design at border crossing points to make the Authority for the border that will bring experience smoother and more secure together all public sector bodies who for passengers and traders, while better design and deliver the border across protecting the public the UK Government and the devolved and environment. administrations, with expert insight from 4. Use upstream compliance to move industry, to take a coordinated approach processes away from the actual frontier to border design going forward. where appropriate, both for passengers and traders. 5. Build the capability of staff and the border industry responsible for delivering border processes, particularly in an environment of greater automation; and simplify communication with border users to improve their experience. 6. Shape the future development of borders worldwide, to promote the UK’s interests and facilitate end-to-end trade and travel. 2025 UK Border Strategy 9 Our vision for the border 2025 UK Border Strategy | Our vision for the border 10

enhances security for a global United Responding Kingdom; ensuring the UK remains bio- secure, protecting plant, animal and human to change health and that the UK becomes an even more attractive place to travel to or through As we look ahead to the future and embark and with which to do business. Our goal is on a new chapter as a fully independent and to help UK businesses take advantage of sovereign United Kingdom, our exit from the new trading relationships with the rest of European Union provides the country with a the world, whilst strengthening our ability unique opportunity to create a border that is to target criminal activity, prevent illegal fit for the future and benefits all the nations migration and protect the UK’s people, of the UK. businesses, health, and environment. Our border is more than a line on a map. It is a combination of policies, processes and systems delivered by both public and private organisations across more than 270 recognised crossing points and many other smaller entry points across the UK.1 The smooth operation of these is vital to the UK’s economy, safety, biosecurity and ability to combat illegal migration. Concurrently, changing trends in trade, migration and security, as well as major events like the COVID-19 pandemic, mean our border is under more pressure than ever before. At the end of the transition period we will take full control of our border and so now is the ideal moment to take forward a long- term border strategy. Technology is already being embraced by the private sector to revolutionise supply chains, logistics and passenger movements. Government must keep pace with these advancements at the border. Doing so will increase security, build resilience and lower costs for traders and passengers, thereby driving economic growth. The 2025 UK Border Strategy sets out our vision to have the world’s most effective border, one that enables prosperity and

1. National Audit Office.The UK Border (last accessed 04 December 2020). 2025 UK Border Strategy | Our vision for the border 11

The importance of the UK border

Passenger data Trade data

21 million international sea 383 million tonnes passengers use of international freight handled 2 UK seaports by UK seaports7

million 255 2.5 million tonnes of freight international passengers 8 pass through UK airports3 handled by UK airports and 1.3 million tonnes using the Channel Tunnel million passengers 22 through-train freight9 travelled on Eurostar and Le Shuttle4

The UK total trade was worth £1,407 billion. This was made Security and biosecurity data up of £718 billion in imports and £689 billion in exports10 Over £9 billion of exports of animal and plant products each year which rely on the UK’s biosecurity reputation5

Over 15,000 Revenue data firearms and weapons and over 23,000kg of Class A and B drugs were seized at the border 6 £32.8 billion of Import VAT11 and £3.4 billion of customs Border Force protected £347 million tax duty collected by the UK revenue through detecting goods where excise Government at the border12 duty was not declared6

2. Department for Transport. Sea Passenger statistics (last accessed 26 November 2020). 3. Civil Aviation Authority. EU and Other International Terminal Passenger Traffic, 2019 (last accessed 26 November 2020). 4. Department for Transport. Channel Tunnel to and from Europe (RAI0108) (last accessed 26 November 2020). 5. Department for Environment, Food and Rural Affairs analysis of HMRC trade data, including all products covered by OCR. 6. Border Force. Border Force Transparency Data: November 2020 (last accessed 26 November 2020). 7. Department for Transport. UK Port Freight Statistics: 2019 (last accessed 26 November 2020). 8. Civil Aviation Authority. Freight, 2019 (last accessed 26 November 2020). 9. Department for Transport. Channel Tunnel to and from Europe (RAI0108) (last accessed 26 November 2020). 10. Department for International Trade. UK Trade in Numbers (last accessed 26 November 2020). 11. HM Revenue and Customs. VAT annual and quarterly receipts: Import VAT 2018-19 (last accessed 26 November 2020). 12. HM Revenue and Customs Tax Receipts UK: Customs duty 2018-19 (last accessed 26 November 2020). 2025 UK Border Strategy | Our vision for the border 12

Over 170 stakeholders provided replies Strategic objectives through this online public consultation exercise, and over 200 stakeholders and outcomes attended workshops to discuss the future of the border. Respondents provided insight To deliver our vision of the world’s most from across the border industry, including effective border we have developed four businesses, ports and travel organisations strategic objectives. Each objective is across all regions and nations of the UK, and underpinned by strategic outcomes that we represented businesses of all sizes. are seeking to achieve. These objectives and outcomes received strong support from stakeholders through the 2025 UK Border Strategy Public Consultation which we conducted over the summer of 2020, however we have further refined them following the feedback shared with us.

To what extent respondents to the 2025 UK Border Strategy Public Consultation agreed with the draft strategic objectives and outcomes

Strategic Objectives Strategic Outcomes

100% 100%

90% 90% Strongly agree Strongly 80% agree 80% Agree

70% Agree 70% Neither agree 60% Neither agree 60% nor disagree nor disagree 50% 50% Somewhat disagree Disagree 40% 40% Disagree Strongly 30% 30% disagree Strongly 20% 20% disagree

10% 10%

0% 0% 2025 UK Border Strategy 13

Strategic objectives

Vision for the 2025 Border Government’s Mission for the 2025 Border To have the world’s most eff ective border that creates prosperity To protect the public and encourage legitimate trade and travel and enhances security for a global United Kingdom for businesses and passengers

A UK border that… Strategic outcomes

Promotes UK growth and —Improve the end-to-end user experience for moving legitimate goods into and out of the UK for businesses prosperity by facilitating of all sizes international trade from businesses —Improve trader perception of the UK border and the UK’s performance in international measures of border of all sizes, while eff ectively eff ectiveness to promote the UK as a top destination for international trade and increase investment collecting the revenue owed —Improve the collection of revenue owed at the border and close the tax gap

Detects, deters and disrupts —Improve the UK’s ability to detect threats before they reach the border to allow eff ective interventions before serious and organised crime, travel to the UK and at the UK border terrorism, harm and threats to —Reduce vulnerabilities at the border and within the UK’s territorial waters to prevent high-risk individuals biosecurity, on land and at sea, and goods from entering the country in order to protect the UK’s —Improve the UK border’s reputation for integrity so that it deters those who seek to do us harm from people, businesses, health, and attempting to commit cross-border crimes and enhances public confi dence environment —Reduce the successful flow of illicit and mis-declared commodities across the UK border —Identify and contain threats to biosecurity and public health pre-arrival and at the point of arrival to the UK

Facilitates the movement of —Improve the end-to-end user experience for legitimate passengers to promote the UK as a top destination people that benefi ts the UK, for tourism and business passengers while preventing abuse of the —Discourage and detect individuals who attempt to abuse or circumvent the UK’s migration system migration system, and safeguarding —Safeguard vulnerable individuals and reduce the risk to life to those attempting to cross the border illegally vulnerable people

—Improve the resilience of international supply chains and minimise the risk of disruption at UK ports Is resilient, innovative and able —Improve government and industry’s ability to forecast flow and identify national security, public health, to respond in an agile manner to biosecurity and environmental threats at the border and intervene more eff ectively in emergencies major events and changing trends —Increase the innovation capacity of the border industry and UK ports, including enhancing innovation in port-based industries to attract high value added companies —Improve the agility and expertise of frontline staff to improve border effi ciency 2025 UK Border Strategy | Our vision for the border 14

We will develop an evaluation framework for Measuring success the border and the relevant data streams to measure indicators from the point The 2025 UK Border Strategy Public at which the staged implementation of Consultation reinforced the importance of controls for EU trade is complete in 2021, demonstrating progress towards our vision given that there will be significant changes through the use of clear and consistent Key to border processes next year. To ensure Performance Indicators (KPIs). that businesses and the public can track progress towards our objectives and delivery Effective KPIs will allow us to measure the of this strategy, once we have established progress towards delivering the strategy the baseline, the government intends to and the impacts this will generate in matters publish an annual report setting out progress important to the UK. Through a balanced against the 2025 Strategy and the indicators. scorecard approach they will improve our ability to assess the impact of programmes of change and help us deliver the best value for money for the public. Government has identified six preliminary priority indicators against which we will track the success of this strategy. To this end, through the 2025 UK Border Strategy we aim to track the following indicators of border efficiency: • minimise the average cost to import and export legitimate goods, including obtaining all necessary documentation; • minimise the average time for all required documentary and physical checks to be conducted on legitimate goods and for them to be cleared; • reduce the number of times on average that government collects the same data from traders during the import and export process; • increase the proportion of positive interventions at the border as a result of intelligence and risk-based targeting; • increase the proportion of passengers crossing the border within performance target times; and • minimise the duration that critical border systems are unavailable due to unplanned system outages. 2025 UK Border Strategy 15 Delivering in partnership 2025 UK Border Strategy | Delivering in partnership 16

Partnership Partnership with industry across government

Private sector organisations are integral to Respondents to the consultation stressed the operation of the border and much of the importance of better collaboration the border operating environment is jointly across public bodies when designing and delivered by industry and government. delivering the border. We recognise that Carriers move people and goods across government needs to operate as one at the UK border, and port and airport the local, regional and national level to operators manage the points of entry for improve the user experience at the border ships, planes and trains arriving into the and deliver value for money. This is a core UK. Together, with intermediaries and the theme running throughout this strategy. professional services industry, they manage The 2025 UK Border Strategy has been flows of people and trade, collect data on developed as a cross-departmental project goods and passengers, and interface with involving all government bodies responsible government systems. They also provide for design and delivery of the border. The physical space for border agencies, such as strategy builds upon existing departmental Border Force, to operate. work, such as the points-based immigration A key aim of this strategy is to provide system, the 2050 Maritime Strategy and the the border industry with clarity about Export Strategy, as well as the work already government’s Target Operating Model underway to prepare for the end of the for the border, giving them the ability to transition period. make long-term investment decisions Going forward, this strategy will guide and innovate around the border. The the strategic design and delivery of the development of this strategy has drawn border by all border agencies. It will guide heavily on the expertise and input policy development, shape the priorities shared by the border industry, trade of operational commands, and will guide associations and passenger groups. Insight investment choices over the coming years provided through the public consultation, to deliver the Target Operating Model for departmental stakeholder forums and a the border. For example, work in Border series of deep-dive workshops has been Force is already underway to use this invaluable to ensuring that this strategy strategy to develop their organisational is user-centric and can be delivered in priorities and to ensure that planning and partnership with the border industry. investment choices over the coming years fully support the vision set out within this strategy. 2025 UK Border Strategy | Delivering in partnership 17

The Common Travel Area (CTA) is an Partnership with administrative arrangement which facilitates the free movement of individuals between the devolved the UK, Ireland, and the Crown Dependencies (Isle of Man, Bailiwick of Guernsey and administrations Bailiwick of Jersey). This arrangement will be maintained regardless of the UK’s exit from This strategy sets out our ambition and the EU. This means that, as now, the UK will commitments to transform the whole of not operate routine immigration controls the UK’s external border. Import and export on journeys from within the CTA, with no controls are generally reserved, but the areas immigration controls whatsoever on the of food safety, the protection of human, land border between Ireland and the UK. We animal and plant health, and the environment will also continue to work closely with CTA are devolved. The devolved administrations partners to secure the external CTA border, have responsibilities in relation to various including through data sharing and operational provisions in these areas. We have worked cooperation. Additionally, we will continue closely with the Northern Ireland Executive, to engage with the Crown Dependencies the Scottish Government and the Welsh to maintain our customs arrangements and Government to formulate this strategy. consult on the implementation of future We will continue to work in partnership with proposals for the UK border. the devolved administrations to deliver this strategy and they will form part of the new governance structure that we will put in place to ensure coordinated delivery of the border. Partnership We recognise the unique circumstances of Northern Ireland. The Ireland and Northern at the local level Ireland Protocol guarantees that there will be no infrastructure, checks or controls on Ports and border operations often play an the movement of people or goods crossing important role in local authority economic between Ireland and Northern Ireland. It development strategies and wider local and also secures Northern Ireland’s place in the sub-regional economic partnerships, so UK customs territory. The 2025 UK Border engagement and collaboration at the local Strategy is designed to support the operation level will be critical to realising the benefits of the Protocol. Where components of the of the 2025 UK Border Strategy. Where strategy, for example new technologies aspects of the border are delivered by local to enable the movement of goods, could authorities (such as Port Health Authorities), support the future approach to the or where the operation of the border requirements of the Protocol these will be has local impacts, we will work across explored, as appropriate, in partnership with government to engage and collaborate with the Northern Ireland Executive. The future of local bodies in a coordinated manner to the Protocol will depend on the consent of deliver the objectives of the 2025 UK Border the people of Northern Ireland and the utility Strategy. of the components of this strategy would be assessed in this context. 2025 UK Border Strategy | Delivering in partnership 18

Case study: Grangemouth Port

connections at Rotterdam, Antwerp, Dunkirk and Felixstowe. It has a throughput of over 250,000 TEU per annum.14 They can handle all container types and sizes and are also Scotland’s largest terminal for refrigerated containers with over 400 reefer plugs on the terminal. A key attribute of this port is its excellent connectivity via road, rail and sea, with its location making it a key logistics and distribution hub. 70% of Scotland’s Working with the devolved administrations population can be reached within one will be vital to ensure a coordinated hour’s drive. The port runs weekly rail links approach to delivery of the border. between the port of Grangemouth and Northern Ireland, Scotland and Wales are the Port of Tilbury in London. This service home to many critical ports, one of which has the capacity for 36 containers and is Grangemouth, part of the Forth Ports 13 generally transports retail goods, food and Group. drink to the south of England while the In 1966 Grangemouth Port was the first return journey supports Scotland’s export UK port to handle a transatlantic ship market with the movement of spirits, carrying only containers and since then chemicals and fresh food. has handled in excess of three million This port processes around nine million containers. Grangemouth is now Scotland’s tonnes of cargo worth more than £6 largest port and the largest feeder port billion each year, representing 30% of in the UK. Grangemouth is connected Scotland’s GDP. Grangemouth also plays a to Europe’s major deep-sea hub ports vital role in Scotland’s oil and gas industry, through seven weekly feeder services. accommodating an import facility for its These feeder services are utilised by the adjacent oil refinery which facilitates the world’s top ten shipping lines. supply of Scotland’s aviation fuel and This port runs regular container 70% of Scotland’s domestic fuel supplying services with sailings to major deep sea filling stations.

