For the first time in nearly a decade, the UK has set out a long-term industrial strategy that puts clean growth at the centre of economic renewal. With clear sector priorities, bold institutional reform, and a serious focus on delivery, this Industrial Strategy is a major step forward. It shows that government is not only prepared to think strategically, but also to act across departments and over time.
For the cleantech community, this matters deeply. Too many promising UK companies have struggled to scale, particularly at the Series B stage, where gaps in growth capital and institutional support have held them back. This strategy signals that the UK is ready to change that and compete for the industries of the future. It recognises that clean energy, advanced manufacturing, digital technologies and frontier science are not just environmental goals. They are national economic priorities. Crucially, it shows that government understands this cannot be achieved without public investment, smart regulation and strong delivery institutions.
This strategy stands apart from what came before in three important ways.
1. Clean growth is positioned as central to national renewal.
Net zero is no longer treated as a side policy or moral imperative. It is framed as a driver of energy security, resilience, and long-term prosperity. The strategy rightly identifies the transition to clean energy and advanced green industries as a global economic race that the UK cannot afford to sit out.
2. There are serious tools behind the ambition.
This is not a vision without funding. The government has committed over £27 billion to the National Wealth Fund, £4 billion to the British Business Bank, and significant increases in clean energy investment. It is also backing long-term research and development across priority sectors, with £86 billion in committed investment. The new industrial strategy reaffirms ongoing work on planning, grid reform and regulatory streamlining, emphasising the government’s commitment to creating the conditions necessary to unlock private capital.
3. It reflects joined-up government.
Perhaps most importantly, the strategy is not confined to one department or one team. It reflects serious coordination across HMT, DBT, DESNZ, No. 10 and others, with new structures like the Strategic Public Investment Forum and the Industrial Strategy Council helping to keep that alignment in place. More than that, it marks a shift in how the state sees its role. Rather than simply setting direction from a distance, government is beginning to act as a more capable and engaged partner. That includes improving coordination across departments, simplifying the path for investors, and aligning regulation, procurement and capital around long-term missions. This is what mission-driven government looks like, and it is encouraging to see.
This is a strong starting point. But a strategy on paper is only as good as its impact on the ground. What matters now is implementation.
There are three things that will determine success.
We believe this strategy deserves broad support. It is realistic about where the UK stands, serious about what needs to change, and honest about the scale of action required. It does not pretend that growth will come easily, but it sets out a credible path to get there. It backs public investment. It treats clean growth as a national asset. And it understands the need for delivery that is visible, inclusive and long-term.
This is the clearest statement in years that the UK wants to lead in the clean industries of the future. If we want this strategy to succeed, we all have a role in making it happen. Let’s get behind it, and let’s deliver it together.
