Tim Doggett, CEO of the Chemical Business Association (CBA), outlines the importance of proactive leadership amid ongoing change and disruption.
In a world defined by disruption, division and accelerating change, the industries that underpin modern life are being tested as never before. Few sectors feel this more acutely than the chemical supply chain – a foundational yet often overlooked industry that supports almost every aspect of society and underpins the global economy.
From geopolitical instability and shifting trade dynamics to regulatory divergence, the operating environment for chemical businesses has become increasingly complex. At the same time, public opinion, skills shortages and infrastructure pressures are shaping not only how the sector evolves, but also how it is perceived.
Meeting these challenges requires leadership and support that is informed, coordinated, and forward-looking – leadership and support that not only responds to change, but anticipates it.
This is where the role of a proactive trade association becomes critical. By bringing together stakeholders from across the sector, aligning priorities, and engaging constructively with policymakers and regulators, organisations like the CBA help ensure industry is not simply reacting to events, but actively shaping the future.
An essential industry under pressure
The chemical supply chain is an interconnected ecosystem that spans manufacturers, distributors, logistics providers, storage operators, and a wide range of specialist service companies. Together, they are the backbone of modern industry.
From life-saving medicines and water treatment to renewable energy solutions and advanced materials, over 96% of manufacturing has a chemical input. The sector generates around £70 billion in annual revenue, contributes approximately £22 billion in gross value added, directly employs over 150,000 people across the UK, and hundreds of thousands more through the supply chain.
Yet despite its scale and significance, the sector has faced persistent structural challenges. Over several years, it has encountered inconsistent policy focus, ongoing regulatory uncertainty – particularly around UK REACH – and declining domestic investment. As a result, capacity has declined or been eroded, with much of it moving overseas.
This has been compounded by a persistent lack of strategic recognition. Despite being a Critical National Infrastructure (CNI) sector and playing a vital role across manufacturing and the wider economy – with chemicals used across all industries and essential to key sectors including healthcare, food production, energy, construction and transport – the sector was omitted from the UK’s Modern Industrial Strategy.
It has also been negatively impacted by wider political and policy disruption. Frequent changes in direction, delayed decision-making and a lack of strategic alignment across Government have created sustained uncertainty for industry. Among CBA members surveyed following the Autumn Budget 2025, around 80% report negative impacts from Government actions and decisions, while more than 96% highlight a lack of clarity in the Government’s plans for the sector.
For SMEs, which make up a significant proportion of the UK chemical supply chain, the pressure is particularly acute. They face the same risks and challenges as larger organisations, but with far fewer resources to absorb them. The CBA’s latest trends survey shows many are working hard simply to stand still as the sector faces global competition, weaker demand, higher energy costs, declining production and stifling regulatory burdens.
A constant in a divided world
The past decade has demonstrated how quickly the global landscape can shift – sometimes day to day, or even hour to hour. Trade disputes, the pandemic and regional conflicts have all disrupted supply chains, impacting the availability of raw materials, increasing costs and introducing new layers of complexity.
For an industry built on international trade and tightly coordinated logistics, these pressures are immediate and far-reaching. In this environment, the need for stability, consistency and informed leadership becomes critical – particularly as businesses also navigate the growing impacts of climate change alongside rapid technological advances that are reshaping how supply chains operate.
For over a century, the CBA has provided that continuity. As the voice of the UK chemical supply chain, its role has evolved alongside the industry itself – adapting to new challenges while maintaining a clear and consistent focus on supporting safe, efficient, and competitive operations. Today, its focus is both strategic and practical.
This role is underpinned by a clear purpose: to represent the interests of the UK chemical supply chain while helping businesses navigate an increasingly complex regulatory, economic and geopolitical landscape.
This long-standing position enables the CBA to take a broad yet focused, forward-looking view of the sector. By drawing on insights from across the supply chain, it is able to identify emerging risks, understand shifting priorities, and contribute meaningfully to the conversations that shape the industry’s future.
Importantly, this influence has been built over time through sustained engagement, technical expertise, and a deep understanding and experience of business realities – ensuring that its voice carries weight where it matters most.
Equally important is the balance between strategic oversight and practical support. In a complex and evolving regulatory environment, businesses require not only representation, but guidance that helps them interpret and incorporate change to continue to operate effectively.
This combination of perspective, continuity, and practical support is what enables the CBA to act as a constant in a changing world. Not by standing still, but by helping the sector adapt, respond, and move forward with greater confidence and coordination.
Representing the industry
For over a century, the CBA has championed its members’ best interests, showcased sector expertise, and promoted best practice across the chemical supply chain.