13. Centre for Economics and Business Research report for Maritime UK. The economic contribution of the UK ports industry (last accessed 02 December 2020). 14. Forth Ports (last accessed 02 December 2020). 2025 UK Border Strategy 19 Our plan to transform the border 2025 UK Border Strategy | Our plan to transform the border 20

Building on The Target the Border Operating Model

Operating Model Stakeholder feedback has been clear that a Target Operating Model (TOM) for the At the end of the transition period the border that both government and industry Border Operating Model will ensure that can work towards is vital. A Target Operating the GB-EU border continues to function Model will allow businesses to understand effectively from January 2021.15 Over 2021 how they can invest and work alongside and through our approach to staged controls government to deliver the future border. we will fully implement this Border Operating The Target Operating Model we have Model. It is from this foundation that we developed is built on three core foundations: must begin developing and delivering the target operating model for the border that • The first is extracting maximum value from will be the most effective in the world. border data to improve the understanding of goods and people moving over the Some examples of where this strategy border. Better use of border data will will guide improvements include: further allow industry and government to improve coordination between government processes, create smoother journeys, and departments and agencies at the border; create a more resilient border. reducing the duplicative asks for data and examinations; a greater use of modern, • The second is harnessing the power of digital and simple processes; increasing technology and innovation to improve clear guidance in many areas including delivery of the border. From advanced authorisations; and improving consistency detection technologies to identify threats, at different crossing points and modes to new technologies for tracking the of transport where appropriate throughout movements of goods, technology has the UK. the ability to improve almost all border processes. The Target Operating Model will harness this potential and create an environment where border innovation is embraced. • The third foundation is a highly skilled workforce, providing standardised experiences. By helping those who deliver the border, in the public and private sector, to develop their skills and by creating better guidance, the border can be made easier to move across, more resilient and more cost-effective.

15. Cabinet Office.The Border Operating Model (last accessed 27 November 2020). 2025 UK Border Strategy 21

Border Target Operating Model

Before the border At the border After the border Delivering major benefi ts for the UK

Traders — Supported to trade internationally — Encounter fewer checks as trusted traders — Renew licences easily and have declarations — Lower end-to-end cost of through an enhanced Trusted Trader with government able to risk more eff ectively auto-populated with previously provided data trade enabling businesses programme pre-arrival — Aggregate data and suspend duties as to innovate, grow and trade — Use the Single Trade Window (STW), to — Experience faster, consistent checks when helpful, through an enhanced Trusted Trader internationally submit information once to government required from the minimum number of programme — Higher supply chain resilience — Access open APIs to build supply chain agencies — Receive clearance notifi cations and updates and certainty reducing data pipelines direct to government from government on changes at the border disruption to business activity

Passengers — Submit ETA and eVisa applications via — Experience automated passage via eGates — Do not have to complete further border — Smoother, more certain easy to use systems pre-departure and biometrics that speeds their journey processes after leaving the port application processes — Receive an electronic permission to through a port — Have entry data stored to support further encouraging travel to the UK travel ahead of departure interactions with government and the UK — Shorter queues at UK ports border improving the user experience

Border — Carriers integrate with government — Ports are better resourced with upgraded — Greater opportunities to Industry systems to provide data and recognise equipment and effi cient deployment of the innovate increasing potential electronic permissions to travel frontline off erings to customers — Professionalised intermediaries o ff e r — Ports partner with government to pilot — Smoother flow at ports more high quality services to traders innovative solutions to deliver fully increasing capacity and contactless travel reducing costs

Government — Operate a Single Trade Window to share — Use advanced analytics-enabled risk engines — Store, selectively harvest and pre-populate — Safer, more secure UK border trader data across government systems to automate decisions and support frontline trader data to minimise future data input preventing harm to the UK and — Provide trader support through better o ffi c rse those crossing the border guidance and a Trusted Trader programme — Detect illicit goods effi ciently with mobile — Higher levels of trader — Share data across border agencies to inspections and improved scanning technology compliance reducing the tax assess traders and travellers ahead of — Minimise the number of agencies interacting gap arrival with goods and people crossing the border

Delivered by a UK border ecosystem where… — Accurate data is gathered effi ciently and shared across government at scale to monitor flow and assure end-to-end identity minimising data requests and maximising data driven, automated decision making — Border industry innovation is enabled by open APIs, the STW platform, published technology use cases and standards, and government-provided sandboxes improving end-to-end user journeys — Diverse, mission-oriented, and highly engaged workforces partner with an employer of choice ensuring a secure and effi ciently operated UK border — A Design Authority brings together stakeholder and government expertise to ensure coherent development at the border and user-centric end-to-end design — Potential vulnerabilities at the border are minimised by eff ective detection capabilities, enhanced data sharing and joint programmes with international partners 2025 UK Border Strategy | Our plan to transform the border 22

Our goal through the 2025 UK Border For the wider border industry, the Target Strategy is to make as much progress as Operating Model will support them to trial possible towards this Target Operating and deploy innovative technologies at the Model over the next five years. Of course, border. For government, the changes at the there is no ‘one size fits all’ approach to border will mean risk engines have more the border and each mode, commodity advanced analytics to support frontline and individual crossing point is different. officers to make better decisions; and illegal With this in mind, the Target Operating migration and illicit goods will be more Model sets out a high-level vision of the efficiently detected through improved non- border, while giving the border industry intrusive inspection technology. and government the flexibility to implement After and away from the border, the solutions appropriate to different locations Target Operating Model will mean traders and functions of the border. can renew licences easily; and will be Before the border, the Target Operating able to aggregate data or suspend duties Model will mean that traders are supported as needed through our Trusted Trader to trade internationally through an enhanced programme. Passengers will no longer have Trusted Trader Programme recognised to complete further border processes after across border agencies; traders and their leaving the port and will have entry data intermediaries can submit information just stored to support further interactions with once to government through the Single government, and when leaving the UK. Trade Window, and access Application Implementing the Target Operating Model in Programming Interfaces (API) to build supply full will dramatically change the experience chain data pipelines direct to government. of crossing the border for both traders and Passengers will have to obtain ‘permission passengers, while improving government’s to travel’ pre-departure which will ability to keep the UK safe from harm. It will increasingly become a digital status that will drive significant economic benefits to the be confirmed before departure to ease the UK by reducing the cost of trade, preventing flow for legitimate passengers at the border smuggling and maintaining fair competition whilst keeping threats away. Carriers will be between domestic and international able to integrate with government systems businesses, whilst protecting the UK from to receive confirmation about a passenger’s crime and biosecurity threats. permission, and intermediaries will have more capacity and innovative tools and systems to support their customers. At the border, the Target Operating Model will ensure traders encounter fewer checks where they have provided information before travel and where those goods pose no risk to the UK. When checks are carried out they will be faster, consolidated and more consistent. For passengers, the main change at the border will be the experience of automated passage via eGates and biometrics for both UK and non-UK citizens. 2025 UK Border Strategy 23

This Target Operating Model could revolutionise crossing the border for traders and passengers

Illustrative user journey for Sarah, a medium-sized, legitimate trader who wishes to import books to the UK from the overseas arm of her business

Journey for a Moving International Moving At Pre-departure Crossing UK port trader internationally Port within UK Destination

Sarah is able to apply for a Sarah submits a single Through the Single Trade Window, the UK departmental As a trusted trader, Sarah receives a Sarah is able to Trusted Trader programme import declaration risk engines receive notifi cation of arrival at the Sarah’s consignment is cross-departmental access relevant that is simple to apply for via the Single Trade international port and government gathers critical prioritised and she is less notifi cation that information about and gives her access to Window data elements about Sarah’s goods directly from the likely to face a physical is enabled by the the shipment via various facilitations while supply chain, which allows an advanced analytics risk check. She can defer duty Single Window that the Single Window; giving government more assessment to be made, which clears goods ahead of payment, which can be her goods have should there be information about her their arrival at the UK port completed electronically been released any issues with the business and trade data If Sarah’s systems at the end of the month shipment following have the capability, arrival Sarah government collects Sarah uses the government Through the data in the The frontline teams will be notifi ed data on movement from Single Trade Window to Single Window, all other receive intelligence- Mobile x-ray scanners register her goods and the supply chain and departments can determine led targeting lists for perform scans on carriers targeted consignments, can access guidance on whether checks are interceptions The shipment arrives allowing Sarah’s shipment importing needed before departure at the destination to leave the port rapidly in a single place without any delays

Illustrative user journey for Priyasha, a tourist from India who wishes to travel to the UK for a holiday by air

Journey Travelling for a to the UK passenger Planning to come Getting permission Crossing the border Leaving the UK

Priyasha searches online to fi nd out what She applies for her digital The biographic and biometric data Priyasha crosses the border and During check-in, she must do to enter the UK as a tourist, e-visa online collected by the carrier and also provided enters the UK via an ePassport Priyasha’s departure data based on the latest rules and regulations. by Priyasha gate swiftly and securely is automatically shared Priyasha fi nds theguidance on permission Risk assessments are used is held in an interoperable format, and between the carrier and to travel very clear. She understands the to dynamically evaluate is combined with other data sources by government systems for consequences of noncompliance Priyasha’s application and due government for a joint law enforcement Border Force is able to use status compliance checks to her previous compliance, capability advanced risk analytics to She fi nds out that that the she is eligible she receives approval to travel identify that Priyasha is a low to apply for an e-visa and the application rapidly and is provided an easy risk traveller and allocates is straightforward and can be submitted to use digital visa Border Force resources to online higher risk interventions

This is an illustration and does not reflect a particular port, mode, commodity trader or passenger 2025 UK Border Strategy | Our plan to transform the border 24

Transformations to deliver the Target Operating Model

To bring about our ambition of the world’s most effective border, we believe there are six key transformations that need to be implemented in partnership with industry. Through the public consultation we learned that stakeholders largely supported these transformations. However, we have refined these transformations based on feedback gathered through the consultation to better reflect the priorities of stakeholders. 2025 UK Border Strategy 251

Transformations Summarysummary

1 Develop a coordinated approach to border design 3 Establish resilient ‘ports of the future’ at border 5 Build the capability of staff responsible for delivering and delivery which enables border innovation crossing points border processes

