ACCELERATING OUR AMBITIONS A BUSINESS VISION TO DRIVE SUCCESS IN SCOTLAND

Transcription

1 ACCELERATING OUR AMBITIONS A BUSINESS VISION TO DRIVE SUCCESS IN SCOTLAND

2 2 Accelerating our ambitions: A business vision to drive success in Scotland Business wants to make Scotland the place to be by attracting more talent, investment and ambition to one of the most exciting and promising countries in the world.

3 Accelerating our ambitions: A business vision to drive success in Scotland 3 Foreword Business wants a successful, strong and prosperous Scotland. This manifesto is the business vision for how we can get there. It s about what business can do for government, individuals and society, rather than just what government can do for business because: Business is ready to invest with the confidence and certainty the UK single market brings Business wants to take a lead on skills to make sure we meet the needs of the economy Business can deliver vital infrastructure for Scotland through long-term political commitment Business is able to make a bigger global mark with joint backing of Holyrood and Westminster. We need economic growth to maintain and enhance living standards across Scotland and business drives that by creating jobs that develop and challenge people. Enterprise can grow the economy by supporting entrepreneurs to start new businesses, scaling up existing operations and attracting the right outside investment. To do this business needs the new Scottish government in 2016 to create the best possible environment for growth and innovation and this manifesto sets out how we can achieve that. Together, business and government can make Scotland the place to be and businesses want to participate, collaborate and take the lead where they can to make that happen. So to make progress we need to make sure we build on our core strengths and a central pillar underpinning the Scottish economy is the UK-wide market. It allows people and business to effortlessly travel, work, invest and trade across the border where 65% of Scottish trade goes to the rest of the UK and where working age people move where they see opportunities. Scotland has a strong hand to play: unique qualities and advantages that help us attract the best talent, with all the benefits of our economic unions with the UK and the EU. We believe Scotland s brightest future will be as a part of the United Kingdom within a reformed European Union an environment in which we can punch above our weight on the global stage. Through the UK and the EU, Scottish businesses and people are connected to markets, opportunities and ideas that are crucial to future success and allow Scotland to take advantage of those benefits for the good of our economy. Business can create the jobs and generate the wealth that will create a prosperous, aspirational and inclusive society. Getting there must be the shared goal of government and business. The long-term success of Scotland, its people and its economy will therefore depend on: Business having confidence to grow and invest in a predictable business environment where the private sector can thrive and create jobs Education and skills pathways that are aligned with the needs of the economy to deliver opportunities for all Scotland continuing to build vital, long-term infrastructure through commitment to delivery across priority areas that will bring wide benefits Government and business working together to deliver for Scotland and drive economic growth. If we are going to attract business and people who can create wealth in Scotland we need an environment that welcomes what business can bring through skills, employment, investment and aspiration built around a strong UK market and well-connected infrastructure. At the same time businesses have to do their part by ensuring consumers and communities have confidence in their products and services through showing how firms contribute positively to society and strive to do more. CBI Scotland is the voice that will always showcase the achievements and contributions businesses make to the Scottish economy and society and highlight how businesses of all sizes and government can work effectively together to deliver jobs and growth for the future. Hugh Aitken CBI Scotland director

4 4 Accelerating our ambitions: A business vision to drive success in Scotland How we can create the conditions for growth in the next Scottish parliament Together with business we believe the next Scottish government should focus on a number of practical issues affecting the Scottish economy which can be addressed through the parliamentary term with the aim of creating the conditions for growth for the long term. Priorities Year 1 Economy Set out a roadmap that shows how new and existing tax powers and revenue in Scotland will be used to drive growth as a part of this, business rates need to be overhauled to ensure rates are competitive with the rest of the UK. People Create a new business-led board to provide Skills Development Scotland with strategic forward-looking advice to ensure that skills provision effectively reflects current and future business needs. Place Commit to a focused shortlist of future transport infrastructure priorities that has business buy-in and cross-party support to ensure long-term delivery. Priorities Year 3 People Prioritise closing the gap between statutory maternity pay and the provision of free childcare by extending 15 hours childcare to all one and two year-olds. Aim to further increase the number of free hours in time. Place Link Scotland to the rest of the UK and to high-growth export markets by supporting the recommendations of the Airports Commission to deliver new hub capacity. Delivery Business needs the Scottish and UK governments to work collaboratively to develop our future energy plan that can help providers, users and investors across the energy mix to deliver and develop the energy infrastructure we need for the long term. Priorities Year 2 People Commit to use the additional funding raised through the UK Apprenticeship Levy to improve workforce skills putting business in control of the direction of this funding towards vocational education. Place Commit to including plans for digital connectivity in government and local authority infrastructure projects before they are approved, rather than as an afterthought. Delivery Ease navigation of business support for any type of business by making Scottish Enterprise the first port of call.