In recent years, this role has evolved beyond representation alone, with a stronger focus on anticipating challenges, shaping debate and supporting members.
This evolution reflects a broader shift from reactive engagement to proactive leadership – ensuring that the voice of the industry is heard clearly, early, and consistently throughout policy development and decision-making processes. The CBA’s growing influence has translated into tangible outcomes, reinforcing its position as a credible and trusted authority on chemical supply chain matters.
Alongside this, practical support remains a defining feature of the CBA and is delivered through several key areas:
• Government collaboration:
Through direct engagement with multiple Government departments, including the Department for Environment Food and Rural Affairs (DEFRA), the Department for Business and Trade (DBT), the Health and Safety Executive (HSE), the Department for Transport (DfT), the Department for Security, Energy and Net Zero (DESNZ), and the Home Office, the CBA ensures that policy discussions are informed by real-world operational insight, helping decisionmakers better understand both the opportunities and constraints facing the sector.
• Advocacy and lobbying:
The CBA works directly with government at all levels, regularly providing input and evidence to help shape policy. This engagement ensures that industry perspectives are considered at the earliest stages, where they can have the greatest impact on outcomes.
• Domestic partnerships:
The CBA is a member of the Alliance of Chemical Associations (ACA) and the Trade Association Forum (TAF). By collaborating and working together on shared objectives, these associations significantly increase their reach and impact.
• Global engagement:
As a member of the International Council of Chemical Trade Associations (ICTA) and through active participation in international forums and partnerships with organisations such as the Organisation for the Prohibition of Chemical Weapons (OPCW), the Group of Seven (G7), and INTERPOL, we ensure that UK expertise contributes to global standards while also keeping our members informed of emerging regulatory and security developments. This ensures that UK interests are represented wherever key decisions affecting the global chemical supply chain are being made.
• Supply chain intelligence:
Through structured member surveys and ongoing engagement, the CBA gathers real-time, evidence-based insight into operational pressures. This strengthens its ability to represent the sector accurately in discussions with Government, regulators, and the media.
• Sustainability and Responsible Care:
Though its Sustainability Hub and with more than 30 years of commitment to its Responsible Care programme, the CBA supports continuous improvement in health, safety, security and environmental performance, while helping members align with evolving sustainability expectations.
Alongside these activities, a strong emphasis is placed on helping businesses navigate complexity in practice – providing guidance, facilitating knowledge-sharing, and creating forums where challenges can be discussed openly and solutions developed collaboratively.
Leading on UK REACH
Since the first announcement by DEFRA in December 2021 “…to explore a new model for transitional registrations…”, progress has been painfully and woefully slow. While some progress has been made – most recently in the form of DEFRA’s long-awaited response to the 2024 consultation on the UK REACH Alternative Transitional Registration model (ATRm) – serious concerns and reservations remain.
Prior to Brexit, industry had already paid over half a billion pounds to access EU REACH. While the costs now envisaged may be lower than those set out in DEFRA’s original UK REACH Impact Assessment – which were estimated at between £1.3 and £3.5 billion – it will still represent a significant burden, likely running into hundreds of millions at a time when businesses are already under intense economic pressures.
There is also still a lack of clarity on how things will work in practice, with real questions as to whether the proposed registration deadlines of 2029, 2030 and 2031 – already pushed back several times – are achievable. Maintaining momentum and continued engagement with industry will be critical to ensuring the system is both effective and deliverable.
The CBA has been leading the way, consistently advocating for a more workable and proportionate UK REACH regime. It remains determined to see a satisfactory outcome and will continue to play a leading role in securing a pragmatic solution – working closely with Government, regulators and industry stakeholders, providing specialist input to working groups, and delivering support to its members to ensure the successful implementation of ATRm and a competitive, sustainable future for the UK chemical supply chain.
In-person connection
While policy and representation are critical, the strength of any industry lies in its ability to connect, collaborate, and share knowledge. This is where in-person engagement continues to play a vital role.
Across the chemical supply chain, events provide an essential forum for bringing together businesses, policymakers, and professionals to address shared challenges and identify practical solutions. In a sector defined by complexity and interdependence, these moments are both beneficial and necessary.
The CBA’s calendar reflects this need. Through a programme of events held throughout the year, it creates space for open and informed discussion on the issues that matter most to the industry, from regulatory developments and sustainability to logistics, safety, and innovation. These gatherings enable participants to exchange insight, challenge thinking, and develop a more aligned understanding of common challenges.