— Create a new cross-governmental Design Authority — Set out the standards and requirements for border — Support the UK intermediary sector to increase capacity to coordinate design of the border across the public infrastructure and facilities, in partnership with ports and the quality of service they provide and private sector, ensuring that IT systems and border and the border industry, to support investment in — Make our presence at the border more resilient and processes are developed and delivered in a joined-up innovation, modern and user-centered designs to speed effi cientby upskilling Border Force offi cers way, on budget and on time up and secure the passage of people and goods through — Improve border guidance for all users of the border ports — Support the border industry and technology fi rms with ensuring border guidance is digital, accessible and a technology and innovation roadmap that will enable — Work with ports to continue digitisation of the border in one place the private sector to drive innovation around the border including piloting a proof of concept for contactless travel with support of a single gateway into government based around an e-passport and the use of biometric data as the sole authentication for travel across the border — Review government’s presence at the border and the 6 Shape the future development of borders agencies and industries that carry out checks to identify worldwide Bring together government’s collection, assurance 2 potential effi ciencies and improve eff ectiveness, with the and use of border data aim of rationalising the process for physical checks — Take a strategic approach to international engagement — Review and strengthen our detection capability at to coordinate our eff orts to shape the development of — Develop the Single Trade Window to build on upgraded ports working with industry to identify where detection borders across the world, strengthening our relationships systems for departments operating at the border to technology can improve flow. This will be supported with multilaterals and our international partners to ensure streamline stakeholder interactions with border agencies by initial investment to improve our existing nuclear the UK is taking a lead in shaping global border standards to create a single border data portal detection capability at ports — Realise the benefi ts of Free Trade Agreements to — Improve integration of supply chain data through — Build new Freeports throughout the UK to help raise simplify border processes for traders and work collection and assurance of timely and reliable data from prosperity across the country towards additional mutual recognition agreements of commercial supply chains incorporated into government our Trusted Trader programmes wherever this is practical systems to reduce administration for businesses and will support users — Improve risk assessment ability by leveraging advanced analytics and shared data across government. This will 4 Use upstream compliance to move processes away allow holistic risk evaluations of traders and passengers from the actual frontier where appropriate that better secure the border while allowing interventions to be more eff ectively targeted — Create a world-leading Trusted Trader programme with — Make border documentation digital by default to reduce an improved AEO programme and authorisations to make complexity for traders and the border industry it truly world class and off er maximum benefi ts to traders — Put in place new border data legislation to allow border — Introduce an Electronic Travel Authorisation scheme data to be shared across entities that deliver the border as part of a wider universal ‘permission to travel’ requirement to create smoother journeys to the UK — Enhance data-sharing for internal security by improving and expanding the systems and data pipelines that allow — Improve upstream illegal migration countermeasures us to share information with our international partners to prevent irregular migration through increased engagement and intelligence sharing with near borders partners 2025 UK Border Strategy 26 Transformation 1 Develop a coordinated user-centric government approach to border design and delivery, which works in partnership with industry and enables border innovation 2025 UK Border Strategy | Transformation 1 27

Responses to the public consultation To deliver this transformation reflected a strong view that government’s we commit to: approach to design and delivery of the border needed to be more joined-up. 1. creating a new border Design Frustrations were expressed not just with the Authority in 2021 to coordinate duplication of paperwork and interactions at the border, but with the process by which end-to-end design of the government and industry work together to border across government; design the border. This transformation seeks and to bring about a new approach to the design of the border, focussing on collaboration 2. delivering a technology and and co-design across government innovation roadmap that will departments, the devolved administrations support border innovation and and industry. This will ensure that systems and processes are developed and delivered technology adoption. in a joined-up and user-centric manner across government. This will improve the experience for legitimate passengers and traders and will drive value for money for both the taxpayer and users.

Creating a Design Authority for the border

Through the Cabinet Office’s Border and Protocol Delivery Group we will establish a Design Authority to act as a coordinating body for the design of the border to ensure that border policies and processes are coherent and work effectively together to deliver the long-term strategy for the border. From 2021 the Design Authority will work cooperatively with departments and the devolved administrations to develop their border policies, processes and systems in a coordinated manner that designs around the end-to-end user experience. It will be responsible for coordinating delivery of the Target Operating Model across all organisations responsible for the border. 2025 UK Border Strategy | Transformation 1 28

Engagement and co-design with businesses who deliver and use the border will be a key goal of the Design Authority. It will bring together private sector expertise to advise the Design Authority through a new expert advisory group. This expert group will complement the continued input that government gathers through specialist groups brought together by departments to discuss specific policy areas. The goal will be to engage industry experts at the start of all design work for border systems and processes to deliver better shared outcomes.

Case study: the USA’s Border Interagency Executive Council – a successful model for border coordination

The USA’s Border Interagency Executive system. It has had a significant impact and Council is an executive board which driven progress quickly on key border brings together the US government projects through: agencies with border management • senior level accountability for driving authorities and responsibilities. President coordination, being chaired by the Obama issued an executive order to Secretary of Homeland Security; launch the Border Interagency Executive Council in 2014 to sit above partner • close collaboration with users of the government agencies and build “policies border through coordinated external and processes to enhance coordination”. engagement; and It has played a critical role in developing • taking a coordinated approach to the the US’s Single Trade Window: the design and coordination of processes Automated Commercial Environment around the border. 2025 UK Border Strategy | Transformation 1 29

To embrace this approach we have set out a A Technology and border technology and innovation roadmap below. This describes how we will work Innovation Road Map hand-in-hand with industry to drive forward border innovation and coordinate activity for the border across government to support innovation adoption at the border. This is underpinned Innovation should be at the heart of the by the following core principles: future of the border and will be key to we will avoid mandating specific successful delivery of the transformations • technology solutions where possible. that underpin this strategy. Our goal is to Rather, we will support the users of make border innovation easier and the border technology to invest in innovative adoption of new technological solutions solutions that work best for them; faster and more cost-effective for businesses who deliver and use the border. • we will ensure our border systems are built to support innovators, following Open Feedback from our consultation stressed Standards Principles co-designed and built the importance of innovation at the border with Application Programming Interfaces but respondents flagged the danger of (APIs) to allow the private sector to government picking and choosing solutions interface to them; and and not giving the private sector the freedom to choose the solutions that work • where government procures border in different contexts, be those modes of technology we will ensure this is done in travel or port environments. an open and transparent way that engages innovative firms of all sizes. Our view is that the private sector must take the lead on border innovation, To deliver this innovative approach the with government supporting this by Cabinet Office’s Border and Protocol creating an environment that encourages Delivery Group will act as a hub for experimentation and technology adoption border innovation. This will build upon and and by setting clear standards and coordinate existing border innovation and requirements that can be innovated around. technology activity taking place across We must also ensure that the elements of government which is already working closely the border that government controls, be with innovators. these systems, regulations or processes, are designed in such a way as to be flexible and accessible enough to innovate around. 2025 UK Border Strategy | Transformation 1 30

Our Border Technology and Innovation Roadmap

We will work with industry to drive Define target use cases innovation and technology adoption with industry at the border through a new Border Innovation Hub within the Border and We will adopt a use case model to Protocol Delivery Group. The roadmap identify and define target use cases of work we will take forward is set and associated capabilities. The Border out below. Innovation Hub’s first priority will be to produce a hypothesis on the target use cases based on target user journeys. Create a visible first point of It will do this in close partnership with contact in UK Government for the border industry, border agencies border innovation suppliers and and technology companies, evaluating users proposals against the ambitions of the 2025 UK Border Strategy. The Border and Protocol Delivery Group will serve as a first point of contact within government for cross- Set and collate security and cutting border innovation-related interoperability standards enquiries and proposals, able to We will collaborate with industry and communicate on behalf of the whole across government to set and clearly of government on border-innovation articulate standards around which related matters and create connections the private sector can build IT and into expert technology teams across technology solutions. We will ensure border agencies. The hub will work these follow Open Standards Principles. collaboratively with industry, border Where possible we will seek to align departments and the devolved these standards with our international administrations to coordinate efforts partners to standardise processes to test and trial new technologies at across borders and drive interoperability the border and will engage regularly wherever possible. Building on the with the border technology industry existing ‘Border Code’ work of Border to identify new opportunities for Force, we will set out a comprehensive innovation around the border and set of standards across: to challenge progress. • Border Data • Security • Interoperability 2025 UK Border Strategy | Transformation 1 31

Work across government to ensure Encourage the development and internal changes support border uptake of innovation, especially innovation in priority areas We will assess each target use case to After appropriate internal changes have determine what internal changes are been made and if market conditions needed across government. Sitting continue to impede progress towards a centrally within the Cabinet Office, priority target state, then our Innovation the Border Innovation Hub will be Hub will use a range of levers to stimulate empowered to initiate and support and accelerate industry’s development change in any department or across and/or adoption of solutions. Example departments. Example internal changes measures may include: may include: • developing sandbox testing programmes • an API-driven approach to ensure in partnership with industry and industry-government systems government agencies; interoperability; • providing access to test environments; • progressing required legislation; and • training front-line operators and officers • supporting investment in border to use new technology; and innovation through open competitions for Proof of Concept (PoC) funding in • incorporating the advantages or insights derived from new technology into collaboration with the UK’s Innovation existing government processes. agency, InnovateUK.

Contact the Border Innovation Hub to be added to their mailing list: [email protected] 2025 UK Border Strategy 32 Transformation 2 Bring together government’s collection, assurance and use of border data to provide a comprehensive and holistic view of data at the border 2025 UK Border Strategy | Transformation 2 33

Data sits at the heart of the operation of the To deliver this transformation border. Data is key to allowing businesses to we commit to: manage complex international supply chains, and for carriers to manage the movement 1. developing a world-leading of millions of passengers a year. For Single Trade Window; government, border data is vital for keeping the UK secure and underpins our ability 2. working with industry to to evaluate the risk associated with goods integrate border systems with and people and to make swift and accurate interventions where needed to combat sources of supply chain data; fraud, crime and illegal migration. 3. working with carriers to Responses to the consultation consistently improve the use of Advance emphasised that government must work Passenger Information across with industry to improve the use of data at the border and how it is shared across all modes of transport; government and industry. Specifically, stakeholders were clear that data must 4. improving government’s be collected only once by government to ability to risk assess people prevent duplicative and time consuming and goods through the use of submission processes. They wanted to see advanced risk analytics; data used more effectively and efficiently by government to target interventions better, 5. putting in place the data thereby protecting the flow of goods and people at border crossing points. Finally, legislation and sharing they wished to see more sharing of both agreements to enable more data and insights between government and effective use of data; industry to improve management of the border. 6. digitising border Despite the importance of data it is clear documentation wherever that the existing border processes do not possible; and collect or use data as efficiently as they could. Across other complex organisations 7. enhancing our data sharing and systems, harnessing the power of data capabilities with international is proving revolutionary. The purpose of this partners to protect the UK’s transformation is to similarly revolutionise how border data is collected and used. security. Most importantly it seeks to move to a model where government will only collect data once from users of the border, effectively sharing that data across all organisations operating at the border who need access to it. 2025 UK Border Strategy 34

Current flow of information between stakeholders in the UK trade ecosystem

Trader Multiple interfaces Multiple individual departmental front-end services and Departmental risking and May transfer data with individual systems targeting of interventions to government government services Not optimised to share useful data between departments Not optimised to share useful directly or through and systems insights between departments a intermediary Individual Example UK Individual Internal inventory HMG Government systems HMG systems systems management 1 systems 3 CHIEF /CDS 7 Risking system

1 3 ICS Individual Trader intermediary HMG (e.g., customs agents systems IPAFFS 1 3 7 Risking system or freight forwarder) /EHCO Port authorities/ 1 3 terminal operators 3rd party software 4 Terminal operating system (TOS) Individual PHILIS 7 Risking system 5 1 3 HMG systems 6 Carriers/ storage operators Community System Providers (CSPs) Generally used where an inventory 1 3 system is present Manifest 2 CERS 7 Risking system management systems Port inventory system

Information flows 2 Manifest data 4 Port inventory management 6 Arrange release of cargo IT system 1 Customs declarations 3 Informing traders of cargo release 5 Managing storage facilities 7 Data inputs for risking 2025 UK Border Strategy | Transformation 2 35

Case study: Big Data in logistics

Over the past decade, the logistics connected vehicles now utilise on-board sector has invested heavily in realising telematics, sensors, and diagnostics the transformative potential of Big Data. to relay granular, real-time data that Advances in the practical application of can drive the live re-prioritisation of predictive and descriptive data analysis deliveries, reduce miles driven, identify have reduced inefficiencies arising from inefficient driving styles or potential warehousing and fuel costs, surplus maintenance issues with vehicles, and capacity, idle miles/turnarounds, route maintain or adjust temperatures to better planning, and other factors, all while preserve perishable goods across their driving improvements in the timeliness, journey. reliability, accuracy, visibility, and security Data is also being used to drive the of deliveries. This transformed the ability automation of the supply chain. As global of the sector to meet the needs of freight volumes increase, the semi- customers and lower the costs of trade. automated or automated platooning of As analytics has increased the value of HGVs promises to further cut emissions data, the industry has invested to improve and costs while reducing idle times. and expand data sources. Fleets of highly

We will begin development of a world- Developing a leading UK Single Trade Window that will create a single portal through which all world-leading Single information required to import and export can be submitted to border agencies. This Trade Window will allow parties involved in trade and transport to lodge standardised information The most advanced borders in the world are and documents within a single electronic leading the development of Single Windows entry point to fulfil all UK import, export, for trade to radically simplify traders’ and transit-related regulatory requirements. interactions with the border. The World The capabilities of the UK’s Single Trade Customs Organisation (WCO) defines such Window will grow iteratively over the Single Windows as ‘a facility that allows coming years, with functionality being parties involved in trade and transport extended to users in stages. to lodge standardised information and documents with a single entry point to fulfil all import, export, and transit related regulatory requirements’. 2025 UK Border Strategy 36