5 Accelerating our ambitions: A business vision to drive success in Scotland 5 Priorities throughout the parliament Economy Help Scottish business compete on a global stage through coordinated export support across all UK executive agencies, while stressing the need for access to European markets within a reformed EU. People Keep facilitating the collaborations between business and universities that drive innovation, and the research that underpins it, through the successful Innovation Scotland and Interface programmes. Place Boost the Infrastructure Investment plan with a commitment to increase housing supply to 25,000 new homes each year, while strengthening the capability of local planning authorities to help developments get started.

6 6 Accelerating our ambitions: A business vision to drive success in Scotland Giving business the confidence to invest and grow The only way to continue the economic recovery and sustainably grow the Scottish economy is through boosting enterprise. Jobs in the private sector account for nearly 80% of employment in Scotland and we have seen significant success in attracting foreign direct investment in the last year with over 80 inward investment projects, but net trade remains a drag on Scottish growth. 1 On the whole the recovery following the recession appears to be weaker in Scotland compared to the UK overall, and we need to create the right conditions for business to spearhead strengthening the Scottish economy for the long-term. Setting out a clear tax roadmap that strengthens the economy With new powers over revenue raising through the Scottish Rate of Income Tax, land taxes, and further down the line Air Passenger Duty and share of VAT, as well as existing powers over business rates and council tax, the next Scottish government should set out a tax roadmap with the vision for how the powers and revenue will be used to create the conditions for growth. This roadmap would improve the business environment by helping firms plan changes needed to their payroll systems, encouraging long-term investment in innovation and infrastructure, and ensuring that Scottish business rates are competitive with those in the rest of the UK. The UK tax system is already complex and the Scottish government should avoid adding further complexity. The new tax powers should be used as a lever for driving growth and present Scotland as an attractive place to work and invest. Success will depend on strengthening capabilities within the Scottish government and its agencies, like Revenue Scotland. Business rates need to be included in an overall tax roadmap. As the UK government has announced a review into non-domestic rating in England, it is important that the Scottish government monitors developments and ensure the Scottish rate is competitive with the poundage rate in the rest of the UK. With the upcoming 2017 Revaluation, businesses want to see certainty through publishing of rateable values and relief thresholds well in advance to help their budget planning. Putting fast-growing mid-size businesses at the heart of Scotland s economic strategy Scotland has a number of sectors that are internationally competitive and are rightly high on the government agenda. Across those industries are businesses that punch well above their weight the forgotten army of medium-size businesses (MSBs) either with an international reputation of their own, or playing vital roles in supply chains. Companies with turnover of between 10m and 100m represent 14% of the workforce in Scotland and generate 16% of private sector revenue yet only represent 1.9% of total firms in Scotland. 2 One of the most challenging periods in these firms growth journeys is the period in which they fall between the regulatory definitions of small and large in areas like tax law, for example. 3 At this stage in their growth they are not able to benefit from the incentives that small firms have access to and most cannot afford an army of lawyers and consultants to help them wade through the complexities of the system. We can put mid-sized companies at the heart of Scotland s economic strategy by considering their ability to comply with the regulatory demands made of them before introducing new requirements and by considering additional support in helping them access the finance they need to grow. 4 This would build on the progress made in the Scottish government s Better Regulation agenda, including the use of risk-based regulation 5 and the partnership approach pursued through the Regulatory Review Group. It will be important in the work of Scottish Enterprise and its Scottish Investment Bank as they look to expand their support to high-growth companies.

