CHAMBER OPINION CHAMBER OPINION
As I sat having lunch one Saturday in Kingsbridge, the tide was coming in. I’ve always lived inland, and so I was amazed at the abundance of life that stirred on the rising tide. Large fish returned to their high tide grazing grounds, shoals of small fish arose from hiding in the shallows, and birds quickly gathered to feed on the fish, worms and molluscs breaking cover from the mud. As the sun danced upon the water it was not difficult to understand the claim that the South West’s quality of life is the best in Britain. One evening in the dining suite at Bond Dickinson we looked out upon Plymouth below. Business leaders who had worked many years in the city pointed out many areas of regeneration. All had the same story to tell: Plymouth is a city on the up, with regeneration visibly accelerating, both on the waterfront and across the city. My first visit to the council offices reinforced
this impression of energetic determination to grow the city. Just as the Government’s Industrial Strategy emphasises the importance of regional growth and prosperity for all, our city is committed to growth in population and wealth creation. Plymouth has evolved from being a maritime city, when the navy and the docks were the major employers, to a time when the biggest employers are the hospital and universities. But the new era of economic growth requires rapid and considerable private sector growth. But is such growth feasible?
Local MPs have reassured me that over the next few years, new trains, a new station in Plymouth and Wi-Fi available throughout the train journey will bring significant improvements. But while the road and rail networks still need more investment, the internet is pivotal to economic growth in the region. I was therefore delighted to discover that Plymouth is a leading city for superfast broadband. Internet infrastructure is not enough. Meetings
THE POLITICAL POLICIES THAT AFFECT THE REGION
Partners in prosperity Professor Rob Warner
‘With sufficient start-ups a city can become a
me-too location, a happening place, a magnet for inward investment’
bottom line is informed by how we treat our suppliers, our workforce and the
environment? The second is staff well-being: some London law firms are notorious for
taking on bright young graduates, working them 24-7, and then
recruiting the next generation when they
with business leaders have confirmed there is a significant skills shortage across the region. Employers enjoy strong recruitment of ‘returners’ who have moved away to establish their career but have always intended to return home. But there are not yet enough highly skilled professionals within the region. And Brexit is expected to make things worse, with unsettled European workers wondering whether to go home, unsure if they are wanted here any more. The skills shortage will put growing pressures
on firms away from London and the South East, where salaries and additional incentives remain much higher. One senior Devon executive suggested to me that in addition to the quality of life in the region, there is a growing appetite to explore two dimensions of added value in the workplace. The first is ethical: what does it mean to shape a values-driven business, where the
12 Chamber Profile September/October 2017
are too exhausted to continue. Would it enhance the retention of our best staff if we developed programmes of enhanced well-being, creating a sense of community and wellness at work? Some companies are using Marjon’s health and wellbeing programmes and back-pain clinics to support their teams. Cities experience a tipping point with the
growth of digital and creative industries. With sufficient start-ups a city can become a me-too location, a happening place, a magnet for inward investment. My impression is that Plymouth is reaching that point with the creative industries, recognised by the rising tide of investment from the Arts Council. The region wants to achieve a similar quantum leap in digital industries. We can work to become a prime employment location not just for returners, but for highly skilled workers migrating to the California of England. And we want to convince more young graduates there’s no better place to start their companies and careers. I’ve moved to a city on the up, a city that is
gathering a sense of self-confidence for a new era of ambitious growth. And I’m excited about that. But we have a resource on our doorstep
that is not yet sufficiently tapped. Devon and Cornwall have higher A level results than the UK average, but a lower proportion of our 18-year- olds go on to University. We need to capture their imaginations that a degree can open doors to highly skilled careers that will otherwise remain out of reach. Marjon began 180 years ago in London as a
teacher training college. We have long developed our partnerships with schools and government data reported in 2017 that our teaching graduates earn the highest salaries five years after graduation of all young teachers in the South West and Wales. I’d like to explore with local businesses whether we can work together to develop equivalent fast-track programmes to equip career-ready young graduates, empowered for success through innovative degrees, regular and productive industry placements and career coaching by business leaders alongside their studies. The rising tide of city and regional prosperity
requires new partnerships between local and national politicians, the public and private sectors and with education providers. My ambition its that Plymouth Marjon University will develop creative new partnerships with businesses to play our part to the full in the success of our city and counties.
Professor Rob Warner Vice Chancellor, Plymouth Marjon University
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32
