Business Plan 2018-2019 - Operating Year Update
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Business Plan 2018–2019 Operating Year Update
2 | Scottish Enterprise | 2018 – 2019 Business Plan
Introduction
Scotland has the ambition to rank among the top quartile of
OECD countries for productivity, equality and sustainability
by creating a productive, inclusive and globally competitive
economy with a high performing labour market.
Scottish Enterprise | Operating Year Update | 3
In 2017, following completion of an Other work underway that will
end to end review of the enterprise influence our approach includes:
and skills system undertaken by
• the development of a shared
the Scottish Government, a new
measurement and performance
Strategic Board for Enterprise and
framework for organisations
Skills was established to help deliver
involved in supporting economic
this ambition. With an independent
development
chair, and representation from the
private, public and academic sectors, • an emerging regional partnership
the Strategic Board will seek to model to more effectively align
maximise the impact of the collective delivery across Scotland’s
investment we make in enterprise regions
and skills development across • a programme of work to join up
Scotland. support services to make it easier
for companies across Scotland
MAXIMISE THE
Overseeing the work of the
to access information, advice and
IMPACT OF THE
enterprise and skills agencies
(Scottish Enterprise, Highlands funding in a way that suits them COLLECTIVE
and Islands Enterprise, Skills • Scotland is Now. A new INVESTMENT
Development Scotland, the Scottish integrated approach to align WE MAKE IN
Funding Council and the soon to and increase the impact of ENTERPRISE AND
be established South of Scotland several organisations involved SKILLS DEVELOPMENT
Enterprise Agency,) it will support in engaging audiences overseas ACROSS SCOTLAND
ever-greater collaboration and about Scotland as a place to live,
alignment of our activities, leading to study, visit or do business in
improved outcomes for Scotland.
• the development of the new
Scottish Enterprise will undertake its Scottish National Investment
strategic and operational planning Bank
in line with the Strategic Board’s This one-year plan sets out the
Strategic Plan once developed. In priorities of Scottish Enterprise
the meantime, we will be attentive for 2018/19 reflecting Scottish
to emerging themes and priorities Government’s Programme for
of the Board and will fully engage in Government and subsequent
supporting the development of the strategic guidance and sets out
Strategic Plan and the work of the our future direction as a national
Analytical Unit. economic development agency.
A key focus for us this year will be to
inform and deliver the collaborative
actions agreed by the Strategic Board
to improve how we work together and
the impact we make.
4 | Scottish Enterprise | 2018 – 2019 Business Plan
What we will
deliver in 2018/19
There are multiple factors impacting on Scotland’s
economic growth including the wide-spread sense of
uncertainty and caution triggered by the UK’s decision to
leave the European Union.
And while the way in which we deliver We will consider:
is changing, Scottish Enterprise’s
• Who and where benefits - to help
remit remains focused on a number
tackle inequality and increase the
of core outcomes that help to improve
capacity of the economy
Scotland’s productivity:
• Job Quality – to increase employee
• Securing more inward investment wellbeing and increase productivity
and capital investment for Scotland; levels
• Supporting more companies This inclusive approach to growth
and sectors to innovate through means we need to think and act very
increased research and differently about where we invest
development, new products, resources and will be a key feature
services, markets and business of the transition we make as an
models; organisation over the coming year.
• Supporting more companies and
While change is underway, we
sectors to internationalise and
recognise the critical importance of
compete in growing markets around
continuing to deliver an ambitious
the world.
programme of work to support
Underpinning these outcomes is the competitiveness and inclusive growth,
need for us to ensure that all parts of particularly in light of the economic
Scotland both understand and access challenges and uncertainty faced by
more opportunities to generate growth business and industry across Scotland.
and to benefit from growth. We will continue to work with Scottish
Government and others on the impact
of Brexit on Scotland’s competitive
strengths and our export base and
continue to work with companies on
how they prepare and respond to
changes.
