Policy paper: British Sign Language (BSL) 5-year plan: Department for Business and Trade

Over the next five years, the Department for Business and Trade (DBT) is committed to embedding British Sign Language (BSL) more deeply in its communications. This plan outlines our approach to ensuring that BSL is accessible, inclusive, and integral to how we share information with communities, stakeholders, and the broader public.

Rationale and objectives
Inclusive communication is essential for ensuring everyone has equal access to the information that matters most to them. BSL is a recognised language used by a significant portion of the Deaf and hard-of-hearing community. Our objectives are:
– To improve the accessibility of DBT’s communications by providing clear, timely BSL content.
– To standardise the use of BSL across digital, print, and broadcast channels.
– To build capacity within DBT for high-quality BSL interpretation and translation.
– To foster ongoing feedback from BSL users to continuously improve our practices.
– To demonstrate transparent progress through annual reporting and external assurance where appropriate.

Strategic pillars
1) Policy and governance
– Establish a cross-departmental BSL Steering Group to oversee implementation, set standards, and monitor compliance.
– Develop and publish style guides, terminology databases, and best-practice protocols for BSL content across all channels.
– Ensure BSL considerations are embedded in project planning, policy development, and public communications.

2) Accessibility in digital channels
– Create BSL versions of key communications, including press releases, briefings, policy summaries, and public guidance.
– Integrate BSL into official DBT websites and social media under accessible design principles.
– Invest in video production capacity to deliver high-quality BSL content with consistent interpretation.

3) Internal capability and training
– Provide mandatory BSL awareness and basic interpretation training for relevant staff.
– Offer advanced BSL training and interpreter engagement for communications, public affairs, and policy teams.
– Build an internal roster of qualified BSL interpreters and captioners to enable timely responses.

4) Partnerships and engagement
– Collaborate with Deaf organisations, BSL users, and accessibility advocates to co-design content and review materials.
– Establish feedback mechanisms (surveys, focus groups, user testing) specifically for BSL content.
– Promote shared best practices and raise awareness of BSL accessibility across other departments and agencies.

5) Measurement and governance
– Define key performance indicators (KPIs) for BSL accessibility, including reach, engagement, and user satisfaction.
– Produce annual progress updates detailing achievements, challenges, and next steps.
– Seek external validation or accreditation for accessibility standards where feasible.

Implementation milestones
Year 1:
– Set up the BSL Steering Group and publish a corporate BSL accessibility policy.
– Audit current communications for BSL gaps and prioritise high-impact materials.
– Commission a core set of BSL content templates and style guidelines.

Year 2:
– Launch BSL content for flagship communications and major policy announcements.
– Develop and deploy internal training programmes for staff and contractors.
– Establish partnerships with Deaf organisations and a user testing panel.

Year 3:
– Expand BSL coverage to additional channels, including annual reports, consultations, and public consultations where appropriate.
– Introduce live interpretation options for high-profile events and briefings.
– Review and refine governance, standards, and processes based on feedback.

Year 4:
– Scale up production capacity for BSL content and optimise workflows to reduce turnaround times.
– Integrate BSL considerations into procurement and supplier agreements.
– Publish a comprehensive annual progress report with clear metrics and case studies.

Year 5:
– Evaluate outcomes against pre-defined KPIs, publish external assurance where relevant, and embed continuous improvement cycles.
– Ensure BSL content remains accessible, first-class, and responsive to evolving user needs.
– Plan the next phase of improvements informed by user feedback and industry best practices.

Annual progress updates
– Each year, the DBT will publish a public progress update detailing: completed actions, ongoing activities, measurable outcomes (reach, usage, user satisfaction), budget utilisation, challenges faced, and upcoming priorities.
– Updates will include case studies of successful BSL content deployment, feedback summaries from Deaf communities, and explanations of decisions related to accessibility improvements.
– The annual report will assess alignment with broader accessibility and inclusion strategies, and outline any required policy adjustments or new initiatives.

Governance and accountability
– The BSL Steering Group will report to the DBT leadership and provide annual public updates.
– An annual self-assessment against defined accessibility standards will accompany each progress update.
– Where appropriate, external stakeholders may review or validate the quality and effectiveness of BSL materials to maintain transparency and trust.

Conclusion
This five-year plan signals the Department for Business and Trade’s firm commitment to making its communications more accessible through BSL. By embedding BSL into policy development, digital channels, staff capability, and constructive partnerships, we aim to ensure that vital information is accessible to all audiences. The annual progress updates will provide clear visibility into our journey, celebrate improvements, and identify opportunities for further enhancement.

July 15, 2026 at 12:11PM
政策文件：英国手语（BSL）五年计划：商务与贸易部
https://www.gov.uk/government/publications/british-sign-language-5-year-plan-department-for-business-and-trade
本计划阐明商务与贸易部在未来五年内拟采取的措施，以提升其沟通中对BSL的使用水平。包括年度进展更新。

阅读更多中文内容： 提升商务沟通的包容性与透明度：未来五年的BSL使用与年度进展更新计划