CBI Evidence for Business, Innovation and Skills Select Committee Inquiry on Industrial Strategy
|
|
- Hector Morgan
- 6 years ago
- Views:
Transcription
1 CBI Evidence for Business, Innovation and Skills Select Committee Inquiry on Industrial Strategy 1. The Confederation of British Industry (CBI) welcomes the opportunity to respond to the Committee s inquiry on industrial strategy. The CBI is the UK s leading business organisation, speaking for some 190,000 businesses that together employ around a third of the private sector workforce. With offices across the UK as well as representation in Brussels, Washington, Beijing, and Delhi, the CBI communicates the British business voice around the world. 2. The CBI have long supported the role that a long-term, consistent industrial strategy can play in boosting growth in the UK and we have worked closely with the previous government to ensure it delivers added value. Our 2012 report Playing our strongest hand laid out the groundwork for our position, setting out a number of principles that should underpin a modern industrial strategy and recommending that government takes a sector-led approach that seeks to capitalise on areas of the economy in which the UK has a competitive advantage. Our later report Raising the bar (2013) highlighted the bedrock of a competitive business environment upon which industrial strategy needs to be built, emphasising the importance of ensuring that the UK is internationally competitive on factors such as education and skills, tax and infrastructure. In 2014, our report Pulling together underlined the importance of taking steps to strengthen supply chains to maximise value capture in the UK as well as ensuring security of supply in our foundation industries. 3. As a membership organisation that represents business from all sectors and sizes, we have attempted where possible to address this inquiry s terms of reference from a broad perspective, covering the theoretical framework for industrial strategy as well as its implementation. To inform this submission and refresh the CBI s position, we consulted our members across all sectors and sizes on their views on industrial strategy in light of the changing political and economic context. 4. The consensus among members is that a modern industrial strategy should seek to build confidence and prosperity by unlocking growth and productivity across the regions and nations of the UK. To this challenge, the UK s companies hold many of the answers building a skills system for years to come, ensuring Britain is a leading location for cutting-edge innovation and helping to renew our nation s infrastructure. 5. The starting point should be to build on the sector-led approach to industrial strategy, capitalising on the momentum behind the partnerships that have developed between industry and government in recent years. This should be combined with a place-based approach that tackles key barriers to productivity growth, while ensuring close cooperation between industry and all parts of government across departments and geographies in order to play to the strengths of the UK economy. While the UK s industrial strategy should not be seen as the sole vehicle for achieving the UK s regional growth goals, considerable overlap means if implemented correctly, it has the potential to boost productivity, exports and business investment, helping to deliver prosperity across the UK. 6. This submission highlights that the key priorities for a modern industrial strategy are: Whether national, regional or local, industry and government must work in partnership to deliver a long-term, joined-up and proactive vision for UK industrial strategy a calling card for the UK s economy in the world. A sector-led approach, backing sectors in which the UK holds a competitive advantage, to build on the momentum already developed in recent years. A place-based approach which has a key role to play in industrial strategy, driving prosperity by leveraging strengths across all parts of the country.
2 Whether national, regional or local, industry and government must work in partnership to deliver a long-term, joined-up and proactive vision for UK industrial strategy a calling card for the UK s economy in the world. 7. The CBI has set out a number of core principles that should lay beneath a new approach to partnership between industry and government. Members feel that these principles must continue to sit at the heart of this government s thinking if an industrial strategy is to deliver a consistent and effective approach that helps to craft a unique place for the UK in the global economy, supporting our competitive advantages in areas such as innovation, high-value manufacturing and business services to create long-term, sustainable prosperity (figure 1). 8. It is important that successive governments take a longterm, strategic focus to industrial strategy in order for it to succeed. The UK has a number of strengths that have long investment and product cycles, making policy continuity and stability absolutely vital. Therefore, any industrial strategy must deliver a programme of action over ten-plus years in order to maximise return for investments and give businesses real confidence to innovate. Regular changes to the approach taken runs the risk of losing momentum, undermining the return on the groundwork that has already been done. Figure 1: The principles of Industrial Strategy Long-term strategic focus Proactive engagement with business Leadership across government departments Alignment of policy and action across all levels of government Focus on improving delivery 9. Industrial strategy will also work best where government Willingness to back innovation and empowers industry to take a lead, setting out the be bold at scale framework, allowing businesses to provide leadership in A strong political consensus design and then proactively engaging with firms on Playing our strongest hand, CBI (2012) implementation. This means going out to business to understand their needs as they develop new capabilities, removing barriers to investment and joining up initiatives to create advantage for the UK. 10. In addition, whole-government ownership of industrial strategy is absolutely vital. It must be driven at the highest level in government to ensure it can be delivered consistently across all government departments. This is especially important where businesses are affected by government policy that sits across departments, for example, as skills moves from the old Department of Business, Innovation and Skills to the Department for Education. 11. To deliver effective industrial strategy, all departments, agencies and levels of government should share common industrial strategy goals. They need to align to deliver a coherent package of action that is more than the sum of its individual parts. With the trend towards devolution and the agreement of a number of City Deals over the last few years, a number of important policy levers that can help to deliver an effective strategy are now at the local level, including skills, innovation and infrastructure. Whatever department, wherever the region, our strategy must pull in the same direction. 12. For the UK to be truly competitive, getting implementation of the strategy right is just as important as the strategy itself. Typically this means increasing the speed and nimbleness of delivery as initiatives to boost growth are formulated and rolled out. 13. Willingness to support innovation and be bold at scale is also critical to the effectiveness of an industrial strategy. This means taking a coordinated approach to boosting innovation funding for universities, businesses and institutions such as Catapult Centres in order to deliver a critical mass of activity that allows the UK to lead the way in key strategic technologies. 14. Finally, cross-party agreement is critical to delivering consistency beyond the political cycle. A core industrial strategy should be agreed that surmounts party politics and is able to deliver long term growth and prosperity to UK industry.