7 Accelerating our ambitions: A business vision to drive success in Scotland 7 Making Scotland a player on the global stage Scotland has seen positive figures on the rate of inward investment but more can be done to cement Scotland s reputation internationally as a great place to do business. That requires more collaboration and coordination between executive agencies providing support to business abroad and making sure the UK continues to influence reforms of the European Union from within as part of the all-important single European market. Businesses are concerned with the effectiveness of government support on issues like complying with regulation, paying taxes and exporting goods and services, not whether the service is provided by the Scottish or UK government. In practice government needs to make sure that Scottish Development International (SDI) and UK Trade & Investment (UKTI) offer complementary support to exporters, rather than duplicating effort. 6 This can be done by mapping out the networks across the globe and directly connecting all international staff so they can coordinate their efforts to secure maximum effect for businesses looking to export or invest. More broadly, most CBI members want the UK to remain in a reformed EU. This means we want to push to make the EU more competitive while recognising the benefits of EU membership such as access to the EU single market. The principle of subsidiarity should be prioritised at the negotiating table to give member states a greater role in issues better dealt with at a country level. 7 The EU should also build on valuable work that has already started on better regulation, 8 getting more trade deals signed such as the Trans-Atlantic Trade and Investment Partnership 9 and furthering the internal market in services and digital. 10 How to give business confidence to invest and grow Year 1 Set out a tax roadmap that shows how new and existing powers and revenue will be used to drive growth as a part of this, business rates need to be overhauled to ensure rates are competitive with the rest of the UK. Throughout the parliament Help Scottish business compete on a global stage through coordinated export support across all UK executive agencies while stressing the need for access to European markets within a reformed EU. ECONOMY ECONOMY most members want the UK to remain in a reformed EU.

8 8 Accelerating our ambitions: A business vision to drive success in Scotland Aligning education and skills pathways with the needs of the economy No business succeeds without people who have the skills and ambition to drive the company forward. That includes skills at all levels, from school leavers to graduates with PhDs and it starts with early years support. Seventy percent of firms in Scotland need more highly-skilled staff, particularly in key sectors such as science and engineering, construction and manufacturing. But 57% are not confident that they will be able to find the high-level skills needed to meet demand and grow. 11 The entire education and skills journey needs to be taken into account if we are going to meet the needs of the economy which includes building on our strengths in higher education where universities create 1.3bn of export earnings from outside Scotland. 12 Early years support provides a strong starting point A child s early years are a critical phase towards progress and achievement in later life. So the focus on early years education and childcare is essential to ensure every child gets the best start in life and that no one is left behind. The Scottish government s aspiration to increase the number of free childcare hours to 30 for all three and four year-olds by the end of the next parliament has set the bar high. However, the CBI would like the government to go further and help to close the gap between free provision of childcare and statutory maternity pay. In England we have recommended the government offer 15 hours of free childcare to all children aged one and two and extend statutory maternity pay from 39 to 52 weeks in the longer term. 13 Scotland should prioritise closing this gap before extending the number of hours of free childcare from 15 to 30 hours as this will support families returning to work. Delivering excellence by enhancing Scotland s vocational education Businesses need people with a broad set of aptitudes, attitudes, knowledge and skills. Which is why businesses champion the strengthening of vocational education to give it parity of esteem with academic pathways. 14 The Curriculum for Excellence (CfE) already has many of the principles of a world class education system but further work needs to be done to achieve a true blend of academic and vocational education throughout the school years. We need to ensure young people are able to undertake a mix of courses that best suits their interests, abilities and chosen pathways. The programme of work flowing from The Commission for Developing Scotland s Young Workforce will help put the principles of CfE into practice and ensure Scotland s vocational education and training systems support young people into employment and promote economic growth. 15 At the same time, business should do more to provide opportunities for school leavers by offering them a first stepping stone into the world of work. The Edinburgh Guarantee is an example of how this can work in practice. 16 Shaping a skills system that is responsive to the needs of the economy The next step in shaping the skills system is ensuring the availability and quality of businessrelevant vocational qualifications and Modern Apprenticeships. This depends on employers being given the opportunity to support the design of those qualifications. The Scottish business community is passionate about increasing their involvement and the introduction of an Apprenticeship Levy across the UK is no exception to this. 17 Too often levies drive the wrong behaviours, reward quantity over quality and fail to meet the real skills needs of the economy and business. To ensure the new levy meets skills needs the CBI has called for the design to reflect three principles: Business should have real control The levy should drive quality (including the development of higher level apprenticeships) It should be proportionate, simple and work for businesses of all sizes.