Scottish Enterprise | Operating Year Update | 5
This section sets out the key things we
want to achieve by the end of this financial
year across four delivery themes:
MORE INTERNATIONAL TRADE AND ACCELERATING BUSINESS
INVESTMENT FOR SCOTLAND GROWTH
REALISING MAJOR ECONOMIC SUPPORTING A MORE EFFECTIVE
ECONOMIC DEVELOPMENT
OPPORTUNITIES SYSTEM FOR SCOTLAND
Close collaboration is essential to achieve
our ambition. We will continue to deliver
alongside Scottish Government, public,
private and third sector partners at national
and regional levels to achieve the priorities
set out in this 2018/19 plan and beyond.
6 | Scottish Enterprise | 2018 – 2019 Business Plan
More international trade
and investment for Scotland
Scottish Development International marketing and the connections we have
(SDI) is a partnership between the globally to attract greater investment
Scottish Government, Scottish and enhance Scotland’s attractiveness
Enterprise and Highlands and Islands as a location to work, visit, study and do
Enterprise. While it sits within Scottish business.
Enterprise’s operations, it delivers
trade and exporting support across Helping more businesses to develop
Scotland, and leads on attracting new the capacity and capability to trade
foreign investment into Scotland that internationally is also critical. Currently
delivers growth through new jobs and Scotland has too few businesses
capital investment. concentrated in too few sectors that
are actively exporting and entering new WE NEED TO
Over the next year, through SDI and our markets. Scotland needs 7,500 more CHALLENGE
wider operations, we will be seeking to exporting businesses (+80%) to reach the OURSELVES TO
deliver up to 8000 jobs across Scotland top quartile of UK regions1. UP OUR
GAME
from Foreign Direct Investment,
focusing specifically on jobs that pay This year, working with partners to
the living wage and support fair work. ensure all businesses have access to AND HARNESS EVERY
export support and advice, we will reach OPPORTUNITY TO
In addition, we will work with partners
to develop approaches with existing
out to more businesses across a wider
range of sectors encouraging them to ENGAGE
and new investors to enhance
employment opportunities across all
trade internationally and achieve up to OVERSEAS
£1.5 billion of planned exports. We will AUDIENCES ABOUT
regions including supporting more also work closely with SDS, HIE and SFC WHAT SCOTLAND
young people into work. This will to ensure a focus on the skills needs CAN OFFER
enhance the sustainability of the long of investors, continuing to adapt and
term economic impact from new job ensuring that Scotland can compete in an
creation. increasingly competitive market.
Awareness of Scotland as an attractive To help deliver Scotland’s 2016-2021
investment location is fundamental to International Trade & Investment
our success in attracting and securing Strategy with Scottish Government and
those jobs. While Scotland has partner agencies, we will continue to
performed well in recent years, today’s enhance our international footprint by
market is increasingly competitive and completing our expansion in Europe.
will be influenced by the UK’s decision This will double the number of people
to leave the European Union. We need representing Scotland on the ground
to challenge ourselves to up our game across Europe and give Scotland a
and harness every opportunity to direct presence in many markets for the
engage overseas audiences about what first time. An important driver for our
Scotland can offer. new overseas staff will be identifying
new trade and export opportunities for
Working closely with VisitScotland, the
Scotland’s industries and companies,
Scottish Government and Universities
building on the success of the food and
Scotland, we are establishing a single
drink specialists working in key markets
approach to presenting a cohesive
for the industry and sourcing new
brand for Scotland – ScotlandIsNow
opportunities for overseas food and drink
- that will align our international
sales.
1 Source: SE analysis using OECD and Annual Business Survey 2015
2 SE analysis using OECD data and Scottish Government BERD data
Scottish Enterprise | Operating Year Update | 7
Accelerating
business growth
A thriving and productive business And recognising that Scotland needs
base across the whole of Scotland more mid sized businesses we will also
is essential to achieve inclusive and lead national growth programmes,
sustainable growth. So, this year we including Start2Scale, for companies
will be embarking on a programme with the ambition and potential to scale
to change how we support ambitious, quickly to £50m-£100m+ turnover.
growing companies across Scotland.