3 An industrial strategy should take a sector-led approach, backing sectors in which the UK holds a competitive advantage, to build on the momentum already developed in recent years. 15. In 2012, the CBI advocated a sector-led industrial strategy and members are in broad agreement that this should still continue to form the basis of the UK s approach. Following the creation and implementation of partnerships between industry and government in the last parliament in sectors such as automotive, aerospace, life science and oil and gas, it is important that we do not lose the momentum that has now been built. 16. Formulated upon the solid bedrock of an internationally competitive business environment for all firms in the areas like tax, regulation, basic educational standards and competition policy, a sector-led approach means taking measures designed to back sectors from across the economy in which the UK has a competitive advantage and the potential to grow into the future. This should not be about picking winners through subsidies or import tariffs, but rather about going with the grain of the market, backing the UK s existing economic strengths across the economy from manufacturing to business services and working in a long-term partnership with business. 17. This means using a mixture of horizontal policies to encourage specific activities such as innovation, exports and investment in productivity (pillar 2 enabling policies), while also taking a tailored approach in partnership with business to support activities in specific sectors, seeking to improve the business environment by tilting the playing field in the favour of sectoral strengths (pillar 3 tilting policies). The approach can be summed up in figure 2. Low Degree of Intervention High Horizontal Vertical 1. Ground Rules 2. Enabling 3. Titling 4. Principal actor Regulation Economic and competition policy Basic vision and ambition statement General education system Headline tax rate Funding for basic research R&D tax credits Access to finance Infrastructure investment (energy, transport, digital) Business export support University-business collaboration. Investment in skills Sectoral vision, ambition and leadership coordination Innovation in specific technologies and their commercialisation Public procurement Targeting support for investment and exports Value chain development Initiatives to tackle sector skill shortages State ownership and subsidy Direct investment in business Import tariffs Sector-specific incentives and regulation Precursor to industrial strategy Industrial Strategy Avoid International competitiveness is essential in all of these areas regardless of sector or region. This is not in itself industrial strategy, but is instead the bedrock on which a successful industrial strategy must be built. Measures that enable and incentivise all businesses to undertake activities central to realisation of the UK s industrial potential e.g. export, invest, boosting productivity, innovation. Measures that are tailored to support specific sectors in which the UK has a pre-existing competitive advantage to ensure the UK remains world-leading and captures maximum value. Should generally be avoided from inclusion in any industrial strategy as it constitutes picking winners, working against the grain of competitive advantage Figure 2: Government interventions and industrial strategy
4 18. The CBI has set out five key selection criteria for identifying sectors that would maximise the benefit of an industrial strategy to the UK: i) Where the UK already has a core advantage: the UK s excellent universities base, with three of the world s top eight in the UK and 16 in the top 100 naturally lends itself to areas of cuttingedge technology, backed further by a mature, innovation-savvy consumer market creating a domestic base for new designs and technologies. ii) A reputation for excellence: from factors such as brand, quality, design and innovation, productivity and price. These can come together at a sector level to build strategic advantage encompassing a wider range of industries. For example, Germany has a reputation for high quality engineering because similar strengths are repeated across different sectors and reinforce each other. iii) Market access and supply: side factors including availability of raw materials or talent or the extent of value chain activity that provides a critical mass for a sector. iv) Strategic industries: those very important to the economy or critical to the UK in other ways. This is typically where: Industry is, and could remain, a major component of the UK economy in terms of jobs and export potential. There is a long-term need and a UK solution provides advantages such as security of supply e.g. in the UK s foundation industries such as steel and cement. v) Future opportunities as the world changes: there is significant growth in emerging markets, changing demographics and shifts towards a low-carbon future all offer real opportunities in areas where the UK holds competitive advantage. What more, with the implications of Brexit not yet clear on the UK s position in the Single Market we must strengthen the position of our domestic industries. 19. As these five selection criteria make clear, this is not about picking winners, but about working with the grain of the market to back sectors in which the UK has a natural competitive advantage and real growth prospects for the future. In the last parliament, government committed to supporting a number of sectors that match this criteria, including aerospace, agri-tech, automotive, construction, information economy, education, life sciences, nuclear, offshore wind, oil and gas and professional and business services. 20. In many of these areas, sector strategies have already started to deliver benefits, as highlighted in the case studies below. With momentum behind this approach, it is important that government continues to partner with business to back the sector strategies in order to realise their full potential. Just a few years in, a change of course risks the positive work done just as results are starting to come to fruition. Case study: Automotive The establishment of the industry-led Automotive Council in 2009 has provided a strong, collaborative platform from which the industry and government are able to work together. In 2013, they published the sector Industrial Strategy: Driving Success. This in turn led to a number of measures including the establishment of the Advanced Propulsion Centre (APC) to facilitate collaboration on low-carbon propulsion systems. With 1bn invested by government and industry over 10 years, it is based in Coventry, the heart of the automotive cluster in the West Midlands. The strength of this strategy has helped the automotive sector become one of the most successful sectors post-recession: UK car manufacturing hit a 10-year high in 2015 with nearly 1.6 million vehicles, 77% of which were for export and employs 770,000 people across the UK. 21. In addition to sectors in which the UK enjoys a competitive advantage, the CBI also recognises in the criteria above the case for including strategies to support foundation industries those sectors that play a critical role in underpinning the supply chains in areas such as manufacturing and construction.
