UK Food and Drink International Export Plan Delivery over the past year Tim Render Deputy Director: Food Policy - Competitiveness and Growth November 2014
Ambition for export Doubling UK exports to 1 trillion a year by 2020; getting 100,000 more UK companies exporting by 2020; getting one in four UK companies to export (European average) rather than one in five at present; and maintaining the UK s position as the most favoured location in Europe for inward investment 2
Irish Republic France U.S.A. Netherlands Germany Spain Belgium Italy Singapore Hong Kong Canada South Africa Poland Sweden UAE China Australia Denmark Taiwan Japan Exports are growing UK Food and drink exports worth 18.9bn in 2013 up 700m or 4% from 2012 Further growth so far in 2014 despite a slow down in some of the alcoholic drinks markets Alcoholic drinks = 6.6bn of which Scotch whisky 4.4bn Exports to BRICS - 603m 3.2% growth in 2013 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 Exports to 167 countries all round the world m Top 20 export markets 3
A plan to increase food and drink exports Jointly developed between industry and government, and overseen by the Export Forum Specific actions for all parties designed to: Support businesses as they look to export with advice and guidance Open new market opportunities for UK businesses Promote the excellence of UK food and drink Encourage more companies to export 4
Supporting businesses The challenge: to provide tailored support and advice to companies in the UK and in overseas markets to help them identify and secure their export opportunities The action UKTI has helped 2,500 food and drink companies with their international growth plans the target was 1,000. This has helped secure 305m of business already. UK Export Finance supported 130 UK businesses, including 92 SMEs e.g. cheese to Greece, blackcurrant seeds to China, beer fermenting tanks to Kenya UKTI can give advice on whether a firm is ready to export by: developing an export plan; counselling on the right markets, and people to deal with in those markets; advising on grants for trade missions or overseas trade fairs; setting up meetings; and generally helping to make business happen. What s next Continued business advice from UKTI and financial support from UKEF 5
Securing access to new markets The challenge: opening markets for meat and dairy products to provide new opportunities for UK businesses The action Extensive negotiations to open new markets in non EU countries 112 in 2013, over 100 so far in 2014, supporting 14% growth in animal products exports to non EU markets Steady progress with free trade agreements CETA agreed, TTIP, Japan, Vietnam all making progress Improvement to issuing of export health certificates new on line system providing 24 hour turn round. Around 5,000 issued every month. Joint industry-government groups to identify priorities What s next: secure access to high value markets e.g. China for pork and poultry worth around 120m and USA for beef and lamb worth 60m 6
Information for exporters The challenge: ensuring exporters can find the information they need to target specific markets The action Business and trade association led material FDF 10 steps to export success Strategy for beer and cider exports Open to export web site - 25,000 hits a month - webinars - B2B forums What s next: - more material for Open to export what are the key things to cover? - Enhanced B2B support and guidance 7
Promoting UK food The challenge: promoting the excellence of UK products and raising the profile of UK companies The action The GREAT campaign promotes food and drink, including with GREAT weeks in specific countries Ministers showcasing and supporting British companies in export markets New York, SIAL, China and in the UK Ensuring the continued quality, authenticity and traceability of UK food production What s next: Continuing GREAT Keeping up the political support Maintaining top quality UK food safety and authenticity systems 8
Challenges and opportunities for the future Getting more companies to export only 1 in 5 do so at the moment Identifying the key markets for the future and ensuring we are well placed to move into them rapidly Maintaining and growing our established mature markets Maintaining and developing the UK and GREAT brands Greater market access and more trade agreements Harnasing the innovation of the UK food industry 9