9 Accelerating our ambitions: A business vision to drive success in Scotland 9 Ultimately, quality and relevance will be the measure of its success. To support Scottish businesses we call on the Scottish government to ring-fence the proportion of the levy funds they receive through the Barnett consequentials, and allow business to take the lead on how that funding is spent. Increasing business engagement in preparing the next generation for world of work Business, Skills Development Scotland (SDS), schools and colleges need to work together to give teachers, careers advisers and young people a better understanding of work and support the next generation to realise their ambitions as they enter the workforce schemes like Career Ready are excellent examples of this. The job technical and vocational training supported by our college sector through the Modern Apprenticeship scheme, also has an important role to play in this agenda and is hugely valuable to business. We see a strengthening of Skills Development Scotland with a clear mandate to implement change as the best way forward. The establishment of a new business-led board to advise on skills policy and future skills needs would be the first step in achieving this and would provide a useful starting point in the de-cluttering of the skills landscape. Supporting innovation and productivity by connecting business with our world-class universities In a world of increasing global competition and accelerating technological change, Scotland has the ambition and ability to be at the forefront of innovation. Our universities are a core part of what makes Scotland successful. University-based research is essential to the economy and to the health of individual companies, regardless of business application. Their collaborations with businesses on innovation, research and skills help our firms to compete internationally, but is still too often the case that businesses are uncertain about how to get the best from what universities offer. Innovation Scotland and Interface have been hugely successful in unlocking these collaborations and are exactly the type of programmes that are needed. 18 To build on that success we would welcome better sign-posting for business access to the services Interface offer. As the higher education sector contribute significantly to the Scottish economy we also believe it is vital they maintain their autonomous status to be able to continue delivering for Scotland. 19 How to align education & skills pathways with the needs of the economy Year 1 Create a new business-led board to provide Skills Development Scotland with strategic forward-looking advice to ensure that skills provision effectively reflects current and future business needs. Year 2 Commit to use the additional funding raised through the UK Apprenticeship Levy to improve workforce skills putting business in control of the direction of this funding towards vocational education. Year 3 Prioritise closing the gap between statutory maternity pay and the provision of free childcare by extending 15 hours childcare to all one and two year-olds. Aim to further increase the number of free hours in time. Throughout the parliament Keep facilitating the collaborations between business and universities that drive innovation, and the research that underpins it, through the successful Innovation Scotland and Interface programmes. PEOPLE PEOPLE