5 This includes sectors such as metals, chemicals and materials such as cement sectors where domestic supply is essential to the future well-functioning of the UK economy. Some of these sectors have seen significant challenges in recent years, most notably in the steel crisis of early In continuing to take a sector-led approach to industrial strategy, it is right that government and business together take steps to assess whether these strategies are having a positive impact. An industrial strategy should not be about backing incumbent industries, but rather backing those that deliver for the UK. While benefits of structural changes in a number of sectors may not be realised over short timescales, for example, below five years, the creation of sector-specific KPIs would ensure that government and industry are effectively partnering in order to drive change in key UK sectors. Case study: Life Sciences Life sciences comprises of pharmaceuticals, medical technology and medical biotechnology. As of 2014, Life Sciences employs 176,000 people and has a turnover of 52bn from sales in the UK and overseas, representing 6% of the world market. It also has a strong R&D base, with 25% of R&D expenditure in the UK occurring in the sector. It was one of the first sector strategies to be implemented by the government in The strategy was underpinned by three pillars: building an ecosystem for the sector, attracting and developing talent and overcoming barriers and creating industry incentives. The Cell and Gene Therapy Catapult plays a starring role in the strategy alongside the Biomedical Catalyst, a partnership between the MRC and Innovate UK, funding competition for SMEs in the sector to help being research to market. Since the formation of the Catapult, it has established the UK as a world leader in cell therapy. Among the innovative projects that have been launched, the Catapult is currently building a manufacturing centre that is designed for businesses that are looking to scale-up the manufacturing of cell or gene therapy and something that is expected to generate 1.2bn of revenue by 2020, with the vast majority via export. A place-based approach has a key role to play in industrial strategy, driving prosperity by leveraging industrial strengths across all parts of the country. 23. From oil and gas and financial services in Scotland to aerospace in the south-west, the UK has worldclass industrial strengths across the length and breadth of the country capable of competing abroad to deliver growth at home. While industrial strategy should not be seen as the sole vehicle for achieving the UK s regional growth goals, considerable overlap means if implemented correctly, it has the potential to boost productivity, exports and investment, helping to deliver prosperity across the UK. 24. With the trend towards devolution and the agreement of a number of City Deals over the last few years, a number of important policy levers that can help to deliver an effective industrial strategy are now at the level of nations and regions, including skills, innovation and infrastructure. If an industrial strategy is to be more than the sum of its individual parts, it is more critical than ever that the devolution agenda is seen as an opportunity to ensure that regional initiatives join up with a national strategy to deliver policies that are tailored to each part of the UK s industrial strengths. Whatever department, wherever the region, our strategy must pull in the same direction. 25. The CBI s project Unlocking regional growth, in partnership with McKinsey, has been conducting research and economic analysis aimed at underpinning the regional competitiveness debate with clear economic evidence in order to identify practical solutions to improve growth and prosperity across all regions and nations of the UK. Our full analysis, which will be published later on this year, indicates a number of key factors that are critical in explaining variance in productivity between regions and therefore growth. The findings suggest that improving competitiveness in three horizontal areas should underpin a place-based approach to industrial strategy: Education and skills: Transforming the school system will transform productivity tomorrow. But to transform productivity now, a focus on in-work training is vital - 9 out of 10 workers in the workforce today will still be in the workforce in 10 years time. Skilled international immigration also has strong
6 positive links to productivity, so enabling skilled immigration and ensuring it is distributed across the UK is vital. Business practices: These are the second most important driver of productivity and cover areas like management practices and the level of ambition and knowledge needed to grow businesses successfully. Good management practices such as the use of incentive schemes vary significantly across the UK and are linked to different ownership structures and sizes of business. Infrastructure: Areas with a greater number of people within a given travel time are more productive. Improvements to inter-regional connectivity (between cities) could enable some Northern Powerhouse and Midlands engine cities to access a population of up to 17m the same number as is within an hour of London today. Some cities could also gain significantly by improving local transport links, but this is dependent on the size of population in the local area: for example, Liverpool, Sheffield and Leicester would gain significantly here due to wider populations in the region to draw upon. 26. Building on this, there are a number of places where regional policies should be designed to link up directly with the UK s industrial strengths particularly where sectors are clustered. Indeed, many initiatives already serve this function. Initiatives such as Catapult Centres with specialist facilities that are located closely to the sectors they work with, or City Deals that back regional economic strengths indicate that in places, the UK is linking up places with sectors. Case study: Aberdeen City Deal City Deals were started in the last Parliament and are an agreement between government and a city. It provides the city and its surrounding region with greater powers relating to policy and spending. The Aberdeen deal was a partnership between the UK and the Scottish Government to jointly invest 250m over the next ten years into the city with a targeted focus on the oil and gas sector, acknowledging the challenges that the industry has faced over the last few years and focused on how industry must adapt to changes in the economic environment in order to continue to leverage the international expertise found in the city. 27. There is scope for the consistent alignment by design between regional growth policies and a national industrial strategy in future. By consistently aligning policy regional economic strengths with initiatives aimed at regional growth such as funding (for example, the Regional Growth Fund in the last parliament), Enterprise Zones and the composition of Local Enterprise Partnerships (LEPs), policy initiatives will maximise long-term, sustainable impact for the region. 28. Taking this approach means that is absolutely critical that there is an alignment of central government and devolved policies in their philosophy as well as their implementation. When adding a devolved or further level of government or decision making, we must ensure that this does not increase bureaucracy or red tape, add burdens to the business environment and slow down processes. Case study: Manufacturing Technology Centre (MTC) The MTC was established in 2010 to bridge the gap between academia and industry address the so-called valley of death the significant gap on UK manufacturing technology provision. Based in Coventry, drawing in not only a large manufacturing base from across the Midlands, but also expertise at the Universities of Birmingham, Loughborough, and Nottingham, it has been delivered in partnership between national and local funding from schemes such as Advantage West Midlands and the East Midlands Development Agency. Working with businesses to create pioneering technologies such as electron beams capable of melting of crushable structures, the MTC works with all sectors that manufacture, from assembly to data systems, helping ordinary businesses to innovate.