Features of a world-leading Single Trade Window

Stages of the trader journey

Pre-Border At Border Post-Border

Research Register Apply Declare Research Clearance Arrival Complete

A single portal Simple self- Single Sign Product licences, Import Declarations Supply Chain Data Online Cargo Single alert Data Driven for trader data serve gateway On (SSO) certifi cates and Submitted and New data pipelines to enable control shared with Dashboards Enables the for traders memberships electronically direct ingestion of industry data Provision of trader Personalised Open API trader or and agents, Centralised and processed via STW from participating traders to electronic After dashboards common to automate data submission Adopting intermediary online application, release inspection with a view all agencies an API-fi rst to self-serve issuance, and Export Declarations updates decision of of all active approach to where The submission Submitted and Digital Vehicle Data to traders. all agencies and historic allow software desirable complexity electronically For pre-port compliance Access to live trades. As developers and of navigating Certifi cates of origin processed via STW checks, queue and traffi c or near-live well as trading technology fi rms Simplifi ed multiple Online application, management goods location activity, news systems will be and reports. to create processes issuance, and Transit Declarations innovative tools and clearly replaced by a Automated selection of risky This further submission Submitted and for interfacing articulated seamless and consignments populates electronically with the STW guidance integrated user AI-driven risking will help to the more SPS certifi cates processed via STW experience target interventions and reduce a trader or STW Features Digitisation and permits intermediary provides the border friction for traders Submission Online application, Electronic Cargo uses the STW opportunity through Gov.UK issuance, and reports and to simplify A simple online submission manifests customs Integration with risking Automating interface for processes Shared at or before systems key trading submitting data Online submission and improve arrival Data from the STW will feed activities directly through of supporting guidance, into government risking systems Accelerating Gov.UK documents directing Electronic handling leading to better risk based trade by traders to the In suitable electronic of transhipment targeting enhancing most specifi c formats requests user decision information For connection with Border flow monitoring making by to support Proactive Licence gateway ports and New visualisations of traffi c and automating their trade Management customs stations trade flows. Potential to make administrative Proactive and these available to industry tasks pre-emptive S&S Declarations automation of Submitted and Supply Chain oversight licence management electronically and tracking activities reduces processed via STW Visibility of goods progressing the need for manual through transit phases and processing compliance checks 2025 UK Border Strategy | Transformation 2 37

those who support them it will ultimately How we will work to mean: deliver Single Trade • full scale data submission via a common entry point for all import and export Window features processes; • a single portal for application and We are investing £16 million to start management of trade facilitations; delivering this work in 2021, building on early • a source of unified release and clearance proof of concept work already developed alerts for goods moving across the border, with industry. We will work closely with the that acts as a digital dashboard for all border industry and users on the design and border movements; and delivery, ensuring that it realises maximum benefits for traders. • a single portal for licence management, which can be used by traders and border We will take an Application Programming agencies to manage the digital processing Interface (API) first approach, ensuring of licence applications, approvals and the Single Trade Window is built to allow their storage, retrieval and distribution. software developers and intermediaries to innovate around and build products that Alongside the development of the Single will simplify processes for traders and lower Trade Window we will work across border their costs. agencies to review and improve the underpinning IT systems that support the Initial work will focus on the creation of the operation of the border and into which foundations of a world-leading Single Trade the Single Trade Window will ultimately Window. Specifically, this foundational work pass data. This will include continued will look at: development of the Customs Declaration • creating a single sign-on for traders Service. and intermediaries that will replace the multiple registration processes required for different government systems currently; • creating the data standards and technology framework that will allow declarations of all types to be made through the Single Trade Window; and • creating a digital service to bring together government’s border guidance. As development matures, our ambition is that the Single Trade Window will be the common point of entry for traders for both import and export journeys, and will only require submission of required data once. For trade, it will be the face of the UK border to the world, and will enable fulfilment of all regulatory requirements. For traders and 2025 UK Border Strategy | Transformation 2 38

Case study: New Zealand’s Trade Single Window

Work on the New Zealand Trade Single For New Zealand government Window (TSW) began in 2012. Prior to departments and agencies: the introduction of TSW, industry had • Access to traders’ registration data been required to navigate complex and for customs processes duplicative registration and submission processes with individual border agencies. • Timely access to relevant data held Data sharing between government by other departments agencies and with other nations’ border • Real-time view of goods checking agencies was limited, while inputs and release comprised of a range of digital formats and standards and in some cases relied on fax. Plans were drawn up for a Joint The TSW has already realised extensive Border Management System (JBMS) with benefits, including: the TSW at its core, providing a Single For Traders: Window for data submission and return notifications and, later, enabling and • 50% reduction in shippers’ reporting orchestrating new analytics capabilities. time TSW’s core features were rolled out • 20-50% reduction in compliance costs incrementally between 2013 and 2017, For New Zealand’s government: including: 50% reduction in time spent on export For Traders: • refunds • Single sign-on and user account • Removal of process frictions across • Timely notifications of goods release import and export processes • Clear and unified guidance on customs processes • Single submission point for licence applications and document submissions • Accessible via multiple methods including web, APIs, and dedicated software 2025 UK Border Strategy | Transformation 2 39

The Single Trade Window will be at the heart Integration of data of this approach, ultimately acting as the point of entry for these data pipelines into from supply chains government. This work will lay the foundation for what could become a practically seamless Historically border data has been shared border experience for traders in the long- between industry and government through term, with government acting as a ‘Utility discrete declarations. However, the Platform’ for trade, creating a decentralised increasing ability to integrate sources of data platform through which data can be used to across supply chains in a secure manner meet industry and government’s needs. opens up the possibility of integrating Government has already run proofs of those data sources with government’s own concept with the private sector but further systems through a Single Trade Window. work will need to be done with industry and Concurrently, distributed technologies academia as part of our technology and offer the possibility of more highly assured innovation roadmap. An initial discovery pipelines of data between businesses and phase will explore with industry partners government. what priority data elements could be drawn We will leverage existing data pipelines directly from the supply chain and the to enable the direct ingestion of industry requirements for the system integration supply chain data into government systems. methods to automate ingestion. To do this This will streamline border processes and we will develop a set of data and security reduce compliance burdens on industry by standards that will underpin how data could minimising the number of data submissions be shared in real-time between systems, required of participating traders and the need aligning this with emerging best practice for discrete declarations to provide that data. internationally. 2025 UK Border Strategy | Transformation 2 40

Case study: reducing friction in International Trade project (RFIT)

The RFIT project was initiated in March 2019 provide tracking capabilities using Internet as a Proof of Concept (PoC) to establish of Things (IoT) tracking devices that are how Blockchain Distributed Ledger capable of capturing and relaying relevant Technology and associated technologies parameters including location, temperature, can be used to seamlessly integrate and humidity. supply chain data with HM Revenue and RFIT has demonstrated the many benefits Customs and the Food Standards Agency’s to both traders and government of an systems, guaranteeing the timeliness and integrated data source that is immutable, provenance of critical data and avoiding secure, distributed, and trusted across the the need for discrete declarations. supply chain. Reduction in data duplication The proof of concept collected upstream and the need to manually enter data data from wine producers that is relevant yielded a corresponding reduction in to Port Health Authorities and Customs administrative overhead and submission and Border agencies, distributing it to errors, simultaneously improving data authorised parties downstream in a secure visibility, traceability, and tracking, while manner within a Blockchain. This reduced reducing risks associated with government the administrative effort required of traders use of upstream data. at the border, and showed potential for This early work shows the potential benefits realising additional efficiencies through of creating a Utility Platform for trade, expanding early work into ‘smart contracts’ where government works with industry to that can further automate processing. connect and integrate decentralised data to The platform is built in an open way with facilitate international trade. scope for extension avoiding proprietary systems or interfaces, and is enabled to

streamlined both within government and the Improve the use of wider industry, there is more that can be done to share better data on passengers to Advance Passenger protect the UK and smooth the journey over Information the border. Our goal is to ensure the provision of complete, accurate and timely Advance Passenger data is critical for the operation Passenger Information from carriers in of ports and carriers. While the collection advance of people travelling to the UK. and use of passenger data has become more 2025 UK Border Strategy | Transformation 2 41

Advance Passenger Information represents targeting of interventions will reduce the core biographic identity and nationality border friction for legitimate traders data for each international passenger, and passengers, helping to reduce the enabling accurate demand modelling, watch- average time taken to cross the border and listing checks for known threats and the increasing certainty in supply chains. targeting of potential threats at the border. We will begin by reviewing and upgrading Whilst Advance Passenger Information has government’s risking systems to ensure been provided by carriers since at least they have the features and enhancements 2006, it is not submitted consistently in required to deliver our desired outcomes. all modes of transport. In addition, new These include the ability to: technical capabilities are needed to match • ingest data from a wide range of sources; Advance Passenger Information data with the identity data of the passenger recorded • handle large data volumes; where passports are checked at control • share and incorporate flags/insights with points. other risking engines across government; The UK has already invested in an interactive • automate the risking process wherever Advance Passenger Information system, possible; where we are able to communicate with enable use of AI-driven advanced carriers in response to the Advance • analytics techniques; Passenger Information submitted. We will work with carriers to increase the provision • combine into a dashboard view of accurate and timely Advance Passenger for targeting teams; and Information, identifying where incentives can • produce timely outputs for the use help drive improvements in the passenger of targeting teams and Border Force. data we collect earlier in the passenger journey and assure the quality of that data. Critically, we will work to ensure that our risking systems form part of a joined-up approach to management of the border by government. By ensuring that insights can be shared between those systems and that Develop Advanced they are integrated with the Single Trade Window, we will develop a fully data driven Risk Analytics for use approach to border management. in border systems

We will develop advanced new risking systems to target interventions more effectively, using emerging technologies like AI-driven decision making. We will also enable the real-time sharing of data-driven risk insights across government departments and agencies at and beyond the border to further enhance the effectiveness of UK detection capabilities. Improving the 2025 UK Border Strategy 42

Our long-term vision for using border data in advanced risk analytics

Trader receives single release message Traders HMRC Risk Engine Under-declared or mis-declared goods HMRC Data Systems

4 3

Single Trade Window HO Risk Engine HO Data Systems (STW) People and commodities 1 3 2 4

DEFRA Data Systems DEFRA Risk Engine Supply Chain Data Environmental and 3 bio-hazards Central insight-sharing capability 5

Information flows

1 Additional data direct 2 Centralised insight- 3 Data shared between 4 Flags / insights shared 5 Flags / insights generated from the supply chain to sharing capability border agencies enabled between border by the central insight improve availability and supports sharing of data by delivery of the STW agencies to be used sharing capability shared quality of data feeds into and insights between as additional inputs for with border agencies risking engines risk engines drawing on risking and targeting to be used as additional shared data sets inputs for risking and targeting 2025 UK Border Strategy | Transformation 2 43

users of the border to ensure the legislation Bring forward data provides the private sector with confidence about how its data is used and explore sharing legislation opportunities for more data sharing between to enable better use border agencies and businesses. of border data

To enable the transformative approach to Digitising border border data set out above, we will work across border agencies, with the devolved documentation administrations and industry to design a wherever possible new legislative framework for the use of border data. This will allow us to harness its benefits for industry and government while Respondents to the consultation highlighted maintaining the appropriate protections that our border systems are too reliant on required to manage the data securely. physical documentation at many stages of We will take forward a more detailed the process. There was a general desire consultation with the border industry and to see more documentation processed in 2025 UK Border Strategy | Transformation 2 44

electronic form with less need for hard in real time to intelligence identifying copies and original documentation. potential security threats. The platform The temporary changes implemented represents the practical enabler for future to respond to the COVID-19 pandemic security data sharing agreements. This have showed us how there is scope to new capability will be critical to mitigate use electronic documentation and digital the UK’s withdrawal from EU-wide real- signatures at the border more effectively. time alert data sharing agreements. We will work with industry to identify • The Secure Real Time Platform (SRTP) is which of the changes we should maintain a flexible and scalable solution that will in the longer-term to strike the right improve border security and integrity of balance between security, and the cost the Borders, Immigration and Citizenship and complexity of providing paperwork, to System (BICS) through immigration support border movements where relevant. fingerprint checks with Five Eyes and, As part of our international approach set potentially, EU partners (underpinned out in Transformation 6, we will work with by processes and resources set out in international organisations and partners to the BICS International Biometric Data agree digitisation of paperwork that stems Sharing Strategy); and enhance internal from international requirements, such as security through law enforcement (police) transit accompanying documents, wherever fingerprint checks with international possible. partners.