10 10 Accelerating our ambitions: A business vision to drive success in Scotland Building Scotland s vital, long-term infrastructure Vital infrastructure underpins not just the future competitiveness of the Scottish economy but the ambitions and prosperity of the people who live here. Connectivity should be the government s top infrastructure priority additional daily flights to eight high-growth markets alone can generate 1bn of new annual trade 20 and 91% of firms rank digital networks as a key factor in investment decisions. 21 This must be matched by greater ambition and urgency on housing if we are going to meet our needs. Strengthen the economy through commitment to deliver long-term infrastructure The Scottish government must be commended for continuing investment in infrastructure during the economic downturn with a number of road and rail projects that were high on business wish-list being completed. Business is now looking to government to keep up this momentum through the updated Infrastructure Investment Plan by ensuring delivery of a priority shortlist of transport projects, and by funding the expansion of water infrastructure to industrial developments. Delivery of modern and reliable infrastructure is crucial to strengthening the economy and priority projects should be identified based on the social and economic benefits they bring. The priority projects in transport identified by the business community (Exhibit 1) were all included in the final report of the Strategic Transports Project Review, and as a consequence have been subject to the Scottish Transport Appraisal Guidance (STAG) which identifies the wider economic benefits associated with each project. In order to ensure delivery of long-term transport infrastructure, commitment should be given over a longer time period to a smaller number of projects critical to Scotland s economic growth (Exhibit 1). Supporting infrastructure helps businesses scale up their operations the right framework is needed to ensure that it is an enabler of growth rather than a barrier to it. One blocker than needs to be addressed is Scottish Water s approach to industrial development. This is a significant barrier to firms trying to expand on-site energy generation, for example, and Scottish Water being funded for industrial development as well as residential development would make a big difference. Connecting Scotland to new markets through major UK infrastructure projects Scotland needs to be linked to all major UK-wide infrastructure developments that can create opportunities for businesses operating in and around Scotland. We should be connected to the cities in northern England to tap into the economic opportunities across the border, such as by completing the A1 dual carriageway from the central belt to north of Newcastle, especially in light of plans related to the Northern Powerhouse. At the same time there needs to be suitable capacity and connections for Scotland to tap into the economic benefits that come with HS2 and wider road and rail network improvements in the rest of the UK. The enhancement of direct flights from Scotland through the UK hub airport is essential to grow the Scottish economy. Connectivity matters to Scottish business not just in linking to London but more importantly to the rest of the world. Without them we are constrained in our ability to build links with high-growth markets. As Heathrow has been recommended by the Airports Commission for its ability to deliver connections to emerging markets, the CBI want to see the Scottish government support the delivery of new capacity, with diggers on the ground by 2020.

11 Accelerating our ambitions: A business vision to drive success in Scotland 11 Exhibit 1 Top five transport projects (and expected finish dates) Improving the standard of the A82 (2017) The A82 is a vital artery between the Central Belt and the Highlands and needs to be brought up to modern road standards. Improved reliability will strengthen the west Highlands and Islands economy through more cost-effective goods transport, expansion in access to customers and markets and stimulating investment in tourism. Delivering city rail link to Glasgow Airport (2021) Reliable and efficient surface access will directly benefit passengers and businesses, as well as create new jobs during construction and bring longer-term benefits to the West Central region of Scotland through further investment including new route development and jobs, as well as widening the airport s customer base making new routes more viable. Completing the improvements to the A9, Perth to Inverness (2025) By improving the spine of Scotland, economic benefits can be realised in an area steeped in growth potential. Improving road safety and journey times will also help boost tourism across the region. Increasing capacity at Glasgow Terminal (2030) Resolving Glasgow Central station s passenger capacity constraints will ensure continued growth in rail travel to address public transport needs and demand, as well as also contributing to lowering overall carbon emissions. The long-term economic case for increasing capacity includes ensuring Scotland is able to take advantage of the future potential of high-speed rail. Completing the improvements to the A96, Aberdeen to Inverness (2030) Dualling the A96 will deliver a number benefits including improved journey time and reliability, reduction in the rate and severity of accidents and delivering economic growth to the north of Scotland through increased connectivity.

12 12 Accelerating our ambitions: A business vision to drive success in Scotland Integrating digital into the fabric of the Scottish economic strategy Broader, faster digital networks yield countrywide economic benefits, injecting opportunities into every region of Scotland. New connections support inward investment and job creation 22 and businesses see immense potential for improving productivity and agile working in improved broadband and mobile connectivity. In the last decade, private investment has driven the roll-out of our digital infrastructure and this will continue to be the case. Yet the geography of parts of Scotland makes public and private partnership through the Digital Scotland Superfast Broadband Programme essential. 23 The primary objective has to be to ensure all areas of Scotland whether north or south, rural or urban, can have access to reliable connectivity that can deliver a range of benefits to the economy, while retaining ambitions for superfast broadband across the whole of Scotland. Digital connectivity is part of our critical national infrastructure and needs to be recognised as such, rather than be seen as something secondary to transport or energy needs. Business wants to see digital connectivity integrated into all future infrastructure planning and development decisions. This means digital connections like mobile and broadband should be considered before the decision is made to proceed with government and local authority infrastructure projects like new roads and housing developments, rather than being an afterthought to be retrofitted. Digital infrastructure is a means to an end so alongside it we need to ensure people and businesses have the skills to use new technology. If we are going to succeed in boosting Scotland s productivity, we have to make sure we also exploit the opportunities digital technology and connectivity bring, which is why it s important that initiatives like World Class also address the practicalities of implementation. Committing to a greater ambition on housing with a joined-up approach to supply The need for new housing must be recognised alongside the contribution that housebuilding makes to the Scottish economy as official figures have estimated 465,000 new homes are needed by Clear targets and more ambition for the provision of new homes should be key priorities for government as increased housing supply is vital to sustainable economic growth in Scotland. Businesses in Scotland want to see a more strategic, long-term approach to increasing supply and better resourced local planning authorities to help projects get off the ground. The launch of Glasgow City Council s housing strategy People make Glasgow home is exactly the type of long term aspiration we want to encourage. 25 Developers are ready to increase supply if blockers are removed that cause housing projects to be delayed or never get started in the first place. The Scottish government should start by working with local planning authorities. Supporting them where resource constraints are causing delays or guidance is needed on Local Development Plans regarding strategic availability of land and housing development. For example, more clarity is needed on the definition of sustainable development to make sure the principle supports, and not constrains, house-building. Likewise, methods for forward funding of schools required alongside new housing development should be examined in collaboration with developers.