Cultivating world-leading sectors
97 Building our Industrial Strategy Cultivating world-leading sectors The opportunity Much of the proposed approach of our industrial strategy is to identify the underpinning policies and institutions
More informationStrategic Transport Plan Position Statement. June 2017
Strategic Transport Plan Position Statement June 2017 Transport for the North s Vision A thriving North of England, where modern transport connections drive economic growth and support an excellent quality
More informationExecutive summary. An Industrial Strategy for all. Spring 2017
Executive summary An Industrial Strategy for all Spring 2017 Executive Summary of KPMG s Response to the Government s Green Paper Building our Industrial Strategy An Industrial Strategy for all KPMG s
More informationScience Industry Partnership Strategic Skills Action Plan
Science Industry Partnership Strategic Skills Action Plan Science Industry Partnership Strategic Skills Action Plan 1 Foreword The SIP Strategic Skills Action Plan is positioned at the heart of the Government
More informationEconomic Data Inquiry Scottish Enterprise
Economic Data Inquiry Scottish Enterprise 1. Introduction Scottish Enterprise (SE) welcomes the Committee s inquiry into the accuracy, utility and clarity of economic statistics in Scotland. As Scotland
More informationCity-led growth the role of Newcastle and the North East
City-led growth the role of Newcastle and the North East Summary Cities such as Newcastle, working with partner local authorities across a functional economy have significant potential to drive economic
More informationThe Infrastructure Decade
The Infrastructure Decade The Infrastructure Decade Introduction After the challenges of the downturn the UK economy is growing again. This has been achieved, in part, as a result of a renewed focus on
More informationVISION 2020 Business Plan THE FUTURE CITB
VISION 2020 Business Plan 2018-21 THE FUTURE CITB 1 I am delighted to present CITB s Business Plan, a bold reforming programme with the needs of industry at its heart. Sarah Beale Chief Executive The ambitious
More informationHuman Resources and Organisational Development: Outcomes
1 Aston People 2020 - Human Resources Strategy Proactively supporting Aston s 2020 Vision Contents Background Page 4 Vision Page 4 Purpose Pages 4-5 Human Resources and Organisational Development: Outcomes
More informationTransport for the North Strategic Transport Plan
Transport for the North Strategic Transport Plan ACE response April 2018 The Association is Registered as a company in England with the number 132142, it is limited by guarantee and has its registered
More informationMaking transport work for cities Seven priorities for better urban transport
Making transport work for cities Seven priorities for better urban transport September 2014 Introduction In April of this year, the in partnership with Mace published research to help cities across the
More informationApprenticeship Strategy. Cambridgeshire County Council
Apprenticeship Strategy Cambridgeshire County Council 2012-2015 - 1 - 1 Context 1.1 The national context: More apprenticeships needed We believe in a strong future for Cambridgeshire. A well-skilled and
More informationPriorities for exit negotiations
June 2017 What should be the government s priorities for exit negotiations and policy development to maximise the contribution of British universities to a successful and global UK? As government looks
More informationThe DAC s main findings and recommendations. Extract from: OECD Development Co-operation Peer Reviews
The DAC s main findings and recommendations Extract from: OECD Development Co-operation Peer Reviews Australia 2018 2 DCD/DAC/AR(2018)2/23/PART1/FINAL Australia has made progress towards influencing globally
More informationVanguard Initiative Position Paper
Vanguard Initiative Position Paper Regions and future EU policies for Growth and Investment The 30 Regions of the Vanguard Initiative are committed to leading by example in delivering growth and jobs through
More informationReview of the Small Business Research Initiative (SBRI)
Review of the Small Business Research Initiative (SBRI) Department of Business, Energy and Industrial Strategy Submission from the Royal Academy of Engineering February 2017 About the Royal Academy of
More informationDigital Content Strategy Focus Group Public Report
Digital Content Strategy Focus Group Public Report Prepared for UK Trade & Investment Mark Leaver - April 2010 CONTENTS Context Focus Group Content Strategic Recommendations Structural Issues p1 p1 p6
More informationUnderstanding the Visitor Economy
Understanding the Visitor Economy Phil Reddy Tourism Strategy Manager Northwest Regional Development Agency 2006 Summary In this report, Phil Reddy, the Tourism Strategy Manager for the Northwest Development
More informationOxfordshire Local Enterprise Partnership (OxLEP) Job Description. Director of Business Development
Oxfordshire Local Enterprise Partnership (OxLEP) Job Description Director of Business Development Introduction: Oxfordshire Local Enterprise Partnership (OxLEP) is one of 37 LEPs operating across England.