Enhanced data-sharing for internal security

It is critical that we improve and expand the systems and data pipelines that allow us to share information with our international partners. This is essential for keeping the UK secure. We will maintain and enhance the UK’s capabilities for law enforcement alerts and biometric data sharing with international partners through the International Law Enforcement Alert Platform (ILEAP) and the Secure Real Time Platform (SRTP). • ILEAP will enable real-time alert data sharing between UK law enforcement agencies and international partners (including INTERPOL databases) and will ensure the UK can continue to respond 2025 UK Border Strategy 45 Transformation 3 Establish resilient ‘ports of the future’ at border crossing points to make the experience smoother and more secure for passengers and traders, while better protecting the public and environment 2025 UK Border Strategy | Transformation 3 46

Ports for all modes of travel play a critical To deliver this transformation role in the border model. As we respond we commit to: to the challenges of COVID-19, it is clear that our ports are a vital intervention point 1. working with ports and the and where there are real opportunities to border industry to set out the strengthen our use of technology to address security and biosecurity risks to the UK standards and requirements and facilitate smoother international trade for border infrastructure and and travel. They are essential for the UK’s facilities at ports to support role as a leading trading nation and they are investment in innovation important sources of local economic growth that will play a key role in the government’s and technology to speed the levelling up agenda. passage of people and goods This transformation seeks to build on the through ports and enhance UK’s world-class network of ports and security; airports, supporting them to become smarter and technologically enabled, with 2. working with industry to more efficient and effective processes develop a trial for a contactless operating at the frontier. By working together, the border industry, technology approach to passenger travel firms and government can create a for UK citizens based around an highly digitised and automated border to e-passport; significantly increase productivity and enable swift and secure clearance for 3. reviewing government’s legitimate goods and people at the border, physical presence at the border while protecting the UK from security and biosecurity threats. In doing so this and the checking regimes of all transformation will enhance the local border agencies with the aim economic benefits of ports by supporting of rationalising the process for UK port authorities and their partners’ ambitions to enhance their role as drivers physical checks that happen at of local growth and jobs whilst minimising the border; their environmental impacts. It builds on our investment in ports through the Port 4. reviewing and strengthening Infrastructure Fund and the ambition to our detection capability at make UK ports centres of economic growth ports to improve accuracy and through the creation of new Freeports. speed of checks; and 5. creating at least ten new Freeports across the UK. 2025 UK Border Strategy 47

2019 Freight Tonnage Volumes at UK ports16 2019 Passenger Volumes at UK ports18

Sea ports Air ports Rail Sea ports Air ports Rail

Data Sources Data Sources Air port data: CAA, table 13.2 Air port data: CAA, table 9 Sea port data: DfT Port Freight Statistics, table Sea port data: DfT Sea Passenger Statistics, PORT0101 table SPAS0101 Forth, Rail data: GetLink’s 2019 financial annual report Edinburgh, Rail port data: Office of Rail and Road 25.2m Glasgow, 8.8m 14.7m Created by DfT Maritime Statistics Team Created by DfT Maritime Statistics Team

Newcastle, 5.2m Tyne, 0.6m Belfast, Tees & Hartlepool, Belfast 18.5m 28.2m Rivers Hull Int’l, 6.3m & Humber, 10.7m Manchester, 29.4m Grimsby & Hull, 0.8m Liverpool, Immingham, Luton, 18.2m 34.3m 54.1m Holyhead, 1.9m

Liverpool (JL), 5.0m Stansted, Manchester, 0.1m Heathrow, London, Felixstowe, 28.1m 17 Birmingham, 12.6m 80.1m 54.0m 25.3m East Midlands Milford Harwich, 0.7m Milford 17 Int’l, 0.3m Stansted, 0.2m Haven, 0.3m Haven, 35.0m London City, 5.1m Bristol, 9.0m Dover, Dover, 11.0m Southampton, 23.4m 33.2m Channel Tunnel, 1.4m Plymouth, 0.4m Newhaven, 0.4m Channel Tunnel, 21.5m Heathrow, 1.6m Southampton, 1.8m Gatwick, 0.1m Medway, 13.1m Gatwick, Portsmouth, 1.7m 46.6m

16. Only air ports that handled more than 0.1 million tonnes, and sea ports that handled more than 10 million tonnes of domestic and international traffic, and rail ports than handled international traffic are shown in the above map. 17. This figure for London is made up of freight volumes handled by London Gateway Port, Tilbury, 18. Only air ports that handled more than 5 million domestic and international terminal passengers, sea Purfleet, Thurrock, Grays, and other ports which are geographically located in the Greater London ports that handled more than 0.3 million international passengers and rail routes serving passengers area along the RIver Thames. travelling internationally are shown in the above map. 2025 UK Border Strategy | Transformation 3 48

To support our ambition to introduce a Digitisation and universal ‘permission to travel’ (as set out in Transformation 4) we will continue automation of ports to work with ports to develop the digital infrastructure that can work alongside this The UK port industry has already invested to increase security of the border while significantly in automation and digitisation speeding up journeys. eGates have proved of processes. Government is determined to be an effective method of increasing to support ports to trial new approaches capacity at ports, for example in 2018, there and take advantage of new technologies. were 51.9 million ePassport gate transactions, In particular, we will work with ports who an increase of 376% over the previous five operate a roll-on roll-off model to explore years, due to the expansion of our eGates how technology can be used to protect the offering.19 critical flow of goods at these locations, The COVID-19 pandemic has shown the while delivering the wider outcomes we importance of ensuring that passenger wish to deliver through this strategy. Using travel is as resilient as possible. Developing the approach set out in our technology and processes that are less reliant on personal innovation roadmap in Transformation 1, we contact and interaction may be key to this. will support industry through the setting of We will work with industry to develop a technology and security standards that can proof of concept for a contactless travel allow ports to identify solutions that will model for UK citizens based on biometric work for them, and by working with ports e-passport technology. In the longer-term to test and trial new technologies with the this model could allow for faster movement support of Border Force. of UK citizens across the border with a greatly reduced risk of identity fraud. Delivering a fully contactless model may also be an important health protection measure, allowing UK ports to protect their customers and provide more resilience of the travel industry to global health threats.

19. Home Office.E-passport gate expansion (last accessed on 26 November 2020). 2025 UK Border Strategy | Transformation 3 49

Case study: Innovation at UK Ports – the Port of Tyne

UK ports are already at the forefront of Additionally, in March 2020 Port of Tyne technological innovation. The Port of became the first UK port to become Tyne is one of the UK ports collaborating a member of the ‘Connected Ports with partners across the country and Partnership’, a major international data and the world towards an even safer, more resource sharing initiative. The Connected seamlessly digitally connected, and fully Ports Partnership includes the ports of sustainable future. Rotterdam, Gdansk, Helsinki, Hamburg, and Port of Tyne is home to the 2050 Maritime Los Angeles. Port of Tyne will contribute Innovation Hub, which opened in July 2019 to co-developing a mutual platform for and has since held over 60 events including monitoring shipping and environmental design sprints, webinars, and hackathons, data. Collaborative initiatives such as these with over 1,600 attendees from 250 will be key to enabling greater digitisation organisations. The Hub has identified three and automation in the maritime sector in key opportunity areas for innovation in the years ahead. maritime and developed programmes to The UK’s ports are also increasingly progress and support innovation in each: establishing themselves as major sustainability and green industry hubs. • ‘Automation and Real Time Information’ – maximising the potential of data to drive Port of Tyne is undertaking projects to efficiencies and advance collaboration, electrify port hardware including, the UK’s aligning with the Port’s ambition first fully electric mobile harbour crane to deliver the first phase of a port and creating the Tyne Clean Energy Park, automation and real-time information which will create a convenient, versatile plan by 2021, and implement distributed strategic base for the region’s rapidly ledger technologies by 2030 to improve growing renewable energy cluster. These real-time visibility of freight being initiatives will be key to supporting the processed at the port. UK’s sustainability targets and improving the connectivity and automation of ports. • ‘Regional Smart Distribution Centres’ – exploring the role regional freight Matt Beeton, CEO at Port of Tyne says: consolidation centres can play in “We share the government’s vision for the driving trade efficiency and meeting vital role that ports will play in executing environmental targets. a digitally enabled border strategy and are absolutely committed to creating • ‘Predictive Safety and Environmental regional hubs for global trade and Impact Modelling’ – creating a safer and inward investment, to level up the North cleaner workplace through smarter use East economy. We are already actively of data and modelling to inform decision developing cybersecure, data driven making. solutions to rationalise and streamline our trade processes and eliminate any friction at borders.” 2025 UK Border Strategy | Transformation 3 50

Case study: Emerging technologies being implemented across global borders for passengers

The Australian Department of Atlanta’s Hartsfield Jackson International Immigration and Border Protection Airport and Delta Air Lines have opened (DIBP) has started to deliver a new and the first curb-to-gate biometric terminal integrated border clearance traveller in the USA. The system compares platform. International travellers entering scans of travellers’ faces to a database the country will be processed via a of verified ID photos curated by US completely unmanned biometric system Customs and Border Protection (CBP). based on fingerprints, iris scanning, and A typical stop at a Transport Security facial recognition. Administration (TSA) ID check station can take 11-20 seconds; whereas with this Schiphol Airport has started facial recognition boarding using a Vision- model less than three. CBP deletes facial Box platform. Passengers travelling with images of US citizens scanned at airports Cathay Pacific can now participate in a shortly after confirmation. Facial images trial of facial recognition self-boarding at of non-citizens who arrive in the US are Amsterdam Airport Schiphol. This trial is stored for 75 years, but departure photos part of the first phase of Seamless Flow, a of non-citizens are deleted after 14 days. programme that intends to make paperless Similar systems operate at approximately travel possible in the long-term. The next 20 US ports. phase will add passport control to the trial.

invasive way as possible. Combining better Review our Detection detection equipment with improvements in data sharing and intelligence could improve Capabilities the resilience of supply chains, allow goods and people to move through ports faster, Our detection capability at ports is help disrupt illegal migration and keep the critical for keeping the UK secure and UK safe. identifying a range of threats from both Existing detection equipment is ageing and people and goods. We must continue lacks modern technology and IT support to work with industry to develop those systems. With freight and passenger traffic detection technologies which can identify volumes predicted to continue in an upward threats quickly and effectively in as non- curve, more effective scanning equipment 2025 UK Border Strategy | Transformation 3 51

is critical to the effective operation of intercept illegitimate goods and detect the UK’s ports and airports. Respondents clandestine migrants. It would also facilitate to our consultation were clear about the more non-invasive searches, enabling impact that this can have, with extended officers to discount innocuous targeted downtimes for scanning equipment slowing loads more quickly. down movements across the border and We will also invest to sustain and enhance risking creating backlogs at ports. Our Cyclamen, our radiological and nuclear capabilities must evolve to keep pace with detection and deterrence capability at evolving threats. the border, as part of the £329 million We will build on existing work to drive investment in domestic nuclear security innovation in detection technologies, announced in the 2020 Spending Review. working closely with industry, international This will strengthen our defences against partners and the research and academic the risk of radiological and nuclear sector. The UK has many shared interests terrorism. Replacing the current ageing and challenges with other international technology will also enable Border Force to customs administrations and we are deliver operational efficiencies and protect partnering with our international the flow of goods at critical ports. counterparts to explore new technologies. This includes being part of consortiums developing a unique x-ray body-scanner able to detect concealments on the body; developing a small low-cost analyser to identify illicit drugs and harmful substances, allowing greater flexibility in the field; and developing a novel 3D freight scanner for maritime cargo that will improve detection and reduce false positives. We will also aim to increase our clandestine detection capability at the border to reduce the harm caused by attempted and successful illegal entry. In our postal operations we will build on successful pilots to progress high speed x-ray diffraction technology (Halo) from the Counter Terrorism Accelerator and have partnered in a proposal with Dutch Customs, Royal Mail and postal operators that aims to integrate detection technology into the postal security supply chain. These and other detection technologies could improve the efficiency and effectiveness of Border Force operations and reduce friction on flow of traffic across the border, while improving our ability to 2025 UK Border Strategy | Transformation 3 52

Case study: Spectroscopy – a critical detection capability

UK Border Force played a key role in fentanyl, without exposing themselves influencing the development of the directly to the drugs; next generation Spectroscopy Devices • the ability to continuously refine and developed by Agilent (formally Cobalt) update drugs libraries which can be to address and tackle the increase in shared with international partners. As a hazardous powders. The devices enable result, we are able to detect a range of the detection and identification of hazardous substances in real-time and hazardous powders such as fentanyl evolve with the trend globally as the without the need to open or expose the software develops, whilst playing a key drug from within its packaging. Following role on the international stage; and successful trials the devices have subsequently been rolled out across the • increased capability to detect and seize UK to more than 35 locations following hazardous substances at the border the implementation of a four year which prevents and disrupts illicit framework contract. activities of organised crime groups and these substances reaching the UK. The benefits of the Spectroscopy detection capabilities include: • improved health and safety for Border Force officers who can detect drugs, including highly toxic drugs such as

protects the security and biosecurity of Reviewing and the UK and ensures that the goods that enter the UK meet our standards. However, rationalising our responses to the consultation revealed the impact that delays caused by checks can presence at the have on businesses and their supply chains. Respondents absolutely supported the border and our need for checks but expressed frustration checking regimes that goods may be checked multiple times by different border agencies as they cross the frontier, which can lead to delays in the It is essential to carry out checks on some release of goods. goods at ports and places of entry before they enter UK supply or food chains. This 2025 UK Border Strategy | Transformation 3 53

