DOCSLIB.ORG

2020 National Delegate Conference UNISON PRELIMINARY AGENDA

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2020 National Delegate Conference UNISON PRELIMINARY AGENDA 2020 National Delegate Conference UNISON PRELIMINARY AGENDA Brighton Centre 16 Jun 2020 19 Jun 2020 Organising and Recruitment Organisation and Development 1. Growing Activism in the Union Conference congratulates all activists who have worked hard to ensure that once again ended the previous calendar year in net growth. This is a remarkable achievement given the continuing environment of attacks against workers who deliver public services by increasingly hostile employers as well as large parts of the media who disparage attempts by working people to combine together in trade unions. Conference fully recognises, however, that recruitment is but one side of the union coin. Organising is also key to the growth of the union. Without strong organisation and visibility of the union these membership gains will be vulnerable to short and medium-term attacks by employers and the Government. Building strong organisation or, in other words, building more power for our members in the workplace means encouraging more new and existing members to take an active role within the union. Conference therefore calls on the National Executive Council to: 1) Carry out a full review of all activities across the union designed to identify and develop more activity from members; 2) Report back to 2021 National Delegate Conference setting out a three year plan to increase the number of members taking an active role within the union. The plan should include appropriate educational support for existing and future activists as well as agreed regional and service group targets; 3) Develop an immediate national campaign to encourage more members to become more active within the union; 4) More closely align and monitor organising activities as part of the very successful marketing campaign and recruitment months. National Executive Council 2. Supporting Activists Wellbeing Conference understands the large scale harm to members caused by work related stress, and recognises that mental health issues are reported to affect one in three of us throughout our lifetime. Conference notes that facility time for UNISON representatives has been under attack for over a decade. As the amount of facility time is reduced so the pressure on Page 1 of 160 2020 National Delegate Conference UNISON PRELIMINARY AGENDA existing activists and branches increases, particularly within continued austerity agenda funding levels and the post 2019 general election climate. There are greater pressures on activists across all workplaces through restructuring, redundancy, outsourcing and other efficiency and budget reduction activities. UNISON recognises the impact of all these stresses and more, on all members and provides a branch framework that supports them through the development of workplace contacts, stewards, officers, self-organised groups, education and There for You. Activists are also subject to the same pressures and stresses as other members but may be at risk of vicarious trauma and associated impacts on wellbeing through the support and representation they provide to their comrades. Although there is an activist mentor system in many branches, a number still face a growing burden on their personal time to complete support and representation. This has often been a pressing issue for UNISON activists but is of increasing concern within the contemporary socioeconomic and political climate. Conference will also recognise that many activists, performing vital officer roles, do not have any access to facilities time for these functions. Whilst this motion recognises this is as per current legislation we also ask Conference to note that the pressures on such roles has dramatically increased via the "conscious cruelty" of our current societal landscape. Bournemouth Christchurch Poole Branch recognises the importance of effective, professional and focused support and has, therefore, funded restorative supervision for key activists to mitigate some of the risks to wellbeing - but it cannot find the funds to broaden this out or provide it in the long term. Other branches may find themselves already unable to meet their current expenses and also pay for this vital service – a need which is created by the hostile environment in which UNISON activists organise. Conference, therefore, calls on the National Executive Council to: 1) Hold an effectively evaluated and published root and branch review, of the current need, provision and quality of appropriate and regular support that seeks to safeguard the wellbeing of all activists; 2) Develop, prioritise and publish a plan, that contains actions beyond facilitated debate and training on this topic, to ensure the provision of appropriate and regular support that seeks to safeguard the wellbeing of all activists; 3) Consult regional convenors, self-organised groups and service groups in the development of points 1) and 2) above; 4) Develop, prioritise and publish a delivery model, that contains actions beyond facilitated debate and training on this topic, for the provision of high quality, appropriate and regular support that seeks to safeguard the mental wellbeing of all activists; Page 2 of 160 2020 National Delegate Conference UNISON PRELIMINARY AGENDA 5) Report to National Delegate Conference 2021 on the published review, plan and model and to clearly identify the work undertaken and the outcomes secured as a result. Bournemouth Christchurch and Poole 3. Strategic Organising Conference notes that Strategic Organising Units nationally and regionally have helped branches grow their members power to win fights in the workplace. Branches who have benefited from training on Strategic Organising and have seen positive results for their members, for example at George Elliot Hospital. Conference hopes that where required all branches can benefit from sustainable training around Strategic Organising. Conference calls on the National Executive Council to work with all regions and service groups in the development of a national strategy for Strategic Organising Training. Conference recognises that our activists need to be able access relevant training and also have the tools needed to provide that training to their members. This national strategy should identify training to be applied across all areas of our union (branches, service groups, regional committees/forums and self-organised groups), including: 1) Develop a package of training that can be run across the union in Strategic Organising; 2) Ensure that the training includes producing training materials for activists to help them build the knowledge and skills needed to use Strategic Organising techniques; 3) Additionally, provide training to branches, service groups, regional committees/forums and self-organised groups so that they have the tools needed to train their members in Strategic Organising techniques. Staffordshire University Education and Training 4. Combatting the Rise of Discrimination Through Activist Training Conference notes with alarm the rise in discrimination in the workplace and in society. The number of reported hate crimes has more than doubled between 2013 and 2019 according to Home Office figures, and a Citizens UK survey suggests that these may represent as little as thirty percent of the true figure. Meanwhile, nearly half of Black employees and two thirds of LGBT+ employees in the UK consider their employer not to be committed to diversity. Conference notes that our own surveys and evidence from service groups, self- organised groups, branches, and regions, also report a rise in racism and other forms of discrimination in the workplace. Often this discrimination is institutional but more and more it is blatant abuse, coming from service users, colleagues, or members of the public. In these challenging times our members need to be confident that their union will be able to protect and support them, particularly those members Page 3 of 160 2020 National Delegate Conference UNISON PRELIMINARY AGENDA that work in privatised and fragmented services such as social care, catering and cleaning who tend to be a more vulnerable workforce. Challenging discrimination and winning equality is at the heart of everything UNISON does. UNISON aspires to work towards a fairer society, beginning with the workplace. Therefore, UNISON has a duty to ensure that our activists are trained and equipped with the knowledge and skills to recognise workplace discrimination and the confidence to challenge it. That duty also extends to ensuring that our member learning programmes do not only offer development opportunities to members but also educate and inform members to engage and participate in UNISON so they too take up the fight against bigotry, prejudice, and discrimination in all its forms. Many UNISON members find their way into union activism through involvement in one of the self-organised groups or the young members’ forum. Conference commends initiatives, such as the North West’s Moving On: Life After Young Members, which seek to ensure that these members are equipped and encouraged to become involved in the union beyond those groups. Conference also believes that UNISON needs to continue to work to ensure that learning and organising is embedded in every workplace. Conference welcomes UNISON’s decision to identify schools, early years, and social care as its national organising priorities, recognising that staff in these sectors are more likely to be women, Black, a migrant worker, or on low pay and are often employed under precarious contracts. These are among the groups that
Load more