More informationA New Agricultural Policy For Scotland Post-Brexit CHANGE. A discussion document
A New Agricultural Policy For Scotland Post-Brexit CHANGE A discussion document Our vision: For Scottish agriculture to be profitable, innovative and efficient with farmers and crofters securing a fair
More informationTo unleash LeasePlan s potential in an exciting and dynamic market, we have defined a three-year strategic plan. Our strategic plan has three goals:
26 LeasePlan annual report 2016 What s next? 2017-2020 Our strategy To unleash LeasePlan s potential in an exciting and dynamic market, we have defined a three-year strategic plan. Our strategic plan has
More informationTHE AUCKLAND CHALLENGE APEC ECONOMIC LEADERS DECLARATION AUCKLAND, NEW ZEALAND 13 SEPTEMBER, 1999
THE AUCKLAND CHALLENGE APEC ECONOMIC LEADERS DECLARATION AUCKLAND, NEW ZEALAND 13 SEPTEMBER, 1999 We, the Economic Leaders of APEC, celebrate here in Auckland ten years of unprecedented cooperation in
More informationCitizenship Plan July 2013
Citizenship Plan July 2013 Introduction At Barclays, Citizenship means taking into account the needs of all our stakeholders in everything that we do and taking decisions which, in the long-term, are positive
More informationAll Party Parliamentary Group for Excellence in the Built Environment - Call for evidence
20 January 2017 All Party Parliamentary Group for Excellence in the Built Environment - Call for evidence Inquiry into the impact of Brexit on future skills needs in the construction industry and the built
More informationCLD Standards Council Scotland Position Statement
CLD Standards Council Scotland Position Statement August 2017 Education Governance: Next Steps Empowering our Teachers, Parents and Communities to Deliver Excellence and Equity for our Children Foreword
More informationENTERPRISE PERFORMANCE MANAGEMENT
ENTERPRISE PERFORMANCE MANAGEMENT An eye on Performance A KPMG and ACCA Thought Leadership Report Think Ahead 1 TABLE OF CONTENTS ENTERPRISE PERFORMANCE MANAGEMENT.A LITTLE CONTEXT 2 INTRODUCING EPM ABOUT
More informationLEADING EDUCATION AND TRAINING FOR THE FUTURE STRATEGIC PLAN
LEADING EDUCATION AND TRAINING FOR THE FUTURE STRATEGIC PLAN 2015-2020 Introduction 3 Mission The Leading Choice 4 Core Strategies and Enabling Strategies 5 College Values and Defining Aims 6 Core Strategies
More informationLEPs and local energy
LEPs and local energy Liverpool City Region LEP LEPs and local energy i Liverpool City Region LEP LEPs and local energy ii Executive summary This report explores the role that local enterprise partnerships
More informationCBI Response to BEIS Call for Evidence
CBI Response to BEIS Call for Evidence Smart, Flexible Power System The CBI welcomes the opportunity to respond to the BEIS Call for Evidence on A Smart, Flexible Energy System. Across the UK, the CBI
More informationCorporate Plan More Homes, Stronger Communities, Better Lives Update 2017
Corporate Plan 2015-20 More Homes, Stronger Communities, Better Lives Update 2017 2 Corporate Plan 2015-20 We have achieved considerable Value for Money savings in recent years and our overall financial
More informationLocal Government and Communities Committee. Planning (Scotland) Bill. Submission from Glasgow City Region
Local Government and Communities Committee Planning (Scotland) Bill Submission from Glasgow City Region Dear Sir/Madam Thank you for the opportunity to provide our views on the Planning (Scotland) Bill
More informationLeader s foreword. to help ensure that we can support businesses in every way possible, helping them to grow and generate employment.
Economic Prospectus Leader s foreword 03 Welcome to the revised Sandwell Economic Prospectus which sets out the direction we want for the local economy over the next few years. Centrica Plc, Oldbury. Photo
More informationDeveloping our vibrant and dynamic industry the next chapter
Developing our vibrant and dynamic industry the next chapter Booming business Scotland s food and drink businesses are booming. We ve always known we had what it takes. Now the figures are proving it.
More informationGovernment Response to the House of Lords Science and Technology Committee Report: Waste or Resource? Stimulating a bioeconomy.