We believe there is more we can do to trade agreements and any changes in risk streamline checks and government’s status. presence at the border to ensure the We will also review government’s presence necessary checks are carried out efficiently. at the border, including the agencies that We will start by undertaking a conduct checks. This will enable us to comprehensive review to consider the identify inefficient processes, duplication burden of checks on goods at the border of interactions with users, as well as any and the options to streamline those unjustified differences in approach across interventions following the UK’s departure the UK. We will then work with industry to from the EU’s regulatory regime, towards develop an approach to rationalising our an independent, forward-looking regulatory presence at the border to improve the environment. We will work with industry to user journey and deliver value for money, consider how checks are conducted and whilst meeting our security and biosecurity the legislation underpinning these, with the objectives. objective of simplifying where possible. Controls on sanitary and phytosanitary (SPS) goods from the EU and the rest of the world will be reviewed in light of existing and new 2025 UK Border Strategy | Transformation 3 54

The government has proposed an ambitious Freeports Freeport customs model that allows businesses operating in Freeport customs We have drawn upon the best of the sites to access a range of benefits and new international examples of Freeports and opportunities to boost their international have designed a bespoke, world-leading competitiveness. Businesses will be able UK Freeport model aiming to achieve three to take advantage of customs and tariff objectives: enhancing trade and investment; benefits, including simplified customs promoting regeneration and job creation; procedures to access Freeports and duty and creating dynamic environments for suspension while goods remain in the innovative activity. Freeport. Businesses will also benefit from simplified declaration procedures for goods The UK Government has committed to entering a Freeport to balance trader establishing Freeports in each of the four facilitation and ensure the security of the nations, to a target of ten across the UK. border. Businesses bringing non-controlled However, further awards may be made if goods into the Freeport will need to make a bids are particularly strong. The number of customs declaration into their commercial awards in Northern Ireland, Scotland and records, while traders bringing in controlled Wales will be jointly agreed with the relevant goods, including those that are subject devolved administration. Separate processes to excise duty will need to complete a will be run in each UK nation to ensure simplified frontier declaration. that local conditions and priorities are considered as part of the allocation process and to account for differences between nations where policy levers are devolved. One of the core objectives for Freeports is to establish them as national hubs for global trade and investment, intensifying the economic impact of our ports and generating increased economic activity across the UK. They will help to level up the country by bringing jobs, investment and prosperity to some of our most deprived communities around the UK. Freeports are designed to be innovative hubs that boost the economy by helping businesses to invest in their machinery, infrastructure and staff. Freeports will directly encourage and support port- specific and port-related innovation in research, testing of novel solutions and developing skills, pushing forward advancements at the border. 2025 UK Border Strategy 55 Transformation 4 Use upstream compliance to move processes away from the actual frontier where appropriate, both for passengers and traders 2025 UK Border Strategy | Transformation 4 56

Our consultation highlighted the need to To deliver this transformation simplify and automate our border processes. we commit to: Those involved in cross-border trade were keen for us to explore how more could be 1. developing a world-leading done to take advantage of the UK’s Trusted Trusted Trader programme Trader programme to allow companies who have gone through rigorous authorisation to support UK businesses to processes to experience more predictable trade internationally; journeys over the border. This was balanced by feedback from trade groups that the 2. introducing an Electronic UK must continue to ensure that products Travel Authorisation scheme moving across the border meet the UK’s as part of a wider universal biosecurity and products standards, and ‘permission to travel’ that some checks related to those could never be moved away from the point of requirement; and entry. Groups that represented leisure or commercial passengers, stressed the need 3. improving measures upstream for a more user-focussed approach, with a to counter illegal migration simplified visa process that would improve and prevent irregular entry the experience of legitimate passengers to the UK. crossing the border and reduce the time taken for immigration checks. Building on the transformations set out above, this transformation is about using data, technology and relationships between government and users of the border to deliver robust upstream compliance which will allow processes to be moved away from the frontier. We can accomplish this by creating an ecosystem of trust based on enhanced data around the border. We will deliver this by working with industry to share information and data effectively so that government understands the nature of goods or people moving across the frontier well in advance of arrival. Not only will this provide enforcement agencies with more information, but it will provide more opportunity to perform processes away from the border, minimising delays at ports and making the border more resilient. 2025 UK Border Strategy 57

Creating an ecosystem of trust around the border using technology

Technology offers many opportunities to build trusted relationships between government and users of the border. Our strategy focusses on exploring these approaches with industry and taking forward the solutions that drive the greatest benefits for the UK

Data shared through a Single Trade Data shared through a Single Trade Window and secured through a trusted Window and secured through a trusted data pipeline data pipeline Border Agencies

Digital seals meet UK Government security standards risking systems set by government have more data Government Information on Location information collects more trusted driver automates arrival for every aspect reduces need for process and ensures of the movement data upfront from documentary checks goods arrive at users of the border at the border intended UK importer making the border more secure

Users experience fewer checks and more predictability With the overseas The goods are passed because so much is The goods are sealed As the goods move At the border With the UK importer exporter to a haulier known in advance about them and Overseas exporter A digital seal confi rms They are transported by Geo-location Fewer checks are The importer has UK shares data with the goods remain a trusted driver whose technology tells the needed on many goods AEO status and can their goods government through untampered with and identity is assured with trader and government because government aggregate its duty mutually recognised as the trusted exporter biometric information when the goods have trusts the exporter and payments and further Authorised Economic originally described crossed the frontier importer and knows the data submission due to Operator (AEO) scheme goods have not been its trusted status tampered with 2025 UK Border Strategy | Transformation 4 58

Of course, moving processes away from Operator (AEO) or Customs Freight the frontier will never be appropriate Simplified Procedures (CFSP) authorisations or convenient in all instances and while (87% imports, 87% exports21 for AEO and delivering this transformation we will need CFSP), the number of traders applying for to ensure that the right processes are the UK’s AEO programme is low compared to kept at the frontier to protect the UK from other countries. biosecurity and criminal threats. Feedback from the consultation suggests that it is challenging to navigate the authorisations on offer and understand their benefits. The application process for AEO Create a world- and other authorisations has historically been perceived to be complex and time leading Trusted consuming and respondents suggested this disincentivised some traders from Trader programme applying. Stakeholders with AEO status also expressed a common frustration that their The UK’s trade with non-EU countries trusted status was not recognised in any way accounted for just over half of the UK’s by compliance regimes owned by border trade in 2018 and was valued at £683 agencies beyond HM Revenue and Customs billion.20 Whilst the majority of that trade by (HMRC), despite the significant level of volume is conducted by traders with existing assurance they had provided to government authorisations such as Authorised Economic through the application process.

20. Department for International Trade. UK Trade in Numbers (last accessed 26 November 2020). 21. HM Revenue and Customs. 2025 UK Border Strategy 59

Case study: International best practice in relation to Authorised Economic Operator

Concept “A party involved in the international movement of goods, in whatever function, that has been approved by, or on behalf of, a national Customs administration as complying with WCO or equivalent supply chain security standards” – WCO defi nition of an Authorised Economic Operator (AEO)

Criteria Customs compliance Record keeping Financial solvency Competence Security and safety No records of previous Satisfactory system of Fulfi lled fi nancial obligations Three years proved Security and safety standards serious criminal managing commercial on customs duties, taxes practical experience for buildings security, access off ences and proven and transport and charges. Suffi cient in customs matters. controls, cargo security, ability to remain records, which allows fi nancial standing to meet Successfully completed business partners, personnel, compliant. appropriate customs fi nancial commitments. training on customs external service providers and controls. legislation. awareness.

B e n e fi t s Prioritised Treatment Speed AEO companies may get prioritised AEO companies get their goods cleared treatment from customs and other faster, reducing costs and time to market government agencies

Predictability Recognised as a Trusted Trader Having predictability and consistency in the An AEO is recognised as a trusted, secure release times is perhaps the most important and compliant trader. Doing business with benefi t, enabling supply chain optimisation an AEO means low risk

Lower Costs Mutual Recognition While speed and predictability reduce the cost, additional Mutual Recognition Agreement (MRA) enables the cost reductions can be achieved thanks to better compliance recognition of your AEO status in other foreign markets. and avoidance of penalties and additional duties. This will facilitate the import in the export market

International ~80 global AEO programmes are aligned with international standards Standards such as WCO SAFE Framework of Standards

Source: KGH Global Consulting; MRA Strategy Guide, WCO 2025 UK Border Strategy | Transformation 4 60

Increasing the uptake of trusted trader recognised internationally, extending the authorisations and delivering a navigable, benefits of being trusted across different joined up system with better linking across countries through Mutual Recognition departments has the potential to add great Agreements (MRAs). value to both government and industry. For government, companies registering for For industry, trusted trader status lowers trusted trader status provides enforcement the costs of trade and makes supply agencies with additional data long before chains more resilient by giving them goods arrive at the border so that less more certainty on the level of checks is required at the border. This helps they will experience at the border. The segment trade and better target illegitimate simplifications to customs processes movements. This in turn leads to a more available through trusted trader status secure border, better revenue collection, can significantly reduce the costs of improved trade facilitation and export compliance. Given that HMRC estimate promotion. Government agencies at the the number of customs declarations it may border currently target on relatively crude need to process from 2021 is 270 million risk profiles – more information provided per year, significant reductions in business by trusted traders could improve border costs could be achieved if declarations security while allowing compliant goods fall within scope of the Trusted Trader to move more swiftly across the border. programme. Traders holding AEO status for Trusted schemes are likely to be key in safety and security purposes can also be testing new approaches at the border, as 2025 UK Border Strategy | Transformation 4 61

they can be used as a testing ground for trader more clearly, making clear what new technology with trusted partners. benefits different authorisations provide We will develop an enhanced Trusted so traders can choose those that will work Trader Programme recognised across best for them; and border agencies aimed at improving and • seek to fully digitise the application streamlining the authorisation process and process for the UK’s Trusted Trader supporting it with high quality guidance and programme, and ultimately integrate this support for traders. We will look to provide into our Single Trade Window. new and improved facilitations, improving We will work with innovators to explore how the UK’s existing Authorised Economic technologies such as geofencing, digital Operator scheme to make use of its full seals and smart contracts can be deployed potential. Specifically, our improved trusted to enable a world-leading Trusted Trader trader offering will: programme. Alongside this we will also • extend the concept of trust conferred explore how trusted traveller and trusted by the UK’s AEO programme and other shipper programmes could complement authorisations across compliance our Trusted Trader programme and support regimes where this is appropriate so that creation of the ecosystem of trust, based on authorised traders will be recognised enhanced data, to enable border trade. by government agencies collectively as Working with our international partners will trusted. Practically we will seek to build be imperative to our long-term approach our systems and approach to risking to to our Trusted Trader programme. As part ensure that authorised traders benefit of our international approach to borders from reduced risking profiles at the border (see Transformation 6 for more details) we – while still ensuring that any goods can be will pursue Mutual Recognition Agreements stopped if intelligence suggests a risk; with other countries to ensure that the UK’s • streamline applications to reduce the Trusted Trader programme is recognised by time it takes to get authorised as a trusted our trading partners. This will help reduce trader; the costs of trading across supply chains and help UK businesses create more resilient • re-use data to enable traders to move between authorisations without re- supply chains through increased reliability. submitting the same information; • use previous evidence when making decisions about when to carry out interventions on goods in order to reduce checks for trusted traders. This would increase the predictability and speed of crossing the border, driving efficiency for both traders and government; • simplify the Trusted Trader programme, by providing clear online guidance to help traders understand all they need to do in regard to trust and authorisations. This will include articulating the benefits of trusted 2025 UK Border Strategy | Transformation 4 62

Case study: the World Customs Organisation recommended approach to Authorised Economic Operator

The World Customs Organisation (WCO) participant in a Customs-Business has a variety of recommendations for partnership programme; improving countries’ AEO programmes, • a satisfactory system for managing which should form the basis of commercial records and financial 22 improvements to the UK’s programme. viability; and Suggested improvements • incorporation of security best practices into existing business • A minimum set of tangible benefits to practices. AEOs, for example reduced examination rates in return for industry investment • Extension of AEO to all parts of the in good security systems and practices, supply chain, with consignments passing and self-assessment. from origin to destination entirely within an authorised supply chain, where only • Consistency in global AEO programmes one simplified declaration with minimal to assist in Mutual Recognition information would be required for both Agreements with other countries, and export and import purposes. the wider cooperation of international customs organisations. • Encouragement of incremental incentives for the incremental use of • Equal access to simplified arrangements sealing technologies. for AEOs regardless of modes of transport, for example with necessary • Harmonisation and alignment of differences around pre-lodgement times. customs with other agencies, working together to align their processes for • Reasonable expectation of simplified and assessment and validation of secure rapid release procedures on the provision operators, including with AEO. of minimum information at the border. • True partnership between customs and • An international standard of AEOs, for example, to jointly determine qualification that includes: and document the appropriate security • an appropriate record of compliance measures that will be implemented and with customs requirements; maintained by the AEO. • a demonstrable commitment to • Periodic reviews on the AEOs processes supply chain security by being a and security measures based on risk.

