Britishness is an asset. We should all celebrate it!

IN the uK we seem to have the peculiar habit of criticising our country a nd o ur busi - nesses. as a New Zeal ander with British roots, I find t hi s approach somewhat perplexing. Bot h should be celebrated.

We should celebrate Britain – and British business. around the world Britain stands for quality, security and innovation.

and the British brand has a crucial role to play in projecting ‘ soft power’ – how we use our cultural and political assets to export our i dentity, our products and our services.

I am currently on a trade mission t o south east asia, led by the Prime Mini ster. It i s soft power in action – in markets I know well from 14 years living and working i n the asia region. this commercial diplomacy can be as important as political diplomacy.

at a time when Britain is debating the merits of the eu, and regardless of the result of the referendum, if we are to compete on the global stage we need to think more strategically.

the future is not a choice between trade with europe or trade with the world. We must trade with both. an obsession with only our closest neighbours in the eu is akin to commercial trading myopia and limits our options.

trading with the world also means building long term strategic and personal relationships – and not simply short-term transactional trade.

In my view we need five elements to secure our global competitive position.

First, we need a government that is championing its businesses wider than simply europe. the Prime Minister’s efforts on this trip to south east asia and the chancellor’s recent engagement with china are very encouraging developments.

In addition, the five-year electoral horizon for this Government gives us some degree of certainty, which is helpful.

second, to keep British firms competitive, we need strong, forward-looking and balanced regulation, which is predictable and promotes stability for the benefit of consumers, business and investors.

In recent years, this has not always been the case. regulators should be like a good referee in a football match. Business is like the team on the pitch – and if the game is being played in the right spirit the referee should let it flow. Nobody wants to see the referee trying to score a goal.

third, long-term thinking. For me being in business is all about creating a legacy – being a good ancestor. It is about taking decisions that still stack up in the long term – in five, 10 or 20 years’ time.

My company aviva, with 34m customers around the world and 16m here in the uK, has been in business since 1 6 9 6 . We know exactly what longevity means.

Fourth, we need to celebrate our successful businesses – large and small – and create British c hampions we c an be proud of i nternationally and globally. Other countries do this better than we do. and of course t he media also has its part to play.

It would be refreshing and indeed beneficial if we supported our industry and business. that is not about erecting protectionist trade barriers, nor is it about wrapping businesses in cotton wool. rather it is about creating British champions.

Fifth, we must keep Britain international. In my view Britain, with its business and entrepreneurial communities, is differentiated by being international and cosmopolitan in flavour.

LONDON is one of the few truly international cities left i n the world and competition and external ideas and influence make us stronger.

Napoleon thought he was insulting Britain when he dismissed it as a nation of shopkeepers. In my view, that’s a compliment.

Britain is bursting with entrepreneurs and business leaders willing to innovate and ready to take welljudged risks.

I am backing Britain, British business, and everything Britain represents.