| ||Strategy recommendations
|1||UK government shipbuilding policy should be restated in the light of this report.
||DTI, MoD||UK Government shipbuilding policy will be restated within the context of a wider industry-led policy statement. A final draft of this statement, including a specific reference to warships, will be considered sat the Shipbuilding and Marine Industries Forum on 19 June 2002.
|2||The creation of a Maritime Industry Co-ordinator should be considered.
||DTI||The reconfigured Shipbuilding and Marine Industries Forum and its steering group has the scope to undertake many of the functions of the proposed coordinator described in the task force's report. The Forum will keep this position under constant review.
|3||The Scottish Executive and DTI should actively encourage Scotland's remaining shipbuilding business to evaluate the potential for collaborative ways of working across the UK industry.
|This is being addressed at the UK level through the Shipbuilding and Marine industries Forum with the SSA and is largely covered by 2 above. Little formal progress has been made, but there is an increasing degree of collaboration at the local level, eg between Ferguson and BAE SYSTEMS Marine.
|4||The Scottish Executive and Scotland Office should continue to support a positive resolution of the current uncertainty on Shipbuilders' Relief for export warships.
|UK Government is reviewing this. Officials are keeping themselves informed.
|5||In addition to current government activity, every appropriate opportunity should be taken to include Scotland Office Ministers in promoting Clydeside's case in securing new export orders.
|DESO keeps Scotland Office officials informed of all relevant sales campaigns to ensure that Scotland Office Ministers have access to opportunities to support Clydeside companies' ventures in the defence export market.
|6||The Government should consider whether there are lessons to be learnt from other industrial sectors in the promotion of exports where there are competing bidders.
||DTI , MoD||DTI's approach was to support one UK bidder only where aid was required through a "chosen instrument" approach. This involved the selection of one company to receive aid, based on criteria such as price, quality, credibility and experience in the particular market place. The MoD continues to assess, on a case-by-case basis, the best way of supporting bids by UK warship builders.
|7||The DTI should continue to engage with the MoD to consider the industrial implications of procurement strategies.
||DTI, MoD||This is continuing; there are well-established formal and informal mechanisms at different levels to ensure that this happens.
|8||The Government should continue to take account of the detailed industrial implications of its procurement decisions for naval shipbuilding, including design and integration capabilities.
||MoD||MoD is well aware of the importance of retaining a healthy industrial base for warship building in the UK. (See also 7 above.)
|9||As the specification forreplacement vessels for the Royal Fleet Auxillary becomes clear, early clarification on their designation as warships would be welcomed.
||MoD||The specifications have not yet been identified, although the MoD will endeavour to identify, as soon as possible, whether new afloat support vessels will be designated as "warlike stock".
|10||The current high level of support from the most senior Scottish and UK government Ministers for the industry should continue.
||Scottish and UK Governments||Support is continuing in an ongoing basis.
|11||The Scottish Executive should carry out an audit of the high value added activities within the shipbuilding industries in order to position it within the appropriate context of its industrial policy.
||Scottish Executive||Audit has now commenced.
|12||The Scottish Executive should assess the potential of offset as an export development opportunity for appropriate Scottish companies.
|Is currently being investigated re: aerospace. Will investigate for shipbuilding parallel to action on recommendation 11. The DESO Offset Officer is available to assist British defence companies in formulating and delivering complex offset packages which could be of wider benefit to British industry.
|13||The Scottish Executive should assess and evaluate related opportunities for Scotland's knowledge based industrial development, including wave energy generation and remotely operated vehicles (ROVs).
||Scottish Executive||Commenced. Funding has now been allocated to commission further research into strategy and exploitation of Scottish expertise in Wave Energy.
|14||The Scottish Executive and the DTI should consider mechanisms for promoting the prospects for this industry as an appropriate route for investment and career development.
||Scottish Executive, DTI||Scottish Executive has implemented Make it in Scotland campaign to encourage S2 pupils to consider manufacturing as a career choice. Campaign was successfully piloted in East Ayrshire in 2001 and extended to Ayrshire, Glasgow and Angus in 2002. It will be rolled-out throughout Scotland in 2002-03 by Careers Scotland. BAE SYSTEMS Marine participated in the 2002 roadshows in Glasgow.|
At the UK level, the Chamber of Shipping is developing a Sea Blindness campaign, part of which promotes career opportunities in marine, including shipbuilding and ship repair and on board ships. DTI is also working with EMTA to identify training needs and develop training programmes.
|15||BAE SYSTEMS Marine should continue to pursue commercial work where this is compatible with warship capacity demands and a sound business case can be made.
||BAE SYSTEMS Marine||Understand that BAE SYSTEMS is pursuing this as appropriate.