Closely linked to our work to support
This will see us working with public, businesses with scale up potential we
private and third sector partners will join up our approach with partners
across the regions of Scotland to to drive forward Scotland CAN DO
determine together how best to SCALE to deliver an ‘Unlocking HELPING TO UNLOCK
support the growth of businesses. We
want to form delivery partnerships and
Ambition Challenge’ with a group of up
to 40 talented individuals and early-
INNOVATION
flex how we deliver to meet specific stage entrepreneurs who have big
ACROSS SCOTLAND’S
regional needs. ideas and ambitions. The programme
SMES VIA THE
In addition, we want to use technology
will ensure that they can access BUYING
to open up more of the information,
mentoring support from some of
Scotland’s leading entrepreneurs and POWER
intelligence and networks we have to have the best opportunities to develop OF THE PUBLIC
all companies no matter their size, their ideas in Scotland, bring them to SECTOR WILL
location or sector. market and create the successful new
REMAIN AN
Business growth and Innovation are companies Scotland needs to continue IMPORTANT
inextricably linked. We’ve seen a
marked shift in Scotland’s innovation
to grow an inclusive economy.
PRIORITY
Research highlights that companies
performance with an increase of 42% who pursue diversity in the workforce
in real terms over the last five years by supporting high value jobs, youth
(2011 to 2016), however, to reach the employment and more women into
OECD top quartile Scotland needs to leadership roles are more profitable.
significantly increase investment in So, we will also work with companies
business R&D (+£1.9bn)2. to continue developing fair and more
With additional funding from the productive business practices,
Scottish Government, our programme including our continuing commitment
of support for new business research to promote the Scottish Business
and development this year will be Pledge.
our largest ever. This investment will And we will continue to build our
stimulate up to £400million in new financial readiness service to help
business R&D which will help Scottish companies across Scotland consider
companies accelerate their growth and and prepare for different routes to
diversify into new sectors and markets. secure funding to grow.
Helping to unlock innovation across
Scotland’s SMEs via the buying power
of the public sector will remain an
important priority. Working with
Civtech, Highlands and Islands
Enterprise and other partners, we will
create opportunities for innovative
Scottish businesses to develop
innovative solutions to Scotland’s social
challenges and benefit from public
sector contracts through the Can Do
Innovation Challenge Fund.
8 | Scottish Enterprise | 2018 – 2019 Business Plan
Major economic
opportunities
We have been working closely with • Low carbon transition: to help
partners, both in Scotland and Scotland realise the economic,
internationally, to fully understand the system and supply chain benefits
extent of emerging opportunities where highlighted in the new Energy
Scotland can compete globally and Strategy and Climate Change Plan;
become a world leader. making the shift to a truly low
carbon economy whilst capitalising
These opportunities centre on the on the global opportunities that
adoption of new technology and ways low carbon transition presents and
of working that are applicable to many opportunities to increase business
sectors and regions across Scotland. productivity. This year’s plan will
deliver a ‘Local Energy Systems’ FOCUS ON BECOMING
Based on evidence, foresight and data, A GLOBAL LEADER
we are focusing on three main areas programme. It will also focus on
decommissioning and subsea
IN DATA DRIVEN
where Scotland has existing globally
recognised capability that can be built opportunities to realise up to an INNOVATION
on: additional £10.3bn for Scotland’s TO REALISE A
economy in the next decade. POTENTIAL
• High Value Manufacturing: to help
We will work with industry, academia,
ADDITIONAL
put Scotland’s manufacturers at
the forefront of digital technology
businesses and public sector partners £20 BILLION
and automation to transform
across Scotland and overseas to help OF ADDED VALUE TO
our manufacturing capability in
identify, shape and accelerate the
SCOTLAND’S
ECONOMY
adoption of these major economic
key sectors including aerospace,
opportunities and how to apply these
textiles, energy and life sciences.
capabilities to all sectors, given
This year’s activity, under the
Scotland’s diverse economy.
Scottish Manufacturing Action Plan,
will focus on the creation of the
National Manufacturing Institute
for Scotland and acceleration of the
Scottish Life and Chemical Sciences
manufacturing strategy which aims
to increase turnover by £5.7bn over
the next five years.