Government Response to the House of Lords Science and Technology Committee Report: Waste or Resource? Stimulating a bioeconomy Introduction The Government thanks the Committee for its report on the opportunity
More information23rd Commission meeting, 16 May 2014 WORKING DOCUMENT. Commission for Economic and Social Policy INDUSTRIAL POLICY PACKAGE
ECOS-V-056 23rd Commission meeting, 16 May 2014 WORKING DOCUMENT Commission for Economic and Social Policy INDUSTRIAL POLICY PACKAGE Rapporteur: Markku Markkula (FI/EPP) Member of Espoo City Council This
More informationTHE CHALLENGE FOR CITIES IN THE 21 ST CENTURY
1 Draft dated 6/9/01 THE CHALLENGE FOR CITIES IN THE 21 ST CENTURY Throughout history cities have been places where people have come together to live, do business, and enjoy culture and leisure experiences
More informationEUROPE 2020 A European strategy for Smart, Sustainable and Inclusive Growth
EUROPE 2020 A European strategy for Smart, Sustainable and Inclusive Growth Europe faces a moment of transformation. The crisis, which has no precedent in our generation, has wiped out years of economic
More informationAZERBAIJAN ECONOMIC REFORMS REVIEW
April 2017 AZERBAIJAN ECONOMIC REFORMS REVIEW Editor-in-chief : Dr. Vusal Musayev PhD in Economics London University THE STRATEGIC ROADMAP FOR THE PRODUCTION OF CONSUMER GOODS IN AZERBAIJAN AT THE LEVEL
More informationEY Midlands Engine Devolution Survey
EY Midlands Engine Devolution Survey The Midlands Engine: your views on how this should work Driving Midlands Growth Executive summary Over the coming years, the region s political and economic structure
More informationGENDER PAY GAP REPORT 2017
GENDER PAY GAP REPORT 2017 INTRODUCTION MESSAGE FROM TRACEY KILLEN, DIRECTOR OF PERSONNEL The John Lewis Partnership sees the sharing of our Gender Pay Gap Report as an integral step in having more meaningful
More informationDirector of Creative Industries
Recruitment Pack for: Director of Creative Industries October 2014 Contents Page Welcome from the CEO 3 Advertisement 4 Background 5 Creative Scotland Organisational Structure 6 Role Specification 7 13
More informationCOMMISSION OF THE EUROPEAN COMMUNITIES
COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 22.3.2006 COM(2006) 136 final COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL AND THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE IMPLEMENTING
More informationOPPORTUNITY KNOCKS. Delivering the UK s infrastructure pipeline CONTACT. Arcadis United Kingdom
CONTACT Greg Bradley Head of Business Advisory, UK greg.bradley@arcadis.com Simon Rawlinson Head of Strategic Research and Insight, UK simon.rawlinson@arcadis.com OPPORTUNITY KNOCKS Delivering the UK s
More informationIndustrialise Africa
Industrialise Africa Industrialise Africa is one of five accelerators of the African Development Bank. The others are Feed Africa, Light Up and Power Africa, Integrate Africa, and Improve the Quality
More informationINCREASING PACKAGING RECOVERY AND RECYCLING IN GREAT BRITAIN:
INCREASING PACKAGING RECOVERY AND RECYCLING IN GREAT BRITAIN: THE CASE FOR REFORM OF THE PRODUCER RESPONSIBILITY SYSTEM AND THE ROLE OF DEPOSIT RETURN SYSTEMS JULY 2017 1 OUR PROGRESS TO DATE 50% less
More informationScotland s National Food and Drink Policy is underpinned by five work streams:
SECTORAL STRATEGY: FOOD AND DRINK Overview This strategy outlines HIE s ambitions, growth targets and key areas of focus for the Food and Drink sector in the Highlands and Islands of Scotland. Food and
More informationResearch Councils UK. The Future of RCUK/ EPSRC Research Funding. Dr Clive Hayter, Associate Director Research Programmes, EPSRC
Research Councils UK The Future of RCUK/ EPSRC Research Funding Dr Clive Hayter, Associate Director Research Programmes, EPSRC Spending Review Allocation (1) Spending Review covers the period 2011/12 2014/15
More informationUniversity of Northampton Enterprise Priorities
University of Northampton Enterprise Priorities 2017-2020 1 University of Northampton Enterprise Priorities 2017 2020 Aim The aim of the University of Northampton s Enterprise and enterprise plan for 2017
More informationCash Learning Partnership Strategy
Cash Learning Partnership Strategy 2017-20 April 2017 THE CASH LEARNING PARTNERSHIP: STRATEGY 2017-20... 3 Context... 3 Theory of Change... 3 Stakeholder Analysis... 4 Our Identity... 5 CaLP s Objectives...
More informationSocial Study The Economic Impact of BT & EE in Scotland billion Total GVA impact. Scotland. A report prepared by Regeneris for BT Group
Scotland 1.08 billion Total GVA impact Social Study 2016 The Economic Impact of BT & EE in Scotland A report prepared by Regeneris for BT Group 1 Contents 2 Introduction 3 3 Our Report 5 4 The Economic
More informationMembership Information Pack
Membership Information Pack 17.03.16 Welcome Welcome to WYSE Travel Confederation. We are delighted to introduce you to the benefits of joining our networked membership community. We can help to position
More informationKEY CONSIDERATIONS FOR EXAMINING CHANNEL PARTNER LOYALTY AN ICLP RESEARCH STUDY IN ASSOCIATION WITH CHANNEL FOCUS BAPTIE & COMPANY
KEY CONSIDERATIONS FOR EXAMINING CHANNEL PARTNER LOYALTY AN ICLP RESEARCH STUDY IN ASSOCIATION WITH CHANNEL FOCUS BAPTIE & COMPANY NOVEMBER 2014 Executive summary The changing landscape During this time
More informationDistrict Councils Network response to the UK Industrial Strategy Green Paper
District Councils Network response to the UK Industrial Strategy Green Paper The District Councils Network welcomes the opportunity to respond to and provide input into the UK Industrial Strategy Green
More informationSTRATEGY FOR UK BIOTECHNOLOGY AND BIOLOGICAL SCIENCES INVITATION TO COMMENT. Introduction
STRATEGY FOR UK BIOTECHNOLOGY AND BIOLOGICAL SCIENCES INVITATION TO COMMENT Introduction The UK research and innovation landscape has changed considerably in recent years, and it continues to evolve with
More informationGender Pay Gap Report 2017
Gender Pay Gap Report 2017 Barclays commitment to building a diverse and inclusive culture It has been my experience, not just as a business leader but also in my life beyond work, that equality and diversity