Among the many events organised by the CBA each year, its legendary Floggers Annual Lunch and the Chemmies – considered the ‘Oscars’ of the chemical supply chain – stand out as the most prestigious. They bring together members and industry stakeholders from across the UK and around the globe to recognise and celebrate success throughout the chemical supply chain.
These two events provide particularly valuable opportunities for connection and recognition – reinforcing the strength, resilience and depth of the chemical supply chain community.
Of course, virtual engagement continues to play an important role in widening access and maintaining regular communication, with the CBA offering various online events. However, the value of face-to-face interaction remains significant. It is often through these direct conversations that trust is built, partnerships are formed, and meaningful progress is made.
Developing people
One of the most significant long-term challenges facing the chemical supply chain is the growing skills gap. While not yet at a critical stage, there is clear evidence of increasing pressure, particularly as a large proportion of the existing workforce approaches retirement. At the same time, the skills required by the sector are evolving. The transition to Net Zero, the increasing importance of sustainability, and the rapid pace of digitalisation and artificial intelligence are all reshaping what the workforce needs to look like.
The CBA continues to take a leading role in addressing these challenges by focusing on building a strong and sustainable talent pipeline for the sector. This is not simply about recruitment, but about reshaping perceptions, widening access, and ensuring the sector reflects the diversity of skills it requires.
At the heart of all its talent-focused programmes and initiatives is the recognition that people are the foundation of every successful organisation. Investing in skills and capability is therefore essential to ensuring the long-term sustainability and resilience of the chemical supply chain.
Among the Association’s programmes is the award-winning People & Skills Hub (P&SH), which serves as a cornerstone of learning and development provision for the chemical supply chain. As the central platform for the CBA’s people, skills, and training initiatives, the P&SH brings together resources, guidance and opportunities designed to support both employers and current and future talent.
The CBA also launched the Future Council (FC), an innovative development initiative that brings together young professionals from across CBA membership, and 5050vision, which plays an important role in addressing skills challenges by recognising the value and contribution of the over-50s age group and supports employers in creating inclusive workplaces that harness the strengths of employees at all stages of their careers.
Additionally, it supports broader initiatives that address skills challenges across the wider supply chain, such as Generation Logistics, a national campaign supported by the UK Department for Transport and more than 40 leading industry bodies aimed at tackling workforce shortages across the logistics sector by raising awareness of the wide variety of careers available.
A sector for all
Central to the CBA’s efforts to promote the chemical supply chain as an inclusive and forward-looking sector is Generation STEAM, an initiative aimed at inspiring and engaging both current and future talent by promoting the wide range of career opportunities available across the sector.
For decades, STEM (Science, Technology, Engineering and Mathematics) has been the foundation for education and skills development in technical sectors, and its value is undeniable – STEM qualifications are a fundamental requirement for many roles, and STEM-based initiatives have inspired young people into scientific industries and raised their profile amongst potential employees, enabling progress across countless sectors.
However, the challenges – and opportunities – of the 21st century demand much more than that. The programme builds on the traditional STEM model by incorporating the ‘A’ – representing attributes such as Arts, Ability, Attitude and Ambition – recognising that creativity, communication and adaptability are just as important as technical knowledge in shaping successful careers. By broadening the narrative around science and industry, Generation STEAM aims to demonstrate that the sector offers opportunities for people with many different interests, talents and aspirations.
A dedicated steering group comprising CBA member companies and other industry associations ensures the initiative remains firmly industry-led and aligned with the evolving needs of the chemical supply chain. This collaborative approach has also enabled the programme to recruit ambassadors – a diverse range of professionals at all stages in their careers who volunteer their time to engage with schools, colleges, and local communities – while work continues in developing a digital platform to support engagement across the sector.
Becoming an ambassador is straightforward, and the benefits are twofold: for the individuals involved it is a chance to invest in professional development while contributing to the community and inspiring the next generation, while for the industry, it is an opportunity to make a tangible impact in addressing the skills gap.
Leading the way
The UK chemical supply chain operates in an environment defined by complexity, uncertainty and constant change. Responding to these challenges requires collective action, informed leadership and a willingness to take a proactive role in shaping the future.
Through its work across policy, collaboration, representation, and skills development, the CBA plays a central role in this process focused on leading the way, anticipating change, and supporting industry at every level.
With more than a century of experience, the CBA’s role continues to evolve, but its approach remains firmly forward-looking. It is focused not just on today’s challenges, but on enabling the sector to thrive in the years ahead.
Contact:
Tim Doggett
CEO of the CBA
Telephone: 01270 258200
Email: tim.doggett@chemical.org.uk
Website: www.chemical.org.uk
