scottish smart specialisation strategy journey rob clarke, highlands and islands enterprise alison...
TRANSCRIPT
Scottish Smart Specialisation Strategy Journey
Rob Clarke, Highlands and Islands Enterprise
Alison Munro, Scottish Enterprise
Presentation objectives
• Scotland’s Smart Specialisation approach
• Overview of Scotland
• Scotland’s economic priorities
• Insights - Renewable Energy and Food & Drink
• Next Steps on Scotland’s RIS3 journey
• Opportunities & Challenges of RIS3
Scotland’s Smart Specialisation Approach
• Supportive of “Specialisation” concept
• Part of a DG Regio S3 “pilot assessment; not (yet) on the S3 Platform
• Driven by a Scottish-wide approach
• Value in the process - opportunity to learn from others, to share ideas and to refresh our approach
Overview of Scotland
Population: 5.2m (8.5% of UK)
Area: 30,420 sq miles (33% of UK)
Geography mix of urban & rural
Working Population 2.5m
GVA (economy) £105 billion (8% of UK)
Scottish Parliament Established in 1999
Devolved powers: Education, health, justice, (Scottish controlled) economic development,
transport Reserved powers: Defence, tax, (UK controlled) social security,
macro-economic, foreign policy, etc
Purpose
To focus the Government and public services on creating a more successful country, with
opportunities for all of Scotland to flourish, through increasing sustainable economic growth.
Increased Sustainable
Economic Growth
Drivers of Growth Productivity Participation
Population Characteristics of Growth
Solidarity Cohesion Sustainability
Increasing Incomes & Opportunities for everyone
in Scotland
Increasing Revenues & more Effective Government
Inter-linkages of the Government Economic
Strategy
STRATEGIC PRIORITIES
that shape progress towards sustainable growth
Growth Sectors
Creative Industries
(Digital Markets)Energy
Life Sciences
Financial & Business
Services
Food & DrinkSustainable Tourism
Enabling Technologies
Enabling Technologies
Universities
Renewable Energy
• “Once in a generation” opportunity
• Harnessing natural advantage; building on existing capability
• Driven by government policy –100% of electricity demand to be renewable generation by 2020
• The challenge: to capture economic and social benefits
Renewable Energy
Strategy led by Energy Advisory Board – govt, industry, academia
•Collaborative approach to:
Infrastructure: ports & harbours, R&D, device testing Funding: public (UK, Scottish and EU) and private
Renewable Energy
• Collaborative approach to: Research: R&D,
device testing and deployment
Skills: from apprentice to Ph.D
Renewable Energy
• International Connections are key success factors:
Inward Investors Global Supply Chain International Markets
Scotland Food & Drink - The key numbers
• Primary sector – 69,000 jobs farming, fishing and
aquaculture £2.9bn turnover £836m GVA
• Manufacturing – 44,000 jobs 1200 companies £9bn turnover £5.4bn exports £4bn GVA
• Retail & Services – 246,000 jobs wholesale, retail and
foodservice
Scotland's Strengths
Drinks –10,800 jobs £4.4bn turnover £2.7bn GVA
Bakery - 11,300 jobs £1bn turnover £417m GVA
Fish & Seafood - 8,300 jobs £1.3bn turnover £278m GVA
Meat processing - 5,900 jobs £968m turnover £178m GVA
Dairy - 2,700 jobs £524 turnover £134m GVA
Fruit & Veg - 2,000 jobs £476m turnover
Scotland’s strengths
Strong research institutes
Product and process innovation
Positive global brand, identity & consumer image
The Scottish Food & Drink Strategy
Strategy Model
Grow the Industry to £12.5 bn by 2017
Premium Health Provenance
Reputation as a “Land of Food & Drink”
Innovation Skills for Growth Collaboration Scale
Sustainability
Core to the strategy is
economic and environmental sustainability
Naturally Healthy
Better for You
Health Enhancing
£0.7Bn
Authentic description
Scottish where appropriate
Romance the image
£0.6Bn
Adding more value
Premium brands
Moving up the value stream
£1.2Bn
Building on the capabilities we have or need
to develop
Cememting a global
reputation,
With products available to
match demand
An inclusive target for our
industry
£12.5bn includes fishing and agriculture
Processing target remains
£10bn
Food &Health
Innovation
INSIGHTSMarket
Intelligence
Food& Drink Forums
Skills Academy
Sustainability/Low Carbon
UK & International
MarketDevelopment
Company Growth
Delivering the Food and Drink Strategy
Meet the Buyer & Buyer Briefings
Key Performance IndicatorsMeasure Target Progress and Comment
Turnover£10bn to £12.5bn
£11.9bn – Great progress – increased sales in UK and international markets
GVA
£4.1bn to £6.1bn
£4.8bn – Good progress,
Continue outperforming GVA of UK &
Scottish benchmarks
On track – although challenging with variations from quarter to quarter
R&D Spend0.25% to 0.75% of sector GVA
0.25% - No progress to date, and significant growth still required. Innovation and R&D are focus of a number of big new projects in the sector
which are just launched and may have a positive impact over time
Productivity
Equal UK level for food
processing
Continue outperforming
UK level for food & drink
processing
Particular performance issue with food processing sector
The outstanding productivity performance of the scotch whisky industrymeans the overall performance of the Scottish food & drink
Exports£3.7bn to
£5.1bn£5.4bn – Great progress – food exports £1.16bnnew stretch targets to 2017 in development
Next Steps on the Journey
• Working with our “Assessor” to refresh our S3 approach
Tell a better story on the why and how
Understand the focus of our specialisation
Drawing more on the evidence base
Priorities for future EU Funds
• Using the process to learn and explore new ideas
Smart Specialisation Opportunities / Challenges
• Opportunities Learning and peer review Potential for collaboration
Enhanced private sector role – leading and funding
More Strategic use of EU funding
• Challenges Demonstrating RIS3 impact on economic growth Matching academic and industry focus More Strategic use of EU funding
Role for the Commission
Lead the process of evaluation to demonstrate the value of RIS3 as a driver of economic growth
Maximise the learning potential of RIS3 Identify potential synergies between Regional Policy
and Horizon 2020 Don’t adopt a rigid approach to ex-ante conditionality Make clearer the synergies / alignment between SFs
and H2020
Questions?