22. World Customs Organisation. SAFE Framework of Standards 2018 Edition (last accessed 27 November 2020). 2025 UK Border Strategy | Transformation 4 63

Introduce an Electronic Travel Authorisation scheme as part of a wider universal ‘permission to travel’ requirement

As part of the forthcoming points-based immigration system, the government will implement a suite of changes to transform the way in which we manage people crossing the UK border. Our border will provide for a fully digital end-to-end user journey, improving both security and the clearance of legitimate passengers. As part We have already introduced a digital status of our phased delivery to 2025, the UK for those granted EU Settlement Status and government has committed to introducing a from 2021, EEA nationals who are granted universal ‘permission to travel’ requirement permission to work, study or live in the UK which will require everyone wishing to travel will also benefit from a digital status. This to the UK (except British and Irish citizens) digital status will replace the paper visa to seek permission in advance of travel. We (“vignette”) which is currently manually will use the information provided to facilitate inserted into passports or travel documents. the passage of legitimate passengers whilst Over time we will replace the physical keeping threats away from the UK border. vignette for migrants from the rest of the The type of permission a person has will world with digital status too, making the end- depend on their individual circumstances. to-end user journey friendly and digital by For British and Irish citizens, who do default. not require leave to enter the UK, their permission will be demonstrated by their passport. For those coming to either work or study in the UK or as visa national visitors, their permission will be their visa, which we will develop into a digital status record. We aim to make the visa a digital document to replace the paper one. 2025 UK Border Strategy | Transformation 4 64

We will introduce an Electronic Travel individuals have permission to travel using Authorisation (ETA) scheme for those established connections between carriers’ passengers visiting the UK or transiting passenger data systems and government through the UK who do not currently need border systems. We will work with carriers a visa for short stays or do not have an to build on the existing use of interactive immigration status prior to travelling. This Advance Passenger Information (as set out will allow security checks to be conducted in our plans for Transformation 2) to confirm and more informed decisions to be taken passenger permission to travel prior to at an earlier stage in advance of travel, as check-in and boarding. to whether individuals should be granted As a result of this pre-departure check, permission to travel to the UK or not. The at the border we will use the information ETA scheme will provide an enhanced ability provided in advance of travel to employ to screen arrivals and block those deemed a targeted approach to the level of to be a threat from entering the UK. intervention needed. We will aim to increase To be fully effective, individuals’ permissions the number of low-risk passengers who must be checked by their carrier and can be checked on arrival by an automated confirmed prior to travel. As fewer process without needing to speak to a permissions will be in a physical format, we Border Force Officer, creating a smoother will support carriers to establish whether journey for most passengers. 2025 UK Border Strategy | Transformation 4 65

Passenger journey using an electronic travel authorisation

Application Check in UK confirms for permission permission

Passengers with Book travel Carrier checks permission can travel, permission those without cannot

With the implementation of the requirement to carriers. In many more instances carriers that everyone needs a ‘permission to travel’, will receive a single message confirming the carriers will need to do less to determine passengers’ permission to travel. a passenger’s status – rather, government We will implement our universal ‘permission will confirm the majority of passengers’ to travel’ programme incrementally, with a ‘permission to travel’. This means less phased rollout. We will start development time will be spent on inspecting travel work with selected carriers for those documents as they will be able to rely on passengers who currently travel with an the official message sent to them confirming Electronic Visa Waiver with a view to begin the permission of each individual. The initial testing by September 2021. The ETA proposed solution will improve the process scheme, which requires primary legislation, by reducing the number of messages sent is under development.

Phased approach for ETAs: testing the technology and using different passenger cohorts to allow all parties to familiarise themselves with the requirements and processes

1 2 3 4

Phase 1 Phase 2 Phase 3 Phase 4 Current Electronic Persons who hold Persons who Introduction Visa Waiver Holder an Electronic hold a current of ETA Immigration Status immigration status in physical form 2025 UK Border Strategy | Transformation 4 66

Case study: the USA ESTA programme

Electronic System for Travel Authorisation (ESTA) is the automated web-based system used to determine whether travellers to the USA are eligible for visa-free travel under the Visa Waiver Program and whether they pose a security risk. In order to apply for an ESTA, applicants must go to the ESTA website, follow the instructions to answer all of the required questions and submit an application for travel authorisation. Applicants from Visa Waiver Program eligible countries are advised to apply 72 hours in advance of travel The introduction of the ETA scheme is in and are subsequently notified of line with the approach taken to border their authorisation to travel under security by many of the UK’s closest Visa Waiver Program. Each travel international partners, meaning that it is authorisation under ESTA can be a familiar concept to many carriers and valid for up to two years. Visa Waiver passengers. Australia has operated an Program travellers, who travel without Electronic Travel Authority scheme since an approved ESTA, may be denied 1996, the United States introduced the boarding. Electronic System for Travel Authorization ESTA mitigates vulnerabilities inherent (ESTA) in 2008, Canada introduced an in visa-free travel by providing an ETA scheme in August 2015, and New advance risking function, allowing Zealand introduced one (NZeTA) in October US border staff to focus on the 2019. The European Commission is also small population of potentially developing plans for a similar system dangerous travellers. ESTA also covering the Schengen area, the Electronic enables passengers to quickly and Travel Information and Authorisation conveniently obtain authorisation to System (ETIAS), which could be in operation travel to the US, forgoing the need from 2023. to apply for a traditional visa, which would require applicants to undergo an interview and submit additional biographic information. 2025 UK Border Strategy | Transformation 4 67

Improve our use of upstream illegal migration countermeasures to prevent irregular entry into the UK

Irregular migration flow remains high and migrants remain willing to undertake increasingly high-risk and deadly journeys in order to reach the UK. To tackle the serious and organised crime groups facilitating illegal migration and exploiting vulnerable migrants, as well as those attempting to travel on false identity documents, we will aim to prevent entry into the UK through improved border security and through deterrence, detection and disruption of migrant flows before they reach our border. Specifically we will: • develop a joint long-term response with nearby neighbours to disrupt clandestine entry through agreement of strategic and operational plans, as well as working together to improve physical border security and reduce border vulnerabilities at near border ports; • promote joint working with partner agencies and improve coordination and information sharing between international Law Enforcement Agencies; • bring forward legislation to deliver a firm and fair immigration system and end-to- end reform of our systems and processes; and • work with countries of origin and transit to support them in addressing irregular migration challenges within their region. 2025 UK Border Strategy 68 Transformation 5 Build the capability of staff and the border industry responsible for delivering border processes, particularly in an environment of greater automation; and simplify communication with border users to improve their experience 2025 UK Border Strategy | Transformation 5 69

People play a critical role in the operation To deliver this transformation of the border. Border Force officials operate we commit to: at 140 official ports (across multiple modes of entry), along 18,000 km of coastline, at 1. working with the UK 54 main UK airports and at 3,000+ private intermediary sector to help airstrips.23 Greater than 90% of traders use an intermediary, including ~99% of the sector develop to support SMEs which support UK businesses to UK traders with high-quality trade.24 Traders require employees who services; understand border processes to help them to trade, or need access to specialist 2. making our presence at the intermediaries to manage border and border more resilient and logistics process for them. Simultaneously, efficient to improve the traders and passengers must be supported by government employees with specialist service we deliver; and expertise at all levels, who have the capability and knowledge to make the 3. improving the guidance we border operate efficiently and effectively. make available on moving This transformation recognises the across the border for traders importance of the staff in the public and and passengers. private sector operating at and around the border and seeks to build their capability and capacity further to support the smooth operation of the border and adapt to an increasingly automated and digitised environment. Respondents to the consultation stressed the importance of interactions with frontline staff and the intermediary sector on the user’s border experience. It is also apparent that whilst some traders had very good experiences with intermediaries and found clear benefits to using them, there was a lack of consistency and capacity across the sector. Additionally, respondents highlighted the need for better communication from government on the processes border users are required to follow; explaining that government guidance on the use of the border was often unnecessarily complex and hard to locate online.

23. Home Office. 24. HM Revenue and Customs. 2025 UK Border Strategy | Transformation 5 70

Our ambition is to deliver the most remove barriers to intermediaries taking on streamlined and competitive Service Level extra clients, including making available over Agreements (SLAs) we can, using advanced £80 million of support to help the sector in data and modern technologies, such as scaling up. This has included grant funding data analytics and biometrics, to reduce for customs IT, training and recruitment of average transaction times for low-risk traffic new staff. We will continue to work with the as much as possible, whilst maintaining core sector and their customers to understand border security functions. Traditionally SLAs how the role of intermediaries is changing, are associated with passenger and goods as the way businesses trade continues wait times which are currently measured to evolve in response to the end of the differently across different ports. We will transition period and changes in the wider shift this focus towards service delivery business environment. standards that will include clearance for Through our technology and innovation people and goods traffic. These will be based roadmap we will continue to work with the on forecasts, to suit different modes and sector to support market-led solutions which port environments, as well as actual demand reduce costs, increase innovation, and ensure to ensure the right capability is in place to that the UK continues to grow a dynamic and deliver the most effective border controls. high quality intermediaries sector.

Developing the UK’s Making our presence intermediary sector at the border more The intermediary sector – including customs resilient and efficient brokers, freight forwarders and express parcel operators – play a vital role in Border Force is the primary face of helping businesses to import and export government at the border and is critical their goods by ensuring the necessary to its operation. Border Force responds customs paperwork has been completed. to different threats through the blended Strengthening this sector will ensure application of operational and organisational that traders are more able to navigate an capabilities. These capabilities apply to affordable market, intermediaries will benefit the movement of both people and goods. from increased efficiency and profitability, Ensuring that Border Force is able to support while government will receive more and complement the transformations set accurately completed declarations. out in this strategy is critical. While better Government is committed to ensuring all advanced data and intelligence supports businesses trading internationally, including decision making, there will always be the small and medium-sized enterprises (SMEs), need for human judgement. So, rather than have access to high quality intermediaries. data systems and technology de-valuing To help deliver this we have already the highly skilled staff operating the border, provided extensive support to help grow the human judgement will still have a vital role in UK’s customs intermediaries sector and to decision making. 2025 UK Border Strategy | Transformation 5 71

Border Force is already using this they manage increased automation, cross-government plan to develop its innovation, trade and complex organisational priorities to ensure any security risks; future impact on capability requirements • increase the integrity of the system by is built into planning and investment tackling corruption through the Border choices over the coming years, to fully Force’s Insider Threat Programme which support the vision set out in this strategy. recognises and contributes towards Ensuring a resilient and agile workforce is a the priorities in the UK Anti–Corruption fundamental part of this, and over the next Strategy 2017-2022; and five years, Border Force will: • continue to work with partners in industry • upskill frontline staff to ensure they have and internationally to strengthen our joint the necessary skills and capabilities approach to protect the public and enable to support users of the border with legitimate trade and travel. consistent service that protects the public and enables legitimate trade and travel. We will continue to work with the border industry to ensure that Border Force meets the needs of all users as 2025 UK Border Strategy | Transformation 5 72

Case study: Working in partnership with Border Force; the Manchester Airports Group experience

to support operational excellence at the new border. Since completion of the physical works, we have worked collaboratively with the UK Border Force team to develop the Operational “Over the past six years, the Manchester Readiness and Transitioning (ORAT) Airports Group (MAG) has undertaken programme to support a successful a £1 billion infrastructure investment commissioning of the border and wider programme at Manchester Airport terminal operations through robust increasing capacity of its terminals, training and familiarisation of UK Border airfield and landside road network. Force colleagues and testing of the new During this time, Manchester Airport border facility. worked closely with UK Border Force to Throughout the programme the UK deliver a best in class border experience Border Force team have worked with which is due to open early 2021. The us in an incredibly positive and a truly level of collaboration throughout this ‘one team’ approach. The team has development process is an excellent shown huge commitment and creativity example of UK Border Force engagement to find positive solutions to challenges, with industry partners to achieve particularly in response to delays cause outstanding outcomes for partners and by the COVID-19 pandemic in 2020. This travelling customers. approach has resulted in a facility which A dedicated UK Border Force team was meets UK Border Force requirements, established to support the development delivers a great experience for travelling programme. This provided continuity customers and provides capacity for during a multi-year programme and the future growth at Manchester Airport. It opportunity to develop strong working also resulted in a working relationship relationships which were critical to between UK Border Force and MAG the success of the programme. The which will benefit both organisations for team were involved in all stages of many years to come as we operate in design development with early design these uncertain times. The team showed engagement on facility requirements to great collaboration and are a testament to support forecast growth including Gate the UK Border Force organisation.” and desk provision, welfare facilities for Border Force Colleagues, IT requirements and all other infrastructure requirements 2025 UK Border Strategy | Transformation 5 73