• Digital economy: with a focus
on becoming a global leader in
data driven innovation to realise a
potential additional £20 billion of
added value to Scotland’s economy.
This year’s plan will focus on data
opportunity plans for fintech and
digital health as well as projects
that increase the capacity for even
more businesses to capitalise
on data. This includes the Bayes
Innovation Programme which will
promote Scotland’s data capabilities
internationally and support Scottish
businesses to grasp the business
opportunities available from data
innovation. Also, the development
of a new cyber-tech cluster for
Scotland, positioning Scotland as a
key player in cyber security goods
and services.
Scottish Enterprise | Operating Year Update | 9
Supporting a more
effective economic
development system
Harnessing the full potential of our We will work with regional
nation’s economic development partnerships to understand and
system is critical to future success. promote the full extent of Scotland’s
Collectively, the organisations working assets. In line with Enterprise & Skills
in economic development have access Review commitments we will work
to and hold a wealth of powerful with Scottish Government to develop
information and technical capability a national asset register to inform
that should be used to Scotland’s regional economic strategies, support
advantage. the work of Government and partner
agencies to establish regional private WE WILL BE AN
Specifically, for Scottish Enterprise,
in the coming year we will engage
sector forums, and on the development
and implementation of City Deals. With ACTIVE
with partners to share our expertise
in project management which has
in-depth and broad understanding
of Scotland’s economic assets at a
PARTNER
been built up and fine tuned over many IN A PROGRAMME OF
sectoral, company, education, research ACTIVITY TO ENSURE
years of delivering large and complex
economic development projects.
and infrastructure level, we will be able
to collectively drive inclusive economic BUSINESS
We will be an active partner in a
programme of activity to ensure
growth at a regional level as well as
being able to target global mobile
SUPPORT
IS ACCESSIBLE
business support is accessible to all. investment with the most relevant
and compelling propositions that will
TO ALL
We will deliver a transformational
programme to re-engineer delivery of influence, attract and secure new
services through increased automation investment.
and online applications which will
Aligned to the Regional Partnerships,
simplify and expedite access to
Scottish Enterprise will embed a new
business support in areas like grants
Regional Leadership approach during
and funding. We will ensure that
2018/19 to develop and deliver Regional
cyber resilience measures are taken
Operating Plans. Our contribution to
throughout the development of this
these Regional Plans will be made up
programme, so that the public and
from a combination of those initiatives
businesses have confidence in using
we deliver as part of our core national
our digital services. This programme,
and international remit and those
which we will develop in partnership
initiatives that we will vary to more
with Highlands and Islands Enterprise,
directly reflect regional conditions
will be engineered in a way that makes
and that will lead to improved regional
it easily transferable so that other
outcomes.
partners can use and benefit from what
we develop.
We will work with key partners
and agencies to co-ordinate a joint
improvement programme to deliver
a streamlined system of business
support (including innovation,
exporting, skills).
10 | Scottish Enterprise | 2018 – 2019 Business Plan
How we
measure success
Scottish Enterprise’s performance framework is derived
from the Scottish Government’s National Performance
Framework and Scotland’s Economic Strategy. Our
initiatives, programmes and projects contribute directly to
the Purpose Targets and National Outcomes.
Our approach to monitoring and This includes working proactively with
measuring the impact of what we our partner Highlands and Islands
deliver needs to demonstrate value for Enterprise to identify how we best
the public purse, and provide insight align our measurement and reporting.
and evidence about what works and
In the interim, we are applying a
has the greatest impact on Scotland’s
simplified measurement framework,
economy.
aligned to Scotland’s National
Reflecting on the recommendations Performance Framework that will
from the Enterprise and Skills Review be refreshed in the summer 2018,
and in delivering actions within the and which reflects the drivers
Strategic Board’s Implementation of productivity and inclusive and
Plan, we are working with partners sustainable economy factors set out in
to establish a new comprehensive the Enterprise and Skills Review.
measurement framework that will
capture data and evidence across the
wider economic development arena.Scottish Enterprise | Operating Year Update | 11
MEASUREMENT FRAMEWORK 2018/19
We have focused this Framework on the economic drivers that evidence
shows helps to increase productivity and support better quality jobs.