13 Accelerating our ambitions: A business vision to drive success in Scotland 13 How to build Scotland s vital, long-term infrastructure Year 1 Commit to a delivery shortlist of future transport infrastructure priorities with business buy-in and cross-party support to ensure long-term delivery. PLACE Year 2 Commit to including plans for digital connectivity in government and local authority infrastructure projects before they are approved, rather than as an afterthought. Year 3 Link Scotland to the rest of the UK and to high-growth export markets by supporting the recommendations of the Airports Commission to deliver new hub capacity. Throughout the parliament Boost the Infrastructure Investment Plan with a commitment to increase housing supply to 25,000 new homes each year, while strengthening the capacity of local planning authorities to help developments get started. PLACE official figures have estimated 465,000 new homes are needed by 2035.

14 14 Accelerating our ambitions: A business vision to drive success in Scotland Working together to deliver for Scotland The cross-party talks of the Smith Commission recommended that both Scottish and UK governments needed to work together to create a more productive, robust, visible and transparent relationship. 26 The ability of both governments to work together to unlock Scotland s potential remains as important as ever and they will need to carefully implement the devolution of new powers via the Scotland Bill to minimise burdens on business. Benefiting from a shared vision for a strong and diverse energy mix Businesses working in areas of shared UK and Scottish interests depend on clear frameworks and shared objectives to ensure industries like the UK energy sector can compete internationally. We should, therefore, pursue an energy strategy that allows both Scotland and the rest of the UK to develop energy mixes that support the UK s efforts to decarbonise and are supported by the devolved administrations and local communities. 27 The CBI has long called for a balanced energy mix where gas, carbon capture and storage (CCS), nuclear and renewables play a part in securing stable, lowcarbon long-term energy supply. Long-term solutions like CCS require investment now and both the UK and Scottish government should be considering how to support the development of industrial CCS and other technologies to decarbonise industry. Scotland s geography present energy generators based here with great opportunities in renewable energy sources. For business in renewable energy to play an effective role in finding solutions to cutting emissions and boosting energy efficiency, they need a stable GB-wide policy environment that allows them to invest and innovate and where mechanisms like the transmission regime support that. Taken in the round, stability is key to meeting the needs of energy producers, generators and highintensive users in Scotland which stretch from the viability of offshore investments and connection to the grid, to commercial water usage and securing interconnectors to Scotland. The UK government has, in recent years, begun to pursue a strategy that aims to maximise the economic recovery of oil and gas in the UKCS which in turn will maximise the role that the sector can continue to play in our economy and energy mix. The UK oil and gas sector faces key structural challenges in the coming decades as fields become more difficult to develop, infrastructure ages and the cost of investment rises. It will be essential that the UK and Scottish governments work together to deliver support that can maximise recovery 28 and open up the potential for a booming Scottish industry in decommissioning. 29 Industry will also be looking to the Scottish government for clarity on the future of onshore gas in Scotland. Streamlining business support through stronger leadership and collaboration Scottish Enterprise and Highlands & Islands Enterprise are seen by business as important enterprise support mechanisms with strong achievements, as well as great potential. It is not a lack of will to support business within different governmental and non-governmental agencies that is the issue. It is the need to be more joined-up and have focused collaboration across organisations providing business support. This was highlighted in the Wilson Review on export support. 30 The CBI believes Scottish Enterprise is well placed to take on the role of being the first port of call to coordinate all the services available to businesses operating in Scotland, including in relation to other UK agencies like UKTI.