Improving border guidance for all users

Our consultation and wider industry engagement has made it clear that users find border guidance difficult to use and spread across multiple, disparate sources. This complexity can deter first time exporters from trading. We are committed to improving the quality of border guidance for both traders and passengers. The Border and Protocol Delivery Group has already begun work across government to create more joined- up border guidance that explains processes in an end-to-end manner, such as we have done for the Border Operating Model that will be in place at the end of the transition period. We will work in partnership with users of the border to improve existing information provided and ensure it is understandable for everyday users of the border. To this end, we will work across border agencies to review the guidance and create a single source of border guidance on GOV.UK that can support users’ end-to-end journeys across the border. As well as improving the content of border guidance, we are determined to make it digitally accessible and give users the tools they need to identify the requirements for trading internationally. We will build on the online tools that the Department for International Trade has developed for export, expanding these to cover import requirements for UK traders. Furthermore, we will integrate these tools into the Single Trade Window, creating a single source of border information for importers and exporters. 2025 UK Border Strategy 74 Transformation 6 Shape the future development of borders worldwide, to promote the UK’s interests and facilitate end-to-end trade and travel 2025 UK Border Strategy | Transformation 6 75

All international movements of goods To deliver this transformation and people require multiple borders to we commit to: be crossed and so it is important that we work with international partners to ensure 1. taking a strategic approach to that their borders support trade and international engagement on movement of people. This transformation seeks to set a strategic approach to the borders that will coordinate UK’s international engagement on border our efforts to shape the issues. Through clearly articulated objectives development of borders across and identification of the key international the world; and forums the UK will act as global leader on the development of borders, and ensure that 2. realising the benefits of Free UK traders and passengers experience the Trade Agreements to simplify benefits of advanced, interoperable borders worldwide. border processes for traders This international approach is important and work towards additional not just for enabling international trade but mutual recognition agreements also to support the movement of people of our Trusted Trader and the UK’s wider tourism ambitions. The UK made commitments alongside programme wherever this G20 tourism ministers in autumn 202025 is practical and will support to address the impact of COVID-19 on users. the tourism and hospitality sector, in part, facilitating safe and seamless travel, and an improved passenger experience. Alongside the transformations set out above, an international approach will be key to achieving these objectives.

25. G20 Riyadh Summit. Leaders Declaration (last accessed 27 November 2020). 2025 UK Border Strategy | Transformation 6 76

security standards for borders to standardise experiences for traders, drive interoperability of systems, and to help the border industry innovate across multiple markets; • work with our international partners to make our border systems interoperable wherever this is practical and will support users. At the systems level this may take the form of creating data- pipelines between our systems where appropriate. At the process level this may involve agreeing mutually acceptable and recognised upstream compliance approaches; • work with other members of international customs and security conventions that the UK is party to, to ensure that processes are digitised wherever possible. This will include the Common Transit Convention, Transports Internationaux A strategic approach Routiers (TIR) and the ATA Carnets where we will implement a digital version of to international documentation; engagement on • work with partners to harness shared collective capabilities to identify borders and respond to emerging security opportunities and threats at the border. We will coordinate our strategic approach This includes data sharing agreements with to engaging on border issues internationally our trusted partners; through the new Design Authority we are • develop a joint long-term response with creating, as set out in Transformation 1. nearby neighbours to disrupt clandestine Our objectives through this joined-up, entry through agreement of strategic strategic approach are to: and operational plans, as well as working together to improve physical border • work through multilateral border security and reduce border vulnerabilities organisations to improve the reliability and at near border ports; and resilience of borders worldwide in order to make international supply chains more • work with our international partners to robust; improve and enhance the passenger experience end-to end. • work through multilateral border organisations to agree mutual recognition of common data, technology and 2025 UK Border Strategy | Transformation 6 77

The international forums where we will seek to pursue these objectives include:

Border Five (B5) Network: the UK G7/G20: the UK will remain committed is committed to ensuring that we to working with G7 and G20 Members deliver effective customs and border to progress multilateral cooperation on management policy in collaboration border agreements between partner with B5 partners and will remain pivotal countries as per the agenda of each in shaping the global Border of the forum. Future 2030 Programme.

Intergovernmental Consultations Europol: we will maintain our on Migration, Asylum and Refugees relationships with our European law (IGC): we will continue to share enforcement partners to strengthen information and participate in the security of our borders and combat discussions with IGC partners on serious international organised crime. matters relevant to the management of international migratory flows.

Five Eyes: the UK, as world leaders, will work proactively with the Five Eyes group to test and introduce innovation International while drawing on lessons learnt from Civil Aviation those countries that have been more Organization advanced in data sharing and AEO (ICAO): the UK schemes. remains committed to working in close partnership with ICAO and its members states to achieve a thriving and sustainable aviation sector that is able to quickly recover from the effects of COVID-19 and be more efficient, safer and environmentally sustainable Frontex: the UK will seek to maintain in order to facilitate the movement of our close working relationship with our people and goods. European partners and continue to work closely to improve border control policies, where appropriate. 2025 UK Border Strategy | Transformation 6 78

Migration Five (M5) Network: the UK will remain focused on collaboration with M5 Partners on joint initiatives and information exchange to achieve International Maritime Organisation improvements in security, service, and (IMO): the UK is committed to savings. remaining an active participant in the IMO. We will continue to use it to forge strong working relationships with other United Nations nations to promote the agenda for key (UN): the UK will international maritime issues, including remain committed security and border issues where to working closely appropriate. with our UN partners, particularly the Food and Agriculture Organisation where we will seek to improve food security standards and influence the regulations of sanitary and phytosanitary measures (SPS) and the UN Economic Commission for Europe where we will International Transport Forum (Road seek to establish common standards Transport Group): the UK will work closely with member countries to that make it easier for UK businesses to achieve consensus around how trade and for UK transport operators to to develop the multilateral freight operate across borders. quota further, and identify ways to incentivise the use of the newest, most environmentally friendly freight vehicle types.

INTERPOL: we will United Nations Office on Drugs work closely with and Crime: the UK will maintain international Law its commitment to working with Enforcement Partners international partners at the United to facilitate worldwide Nations to make our borders more police cooperation and robust to threats from drugs, serious crime control. and organised crime groups, corruption and terrorism. 2025 UK Border Strategy | Transformation 6 79

World Customs Organisation (WCO): the UK will remain committed to the promotion of more trade facilitation, and better and fairer revenue collection World Organisation for Animal Health the UK greatly values the work through our participation in the WCO. (OIE): of OIE, and will continue to play an We will particularly look to develop active role in supporting review of the digitised facilitations such as ATA international standards underpinning Carnets – the widely used international sanitary and phytosanitary measures trade facilitation tool allowing duty free (SPS) with other experts, to influence movement of goods for up to one year. improving international standards of animal health and welfare, maintain UK standards of animal health and welfare and manage the risks of cross- border spread of pathogens, in order to facilitate trade and protect food safety.

World Health Organisation (WHO): the UK will remain committed to reviewing the application of sanitary and phytosanitary measures (SPS) with international partners to maintain food safety and prevent the cross- border spread of infections, as well as World Trade Organisation (WTO): streamlining processes where possible with our newly independent WTO to facilitate trade. membership, we will work with like- minded members to lead and shape the global discussion on trade. The UK is committed to supporting developing countries simplify their trade procedures and implement the WTO Trade Facilitation Agreement (TFA). This assistance is focused on reducing inefficient border processes, helping to tackle administrative bottlenecks and enhancing trade facilitation logistics which can often hinder businesses reaching customers. 2025 UK Border Strategy | Transformation 6 80

Case study: the importance of international data standards for borders

The Framework of Standards to Secure ensures that supply chains remain and Facilitate Global Trade (SAFE) was secure while avoiding delays associated adopted by international leaders at the with checks at the border which can World Customs Organisation (WCO) disrupt the flow of international trade. Council in 2005 in response to threats To date, 171 countries have agreed to supply chains, while supporting the to implement the SAFE framework, facilitation of legitimate and secure ensuring that the global supply chain businesses. The framework includes remains secure according to consistent baseline standards that have been tested and widely accepted standards.27 as being effective across the globe. Baseline standards for data use stipulates that customs should use sophisticated methods to identify and target potentially high risk cargo and transport conveyances. For example, customs should request advance electronic information about cargo shipments to and from a country before they depart or arrive. Customs administrations are also instructed to require advance electronic information in time for adequate risk assessment to take place.26 These standards allow customs to inspect and screen cargo and transport conveyances before arrival at the border. Applying these standards globally

26. World Customs Organisation. SAFE Framework of Standards, 2018 edition (last accessed 27 November 2020). 27. World Customs Organisation. Intention to implement framework of standards, August 2020 (last accessed 27 November 2020). 2025 UK Border Strategy | Transformation 6 81

• include commitments on developing and Realise the benefits maintaining a Single Trade Window so that UK traders and their customers can of Free Trade benefit from a single platform to facilitate the movement of goods more easily Agreements across the border; reduce burdens and minimise delays, such Through our negotiations with international • as by seeking commitments from trade partners, the UK will seek to sign new trade partners on maximum release times for deals which will be specifically tailored to goods by customs administrations; and our country’s economy and interests. Our initial focus has been on agreements with • achieve regulatory equivalence and Australia, Japan, New Zealand, the United safety of UK sanitary and phytosanitary States and the potential accession to the arrangements with FTA partners and Comprehensive and Progressive Agreement streamline import certification processes. for Trans-Pacific Partnership (CPTPP). The 2025 UK Border Strategy sets out a future UK border that is more effective for both UK and international users, therefore providing a more attractive export market for the international partners with which we are seeking to negotiate Free Trade Agreements (FTAs). For example, this includes components of the strategy such as the Single Trade Window, which offers one portal for operators and traders to submit information to multiple agencies, thereby reducing delays and administrative burdens for foreign businesses seeking to export to the UK. In negotiating FTAs, the UK will also seek to influence the border policy of trade partners to improve export processes for UK businesses at the border of the destination country by seeking to: • improve efficiency and minimise unwanted costs by ensuring fair and equal treatment for UK businesses, such as seeking the removal of fees and charges; • open up new markets for UK traders and remove frictions and non-tariff barriers, such as seeking consistency towards penalties and access to information on appeals procedures for UK businesses; 2025 UK Border Strategy | Transformation 6 82

Case study: The Japan-UK FTA – delivering benefits for border users

These benefits will be delivered through a range of negotiated measures including: maintaining tariff reductions and market access, increased geographical indicator protections, as well as digital and data provisions that go well beyond the EU-Japan Agreement. In particular, negotiating effective border arrangements has been essential to secure benefits to British businesses and the UK economy. For example: • The customs provisions in the CEPA The UK-Japan Comprehensive Economic minimise costs and administrative Partnership Agreement (CEPA) was signed burdens, meaning that Japanese by International Trade Secretary Liz Truss consumers can get more of the British and Japan’s Foreign Minister Motegi products they enjoy and UK SMEs Toshimitsu in Tokyo on Friday 23 October 28 benefit from simple and predictable 2020. It was the first major trade deal customs procedures. that the UK secured as an independent trading nation and will increase trade with • The UK and Japan have agreed to Japan by an estimated £15.2 billion. measures that make the CEPA easy and predictable to use. CEPA establishes a UK businesses will be able to conduct committee to ensure direct cooperation tariff-free trade on 99% of exports to between the UK and Japan’s customs Japan. Government analysis shows that authorities in customs (and Rules of a deal with Japan will deliver a £1.5 billion Origin) matters. It also ensures that boost to the UK economy and increase goods are held in customs for a period UK workers’ wages by £800 million in the 29 no longer than necessary and that long run. information on customs procedures is publicly available to exporters.

28. Department for International Trade. UK and Japan sign historic free trade agreement (last accessed 27 November 2020). 29. Department for International Trade. UK and Japan agree historic free trade agreement (last accessed 27 November 2020). 2025 UK Border Strategy 83 Next steps

Our border will undergo significant change The Border and Protocol Delivery Group as we end the transition period. This strategy will coordinate the delivery of these will enable us to harness the opportunities of transformations to ensure that we stay on regained independence and control to shape track to deliver the world’s most effective how our border operates as a sovereign border. Through the new Design Authority nation determined to take advantage of the first step we will take is to work with global opportunities. stakeholders to build a detailed roadmap This strategy aims to provide long-term of changes that deliver our ambition and clarity on the Target Operating Model develop detailed designs for the processes we wish to create. It aims to give the and systems that will make the Target border industry and users of the border Operating Model a reality. a framework with which to work with government to co-design and deliver that model in partnership. Delivering the transformations we have set out will require collaborative work between the public and private sector over the coming years, as well as close collaboration between all the nations of the UK. CP352