MEASURE RANGE RATIONALE FOR MEASURE
Growth £275m - Access to funding is key to supporting businesses to invest in growth plans, such as funding
£325m capital investment, R&D and innovation, entering new markets, skills & training, and workplace
funding raised
innovation.
by supported
companies Scotland’s Challenge: Demand for growth funding remains an issue –
just 16% of Scottish SMEs sought external finance in 2016.
Source: Survey of Small Businesses 2016
Planned £1.25bn Exporters have higher levels of productivity than non-exporters, and increase their productivity
- £1.5bn further by exporting. Exporters are also more likely to be innovative and to grow faster.
international
exports Scotland’s Challenge: Scotland is in the 2nd quartile of UK regions for goods exports as % of
GVA. To reach the top quartile of UK regions, international sales would need to be £7bn higher
(+30%).
Source: SE analysis using Annual Business Survey data
Planned £150m - Business investment is a key driver of productivity, competitiveness and economic growth.
£200m Investment in capital assets increases the capital stock.
business
& sector Scotland’s Challenge: Scotland’s business investment rate lags nearly all other OECD
capital asset economies. To match the top OECD quartile, business investment in Scotland would need to be
90% higher (+£10bn) a year.
investment
Source: SE analysis using OECD data and Scottish Government Quarterly National Accounts for Scotland
Planned R&D £350m - R&D can drive productivity by enabling businesses to develop new and better products and
£400m services for existing or new markets, or to improve processes to achieve greater efficiencies.
investment
The Scottish Government has an ambition to double Business R&D spend by 2025.
Firms that persistently invest in R&D have on average 13% higher productivity levels than those
with no R&D spending, and 9% higher than firms that only occasionally invest in R&D. They also
tend to export more than businesses that do not invest.
Scotland’s Challenge: Scotland’s business R&D performance is in the 4th quartile of OECD
economies. To reach the top quartile, Scottish business R&D would need to be 200% higher
(+£1.9bn).
Sources: UK Government, Innovation Report 2014; SE analysis using OECD data and Scottish Government BERD data
Planned £300m - Innovation is a key driver of productivity growth, for example new and improved products/
£350m services can boost business sales and increase value add, and new processes or better
turnover from
organisation can increase efficiency.
innovation
Innovative businesses grow twice as fast, both in employment and sales, as businesses that do
not innovate, and innovative businesses are more likely to export.
Scotland’s Challenge: The proportion of companies that are innovating increased from 47% in
2012 to 56% in 2014, moving Scotland to the top quartile of EU countries. However, companies
in Scotland tend to focus less on product and process innovation than those in other countries
Source: SE analysis using Community Innovation Survey data
Inward 6,500 – Inward investors have on average higher levels of productivity and pay higher wages than
8,000 Scottish owned companies, and are more likely to engage in R&D.
investment
jobs paying at Attracting inward investment also offers opportunities for Scottish based suppliers, which in
least the real turn can boost innovation and create jobs.
living wage Scotland’s Challenge: Maintaining our competitive standing as a leading location for inward
investment, particularly for R&D with its higher quality jobs more firmly rooted in our
economy. And bringing new investors to Scotland for the first time to strengthen and diversify
the number of companies and increase opportunities for follow on investment and expansion.12 | Scottish Enterprise | 2018 – 2019 Business Plan
Inclusive and sustainable
economic growth measures
During this transition year we will also • Number of companies developing
be tracking a number of different things their leadership
to allow us to better understand how • Number of social enterprises,
inclusive and sustainable our activities employee owned companies and co-
are. This will help us to understand operatives supported
the impact of our activities across all
parts of Scotland and in areas such • Number of account managed
as female-led businesses, number of companies adopting key inclusive
social enterprises we are engaged with and responsible business practices,
and establish baseline information including:
that will allow us to introduce outcome - Paying the living wage to all
measures for inclusive growth in future
DURING THIS
employees over 18 years old TRANSITION YEAR
plans. We will share this insight with
- Avoiding the use of exploitative WE WILL ALSO BE
TRACKING
Scottish Government and partner
zero hours contracts
agencies to help shape future policies
and actions. - Having workforce engagement A NUMBER OF
and progressing work practices DIFFERENT THINGS TO
These include: in place ALLOW US TO BETTER
• Outcomes achieved in areas of - Investing in youth UNDERSTAND
disadvantage - Having gender balance on their HOW INCLUSIVE AND
• Number of companies engaged and boards, and a diverse workforce, SUSTAINABLE OUR
supported to develop approaches including gender balance where ACTIVITIES ARE
to fair and progressive workplace appropriate
practices - Playing an active role in the
community
- Paying suppliers promptly
• Number of account managed
companies that are women-led
• Number of jobs created by account
managed companies
• Planned efficiency improvements
by supported companies and
organisations
• CO2 savings achieved by supported
companies and organisations.Scottish Enterprise | Operating Year Update | 13
2018-2019
Financial Summary
2018/19
PLANNED INCOME (£m)
Scottish Government Funding
Grant in Aid - Resource allocation (baseline) 137.9
Anticipated in-year transfers (net) 5.0
Total anticipated Resource Allocation 142.9
Grant in Aid - Capital allocation (baseline) 41.4
Anticipated in-year transfers - Capital 1.9
Anticipated in-year transfers - Capital - Additional R&D Funding 15.0
Financial Transactions 68.5
Anticipated in-year transfers - Financial Transactions - Energy Investment Fund 20.0
Total anticipated Capital Allocation 146.8
Total anticipated Scottish Government Funding 289.7
Other Business Income
EU Funds (excluding Scottish Investment Bank) 6.2
Property Disposals 14.0
Property Income 4.6
Other Business Income (excluding Scottish Investment Bank) 8.8
Scottish Investment Bank Income 35.2
of which:
Scottish Loan Fund 5.5
Other SIB Funds, including Scottish Co-investment and Venture Fund (EU income) 11.7
Other SIB Funds, including Scottish Co-investment and Venture Fund (Other income) 16.0
Renewable Energy Investment Fund Income 2.0
Total Other Business Income 68.8
TOTAL INCOME 358.514 | Scottish Enterprise | 2018 – 2019 Business Plan
2018/19
PLANNED INVESTMENT (£m)
Summary of Main Activities Delivered
International Scotland
International Market Primarily grant programmes supporting international trade development
13.8
Development Services by Scottish companies.
Grant programmes used to support foreign direct investors following a
Inward Investment
16.8 decision to invest in Scotland, e.g. Regional Selective Assistance, Training
Support Programmes
Plus etc.
R&D Support for R&D and SMART grant programmes used to support research &
22.5
Inward Investment development focused inward investments made in Scotland
Marketing campaigns and other programmes, e.g. GlobalScot, used
International
to support Scottish businesses to trade internationally, attract inward
Networking 5.3
investment into Scotland, and enhance Scotland’s attractiveness as a
& Marketing
location to work, visit and study.
The costs of operating a global network of overseas offices - including
Overseas Premises the Innovation & Investment Hubs in London, Dublin, Brussels and Berlin
& Facilities 7.5 - to support more Scottish companies and sectors to internationalise
Management costs and compete in growing markets across the world, and to secure more
investment into Scotland,
The salary costs of staff involved in the delivery of International Scotland
Staff costs 19.6
activities.
International Scotland Total 85.5
Accelerating Business Growth
A range of programmes aimed at supporting Scottish businesses to innovate,
Innovation, Efficiency reduce costs and maintain competitiveness, and support the spin-outs and
17.1
& Commercialisation start-ups coming from Scotland’s academic base. This includes the Scottish
Manufacturing Advisory Service (SMAS).
R&D support, including the SMART programme, delivered to Scottish
R&D Support 22.8 businesses to accelerate their growth and diversification into new sectors
and markets.
The core activities of the Scottish Investment Bank which primarily involve
working with key partners and investors to help businesses access loan
Equity Investment
59.9 and equity finance to enable their growth. This includes the new Scottish
& Loans
European Growth Co-Investment Programme that was established in
conjunction with the European Investment Fund (EIF).
Large grant support provided to Scottish companies to assist with growth
Growth Support Programmes 15.8 plans and their strategic development, e.g. Regional Selective Assistance,
MiniCapex, Training Plus etc.
A range of programmes aimed at supporting entrepreneurial activity,
assisting companies with their leadership and workforce development
Entrepreneurship, Leadership &
6.8 and focused support to meet the needs and challenges in rural areas, e.g.
Workforce Development
Leadership Masterclasses, the Ownership Succession programme, the
LEADER programme, etc.
The salary costs of staff involved in the delivery of Accelerating Business
Staff costs 24.7
Growth activities.
Accelerating Business Growth
147.1
TotalScottish Enterprise | Operating Year Update | 15
2018/19
PLANNED INVESTMENT (£m)
Summary of Main Activities Delivered
Major Economic
Opportunities
Projects and programmes aimed at exploiting Scotland’s globally recognised
capabilities in High Value Manufacturing, Data Driven Innovation and
Low Carbon Innovation. Key projects include: Ocean Energy ERANET,
Mirage R&D, Internet of Things, Fintech, Data and Sub-sea initiatives, ETP
Major Opportunity & Sectoral
29.9 Knowledge Exchange Network, the Bayes Innovation Programme, and the
Projects
Light Weighting Centre. Physical Environment projects within this area
include: Edinburgh BioQuarter development, the Medical Manufacturing
Innovation Centre (MMIC) and the Centre of Excellence for Flow
Measurement & Fluid Mechanics.
A business infrastructure programme including major projects such as
Aberdeen Harbour, Glenshee Ski Centre, the development of Pacific Quay
Improved Physical Environment 19.0
(Glasgow) and the Central Borders Business Park, together with the
maintenance of Scottish Enterprise’s investment property portfolio.
Renewable Energy Investment The delivery of the REIF programme which will be primarily focused on
21.7
Fund supporting Community Owned Renewable projects.
The salary costs of staff involved in the delivery of Major Economic
Staff costs 11.3
Opportunity activities.
Major Economic
81.9
Opportunities Total
Service Development
& Transformation
A transformational programme to re-engineer the delivery of services via
Digital Service Delivery increased automation and on-line applications that will open up, simplify
3.4
Development and expedite access to business support activities delivered by Scottish
Enterprise and other partners.
Activities aimed at developing and increasing collaboration across a range of
Marketing, Research and
1.1 stakeholders and partners, and evaluation and research activities aimed at
Stakeholder Engagement
benchmarking and improving Scottish Enterprise’s service delivery.
The salary costs of staff involved in the delivery of Service Development and
Staff costs 6.0
Transformation activities.
Service Development &
10.5
Transformation Total
Running the Business
Domestic Premises & Facilities The costs of operating the Scottish Enterprise Scottish office network from
10.9
Management Costs Aberdeen to Dumfries.
Corporate Services, including The provision of ICT, legal support, tax and accountancy advisory services,
13.7
ICT, Legal, Travel etc external and internal audit activity and business travel & expense costs.
The salary costs of staff involved in the delivery of Running the Business
Staff costs 8.9
activities.
Running the Business Total 33.5
TOTAL CASH INVESTMENT 358.5
Up to 31st March 2018, Scottish Enterprise delivered the ring-fenced Renewable Energy Investment Fund on
behalf of the Scottish Government. From 1st April 2018, the successor programme is the ring-fenced Energy
Investment Fund. Scottish Enterprise plan to utilise resource income derived from Financial Transactions
funded expenditure to support the overall business plan.If you require this publication in an alternative format and/or language please contact the Scottish Enterprise Helpline on 0300 013 3385 to discuss your needs. Scottish Enterprise Atrium Court 50 Waterloo Street Glasgow G2 6HQ E-mail: enquiries@scotent.co.uk www.scottish-enterprise.com
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