15 Accelerating our ambitions: A business vision to drive success in Scotland 15 In practice, this can be done through creating one, single portal for business support. As an example, Skills Development Scotland s portal Our Skillsforce helping businesses explore and access skills-related support can be used as inspiration for how to channel business operations-related support across government, local authority agencies and external organisations like the Chambers and SCDI in one place. It would need to be clearly communicated to ensure business awareness and buy-in from across those providing business support. Meanwhile the process of collecting the support available into one portal would also assist in identifying where support is overlapping or could be made more effective through collaboration. How governments and business can work together to deliver for Scotland Year 2 Ease navigation of business support for any type of business by making Scottish Enterprise the first port of call. Year 3 Business needs the Scottish and UK governments to work collaboratively to develop our future energy plan that can help providers, users and investors across the energy mix to deliver and develop the energy infrastructure we need for the long-term. DELIVERY DELIVERY

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18 18 Accelerating our ambitions: A business vision to drive success in Scotland Footnotes 1 Fraser of Allander Institute Economic Commentary, Vol 39 No. 1, University of Strathclyde, Local champions: The economic contribution of medium-sized businesses in Scotland, CBI, Stuck in the middle: Addressing the tax burden for medium-sized businesses, CBI, Stepping up: Fixing the funding ladder for medium-sized businesses, CBI, SEPA s Change Proposals and the Regulatory Reform (Scotland) Act 6 Wilson review of support for Scottish exporting, Our global future: The business vision for a reformed EU, CBI, European Commission s Regulatory Fitness and Performance programme REFIT 9 A new era for transatlantic trade: Five top reasons to support TTIP, CBI, The business vision for a digital single market in Europe, CBI briefing, CBI/Pearson education and skills survey Higher education in Scotland: Our values & our value added, Universities Scotland, A better-off Britain, CBI, First steps: A new approach for our schools, CBI, Education working for all! Commission for Developing Scotland s Young Workforce, June % of Scottish business are either currently involved or would like to be involved in the development of Vocational Qualifications CBI/Pearson education and skills survey 18 Best of both worlds: Guide to business-university collaboration, CBI, CBI response to Scottish government consultation on a Higher Education Governance Bill, February Trading places: Unlocking export opportunities through better air links to new markets, CBI, February Taking the long view: A new approach to infrastructure, CBI-URS infrastructure survey, e-skills UK Scotland could increase its GVA by 3.7bn over the next 5-7 years, Technology Insights 2012, Scotland Digital Scotland 2020: Achieving world-class digital infrastructure, Scottish government, People make Glasgow home Glasgow s Housing Strategy, residential development report, Glasgow City Council, Summer Report of the Smith Commission for further devolution of powers to the Scottish Parliament, 27 November See Scottish Renewables submission to the Smith Commission 28 UKCS maximising recovery, review final report, Wood review, Decommissioning in the North Sea: Review of decommissioning capacity, Arup/Decom North Sea (DNS)/Scottish Enterprise, Wilson review of support for Scottish exporting, 2014

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20 For further information on this report, or for a copy in large text format contact: Mari Tunby Assistant director policy CBI Scotland T: +44 (0) E: mari.tunby@cbi.org.uk CBI Scotland 160 West George Street Glasgow G2 2HQ October 2015 Copyright CBI 2015 The content may not be copied, distributed, reported or dealt with in whole or in part without prior consent of the CBI. Printed by Colourscript on Amadeus 100 pure white silk, containing 100% recovered fibre certified by the FSC. Colourscript is certified to ISO and registered to EMAS environmental management systems NEZ052. Product code: