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Local Industrial Strategy

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Local Industrial Strategy Cumbria… Scotland the place to grow Edinburgh Glasgow Cumbria Carlisle Newcastle Workington Penrith Whitehaven Kendal Leeds Liverpool Manchester Nottingham Birmingham England Wales London Bristol Cumbria’s Local Industrial Strategy MARCH 2019 DEVELOPING A LOCAL INDUSTRIAL STRATEGY FOR CUMBRIA James Cropper plc A spectrum in paper toContents rival any rainbow James Cropper is a name synonymousTable of with Contents James Cropper, which became a publicly quoted industry in South Lakeland, a company that proudly company back in 1951, is still seen very much as an 1. Scope and purpose of the Industrial Strategy 3 traces a direct line of paper manufacturing heritage independent business and Mark Cropper, like his in the district back to 1753. 2. Our 10-year visionfather, for Cumbria, is still a hands-on key objectives Chairman. and targets 7 Croppers, as they are affectionately referred to, are Mark Cropper adds “Being involved in making things one of the world’s foremost manufacturers3. Why of Cumbria mattersis intensely satisfying and the challenge of14 continuing specialist and highly coloured papers4. Theand supplyeconomic a overviewto manufacture products that fit every parameter23 - customer base spanning more than 50 countries with safety, environment, customer needs and of course, a product range which includes everything5. Promoting from Cumbriaprofitability, as a great ensures place that our work will continue33 to papers for books and bindings, to6. picture Innovation framing and ideaschallenge and evolve. We are proud of the35 fact that and archival grades, to papers and board for many aspects of our operations are truly world-class, premium packaging of luxury goods.7. People and skills reflecting our long term policy of continual43 investment.” 8. Business environment 51 Most famously, James Cropper manufacture the Along with significant investment in machinery, staff bright red paper stock for the Royal9. BritishInfrastructure Legion’s and the Burneside manufacturing site, James61 Cropper poppies, produced each year in remembrance10. Places of have also ensured they stay at the front of 71innovation in those from the armed forces that have lost their lives terms of process technology and colour science. With in wars and conflicts. 11. Governance andcustomers delivery demanding arrangements ever greater choice78 (ranging 12. Investment planningfrom matching the colour of a leaf to intensely80 coloured The first James Cropper took over the Burneside board suitable for direct contact with food), so the and Cowan Head mills in 1845 and13. since Appendix then six A: Our developmentpolicy asks team rise to the challenge. With82 deep generations of the Cropper family14. have Appendix been at the B: Cumbria’scolours beingsector a signature skills needs of Croppers, their85 library helm, with Mark Cropper the current Chairman. boasts over 3,500 live shades and computerised 15. Appendix C: Cumbria’smatching key of another sectors 12,700. 87 Phil Wild, CEO of James Cropper16. PLC, Appendix tells us D: Key place opportunities more about the workforce: “Our companyand ethos challenges is A company which has also embraced and93 encouraged based on family values and hard work. The company diversification, in 1986 James Cropper PLC formed strives for high standards in everything17. Appendix we do and aE: lot Links Technical between Fibre Borderlands Products, a wholly owned subsidiary of this is down to a heritage of innovation,and investment the LIS company based alongside the main Mill but96 who and resilience.” are far removed from traditional paper-making. 2 CUMBRIA LOCAL ENTERPRISE PARTNERSHIP DEVELOPING A LOCAL INDUSTRIAL STRATEGY FOR CUMBRIA 1? 1. Scope and purpose of the Industrial Strategy 1.1 The Government produced its national Industrial Strategy in November 2017, which outlined plans for an economy that “boosts productivity and earning power throughout the UK”. In Cumbria we interpret this as ‘inclusive growth’, making sure that our people and places prosper alongside our businesses and economy. 1.2 The strategy sets out five foundations of productivity, described as “the essential attributes of every successful economy”, which are: • Ideas: the world’s most innovative economy • People: good jobs and greater earning power for all • Infrastructure: a major upgrade to the UK’s infrastructure • Business environment: the best place to start and grow a business • Places: prosperous communities across the UK. 1.3 The Industrial Strategy also sets out four Grand Challenges which are: • Artificial Intelligence (AI) and the data economy: to put the UK at the forefront of the artificial intelligence and data revolution • Clean growth: to maximise the advantages for UK industry from the global shift to clean growth • Future of mobility: to become a world leader in the way people, goods and services move • Ageing society: to harness the power of innovation to help meet the needs of an ageing society. 3 CUMBRIA LOCAL ENTERPRISE PARTNERSHIP DEVELOPING A LOCAL INDUSTRIAL STRATEGY FOR CUMBRIA 1 1.4 The Industrial Strategy also made it clear that Local Industrial Strategies are a key mechanism to take forward the national Industrial Strategy, stating that Local Industrial Strategies (LIS) will: • Be developed locally and agreed with government • Be long-term, based on clear evidence, and aligned to the national Industrial Strategy • Identify local strengths and challenges, future opportunities and the action needed to boost productivity, earning power and competitiveness • Help identify priorities to improve skills, increase innovation and enhance infrastructure and business growth, which will guide the use of local funding streams and any spending from national schemes. What are we doing in Cumbria? 1.5 Cumbria Local Enterprise Partnership (CLEP) is one of 38 LEPs who are business-led partnerships between the private and public sector, with responsibility for steering growth strategically in local communities and driving inclusive growth, increasing prosperity and improving productivity. 1.6 CLEP has worked with all of our partners to develop Cumbria’s LIS in response to the national Industrial Strategy. The timing was right to do this as our first Strategic Economic Plan was launched in 2014, over five years ago. A major review was needed given that much has changed during that time. The progress CLEP and partners have made in implementing the SEP is summarised below. 1.7 The SEP has been underpinned by a number of important accompanying documents: the Skills Investment Plan, the Infrastructure Plan and the Rural and Visitor Economy Growth Plan. These are all being re-aligned with the LIS, with the recently completed Energy Plan already framed around the five drivers of productivity and the clean growth Grand Challenge. 1.8 The LIS has been produced following extensive consultation and feedback from June 2018 to March 2019 which have helped shape the strategy. This LIS sets out the vision for Cumbria, five strategic objectives for the county with associated targets, and a number of supporting priorities. It is not however an action plan or business plan for specific activity by the LEP and its partners. A supporting action plan and work programmes are being developed to ensure that the ambition, strategic objectives and priorities are delivered. 4 CUMBRIA LOCAL ENTERPRISE PARTNERSHIP DEVELOPING A LOCAL INDUSTRIAL STRATEGY FOR CUMBRIA 1 Table 1.1: Progress in our 2014 Strategic Economic Plan areas Element Progress supported by Cumbria LEP and our partners Key focus/ • Launch of Enterprise Zone at Kingmoor Park, Carlisle with around 70 four prongs: hectares of development land Advanced • Development of National Centre for Nuclear Skills (Lakes College) manufacturing • Advanced Manufacturing and Technology Centre –Furness College and growth/ at Carlisle College Nuclear • Successful bid for World Heritage Site status for Lake District and energy excellence/ • Significant growth in visitor numbers and spend in Cumbria and investment Vibrant rural in better quality hotel and other accommodation and visitor • Investment in improved cultural facilities in Windermere, Grasmere, Kendal economy/ and Whitehaven Strategic • Investment in Cockermouth to improve flood defences for key advanced connectivity manufacturing firms of the M6 • Housing and employment sites unlocked along the M6 corridor Corridor • Successful bid for a Food Enterprise Zone around Penrith, Appleby, Alston and Kirkby Stephen Four economic • Successful roll-out of Connecting Cumbria super-fast broadband drivers: • Development of the Cumbria Growth Hub Business • Development of the Rural Growth Network Support, Skills Development; • Road improvements to the A590 Infrastructure • £2m Port of Workington access bridge Improvements; • Carlisle Airport £15 million invested by the public and private sector to and enable airport to open for commercial services in 2019 Environmental • Industrial estate access improvement at Gillwilly (Penrith) and Durranhill Sustainability (Carlisle) • £7m investment in Barrow Waterfront Business Park to open up the site for businesses central road access to the Marina Village for housing / mixed use development • Station hubs at Maryport and Workington • Establishment of the Eco-innovation Hub 5 CUMBRIA LOCAL ENTERPRISE PARTNERSHIP DEVELOPING A LOCAL INDUSTRIAL STRATEGY FOR CUMBRIA 1 How the LIS links to other strategies 1.9 The LIS provides Cumbria’s contribution to the national Industrial Strategy, outlining our place in delivering the things
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