More informationDEVELOPING THE YOUNG WORKFORCE IN EAST RENFREWSHIRE. Implementation Plan
DEVELOPING THE YOUNG WORKFORCE IN EAST RENFREWSHIRE Implementation Plan 2015-2020 1 CONTENTS Page Introduction 3 East Renfrewshire 4 2015/16 (Year 1) 6 2016/17 (Year 2) 7 2017/18 (Year 3) 9 2018/19 (Year
More informationGender Pay Gap Report 2017
Gender Pay Gap Report 2017 Serco - a place people are proud to work Our ambition to be a superb provider of public services by being the best managed business in our sector is underpinned by our four strategic
More informationA Better Life in Rural Areas
A Better Life in Rural Areas Considerations Having met at Cork, Ireland from 5 th to 6 th September 2016 Building Considering on the 1996 Cork Declaration "A living countryside"- developed by the participants
More informationCreative Scotland Job Information Pack Screen Commission Officer
Creative Scotland Job Information Pack Screen Commission Officer Who we are 02 Creative Scotland is the national development agency for the arts, screen and creative industries. We support the creative
More informationCulture, Tourism, Europe and External Relations Committee
Culture, Tourism, Europe and External Relations Committee Scotland s Screen Sector Inquiry into how the Screen Sector Leadership Group s recommendations can be implemented Background and Remit Call for
More informationRochdale Borough Social Enterprise & Co-operative Forum. Our Stronger Together proposal
Rochdale Borough Social Enterprise & Co-operative Forum Our Stronger Together proposal SEPTEMBER 2016 1. Purpose: Who this is for This report outlines our Stronger Together proposals for creating a good
More informationFood and Drink Report Executive Summary
Food and Drink Report 2017 Executive Summary 2 FOREWORD Elena Paitra Managing Director, Head of Food, Beverages and Tobacco Food and drink production is an essential part of our culture. As the UK s largest
More informationRussell Group response to Lord Stern s review of the Research Excellence Framework (REF)
Russell Group response to Lord Stern s review of the Research Excellence Framework (REF) 1. Summary The REF is a fundamental part of the UK s dual support system for research funding. Whilst there is certainly
More informationFriends of the Earth Strategic Plan Final (Nov 2008)
Friends of the Earth Strategic Plan 2008 2013 Final (Nov 2008) Vision Mission and Values Our vision: A thriving planet and a good life for everyone on it, now and for the future. Our mission - our unique
More informationProcuring the Smarter State Key Steps to Promote Innovation and Growth. in the Public Sector
Procuring the Smarter State Key Steps to Promote Innovation and Growth in the Public Sector 2 Contents Introduction...04 Foreword...05 Step 1: Use Procurement as a Tool to Deliver the...06 Vision of Government
More informationManaging Director Candidate Brief
Managing Director Candidate Brief Letter from Adrian Gregson, Leader Dear Candidate Appointment of Managing Director Thank you for your interest in this exciting role. We are looking for a visionary and
More informationANGUS COMMUNITY PLANNING PARTNERSHIP
AGENDA ITEM NO 5(1) ACPP 26.11.2014 / ACCP-B 10.12.2014 ANGUS COMMUNITY PLANNING PARTNERSHIP PROPOSALS PAPER: LOCALITY PLANNING 1 Introduction The Angus Community Planning Partnership s Improvement Plan
More informationMaking the Journey A Manifesto for Transport
Making the Journey A Manifesto for Transport 1 What is the UK s Transport Network? The local and national infrastructure that delivers transport by rail, road, air and water. This includes the operation
More informationBack UK farming % 61% 3.9 Million Billion. 108 Billion 70% 21 Billion 475,000. of the nation s food needs are met by UK farming.
Back UK farming 85% of people think it is important that the UK has a productive and resilient farming industry. 61% of the nation s food needs are met by UK farming. 7.40 For every pound invested in UK
More informationEquality, diversity and inclusion in the civil service
Report by the Comptroller and Auditor General Cabinet Office and cross-government Equality, diversity and inclusion in the civil service HC 88 SESSION 2015-16 25 JUNE 2015 Equality, diversity and inclusion
More informationRace at Work Executive Summary. Created with the support of:
Race at Work 2015 Executive Summary Created with the support of: Foreword Sandra Kerr, Race Equality Director, Business in the Community A year ago, I was fortunate enough to access the results of 2.5
More informationHow to make the best of
How to make the best of funding opportunities in 2018 Beej Kaczmarczyk and Jake Tween The Policy Context Need to reduce the Budget deficit Need to improve skill levels and productivity More devolved powers
More informationLow Carbon Industrial Strategy: A vision
Department for Business, Enterprise and Regulatory Reform Department of Energy and Climate Change www.hmg.gov.uk/lowcarbon This vision is helping us to Department for Business, Enterprise and Regulatory
More informationDigital Skills: The CIO Perspective
Digital Skills: The CIO Perspective E About the research To explore the impact digital skills are having on businesses today, and the role of the CIO in their development, VMware gathered insights from
More informationPeer review of the Icelandic Research and Innovation System
Peer review of the Icelandic Research and Innovation System Time to take responsibility and act! Feedback mission to the Government of Iceland Reykjavik, 28 & 29 August 2014 Topics Introduction Peer review
More informationStatutory duty on businesses to submit data on waste and resource use TEN STEPS TOWARDS A CIRCULAR ECONOMY
MANIFESTO FOR RESOURCES 2017 Resources and circular economy strategy for England Review of public procurement rules Statutory duty on businesses to submit data on waste and resource use Ban on biodegradable
More informationLeading functions across Whitehall
Leading functions across Whitehall Julian McCrae and Joe Randall Summary The Government is committed to strengthening corporate functional leadership across Whitehall. 1 Francis Maude, the Minister for
More informationExploring Mobility as a Service. Summary Report 26th January 2016
Summary Report 26th January 2016 1 The WMITA considers that the challenge of meeting future travel demand will require investment in public transport, active modes, limited highway capacity improvements
More informationMaking the difference needed CFOA Strategic Direction
Example Making the Title difference needed Sub CFOA title Strategic Date Direction 2015-2019 Making the difference needed CFOA Strategic Direction 2015-2019 The Chief Fire Officers Association s key objective
More informationGetting set for HS2: Responding to the HS2 Growth Taskforce. Document subtitle
Getting set for HS2: Responding to the HS2 Growth Taskforce Document subtitle July 2014 Contents 1 Foreword 2 High Speed 2: Get Ready - A Response 2.2 Getting our cities ready 2.3 Getting our transport
More informationEnhancing performance through employee engagement the MacLeod Review
Enhancing performance through employee engagement the MacLeod Review Presentation to the CIPD Scottish Conference, 12 March 2010 Nita Clarke, Director IPA Vice-chair of the Review The MacLeod Review A
More informationRESULTS UK Job Description: Policy Advocacy Coordinator
RESULTS UK Job Description: Policy Advocacy Coordinator There are many organisations working to fight hunger and poverty around the world. RESULTS focus is unique: we seek to make change in the world through
More informationInnovation a Shared Vision
Scottish Water Industry Innovation Panel Innovation a Shared Vision Summary Report and Recommendations November 2015 Innovation a Shared Vision Overview This report summarises the findings and recommendations
More informationAberdeen and Grampian Chamber of Commerce Russell Borthwick, Chief Executive
Russell Borthwick, Chief Executive Thank you for your letter dated 30 November 2017 regarding the draft budget 2017/18. We welcome the opportunity to respond to the questions following the evidence received
More informationCompetencies. Working in Partnership. Creativity and Innovation Organisational and People Development
Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical
More informationSustainability Committee
Sustainability Committee Inquiry into Carbon Reduction in Wales: Carbon Reduction by Industry and Public Bodies Submission by the Energy Saving Trust January 2008 Introduction This is the submission of
More informationFinancial Strategy 2012
UNIVERSITY OF STIRLING Financial Strategy 2012 jn12 This document presents a revised and updated financial strategy for the University of Stirling. It defines what a financial strategy is and how it fits
More informationTIA STRATEGIC PLAN TELECOMMUNICATIONS INDUSTRY ASSOCIATION
TIA STRATEGIC PLAN TELECOMMUNICATIONS INDUSTRY ASSOCIATION TIA Empowering the Network of the Future TIA is the trusted source for expertise and policy advocacy on leading-edge communications technology.
More informationOur Corporate Strategy Information & Intelligence
Our Corporate Strategy Information & Intelligence May 2016 UNCLASSIFIED Information & Intelligence: Executive Summary What is our strategic approach for information & intelligence? Our decisions and actions
More informationAlliance for Circular Economy Solutions
Alliance for Circular Economy Solutions A circular economy, which keeps resources in use for as long as possible through reuse, repair and remanufacturing, will generate new jobs and revenues. It does
More informationWest Midlands authorities statutory governance review Undertaken in accordance with section 108 of the Local Democracy, Economic Development and
West Midlands authorities statutory governance review Undertaken in accordance with section 108 of the Local Democracy, Economic Development and Construction Act 2009 and section 82 of the Local Transport
More informationThe Greater Birmingham Chambers of Commerce Brexit Toolkit. Brexit Manifesto. Connect. Support. Grow.
The Greater Birmingham Chambers of Commerce Brexit Toolkit Brexit Manifesto Connect. Support. Grow. 1 Introduction On the 29th March 2019 the UK will officially leave the EU. This will be followed by a
More informationINSTITUTE OF BIOMEDICAL SCIENCE
INSTITUTE OF BIOMEDICAL SCIENCE CORPORATE STRATEGY 2015-2018 Corporate Strategy 2015-2018 Page 1 of 8 Corporate Strategy 2015 2018 Vision, Mission and Values Our vision We aim to be the world s leading
More informationRole Profile GLOBAL SUPPORT ANALYST
Role Profile GLOBAL SUPPORT ANALYST COMPANY OVERVIEW Informa is one of the world s leading knowledge providers. We create and deliver highly specialised information through publishing, events, training,
More informationECOSOC Dialogue The longer-term positioning of the United Nations development system. Session I ECOSOC Chamber, 15 December a.m. 6 p.m.
ECOSOC Dialogue The longer-term positioning of the United Nations development system Session I ECOSOC Chamber, 15 December 2014 10 a.m. 6 p.m. Summary by H.E María Emma Mejía Vélez Permanent Representative
More informationThe Top UK Manufacturing Challenges of 2016
The Top UK Manufacturing Challenges of 2016 The Present State: A Short Guide Seriously Creative Knowledge. 1 Contents The Present State 4 Applying Leverage 5 Increasing Productivity 6 Staying Competitive
More informationKey Policy Conclusions
Key Policy Conclusions From the Energy Efficiency Watch 3 Project This paper provides key messages about effective policy making for energy efficiency, based on the findings of the Energy Efficiency Watch
More informationJOB DESCRIPTION. You will need to be able to travel to London and other parts of the UK, with occasional nights away from home.
JOB DESCRIPTION Job title: Location: Reports to: Job level: Head of Primary Care Contracting Leeds Assistant Director - Primary Care Contracting Grade B Date prepared: May 2017 PURPOSE The Primary Care
More informationCSR Europe The European Business Network for Corporate Social Responsibility
CSR Europe The European Business Network for Corporate Social Responsibility CSR Europe is the leading European business network for corporate social responsibility (CSR), with around 70 multinational
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More information