Recommended publications
  • ECON Thesaurus on Brexit
    STUDY Requested by the ECON Committee ECON Thesaurus on Brexit Fourth edition Policy Department for Economic, Scientific and Quality of Life Policies Authors: Stephanie Honnefelder, Doris Kolassa, Sophia Gernert, Roberto Silvestri Directorate General for Internal Policies of the Union July 2017 EN DIRECTORATE GENERAL FOR INTERNAL POLICIES POLICY DEPARTMENT A: ECONOMIC AND SCIENTIFIC POLICY ECON Thesaurus on Brexit Fourth edition Abstract This thesaurus is a collection of ECON related articles, papers and studies on the possible withdrawal of the UK from the EU. Recent literature from various sources is categorised, chronologically listed – while keeping the content of previous editions - and briefly summarised. To facilitate the use of this tool and to allow an easy access, certain documents may appear in more than one category. The thesaurus is non-exhaustive and may be updated. This document was provided by Policy Department A at the request of the ECON Committee. IP/A/ECON/2017-15 July 2017 PE 607.326 EN This document was requested by the European Parliament's Committee on Economic and Monetary Affairs. AUTHORS Stephanie HONNEFELDER Doris KOLASSA Sophia GERNERT, trainee Roberto SILVESTRI, trainee RESPONSIBLE ADMINISTRATOR Stephanie HONNEFELDER Policy Department A: Economic and Scientific Policy European Parliament B-1047 Brussels E-mail: [email protected] LINGUISTIC VERSIONS Original: EN ABOUT THE EDITOR Policy departments provide in-house and external expertise to support EP committees and other parliamentary bodies
    [Show full text]
  • Cyber Security and Manufacturing Foreword
    In partnership with: A BRIEFING FOR MANUFACTURERS BY MAKE UK MakeUK.org CYBER SECURITY AND MANUFACTURING FOREWORD A comprehensive approach to cyber security is not something that manufacturers can afford to ignore. Last year, for the first time, Make UK assessed the cyber security resilience of our sector across the UK. Our findings revealed a community increasingly alive to this risk, but with a hugely varying degree of preparedness in response. Since then the threat has continued to grow, but the response from manufacturers remains inconsistent. In the intervening time Make UK has not only renewed our findings, but we have designed and launched a suite of services specifically designed for manufacturers to assess their cyber security risk and do something about it. This is critical to our business. The 4th Industrial Revolution represents unprecedented opportunity through digitisation. But that very openness brings with it increased risk. The threat from cyber-attack is a major barrier to business and growth; threatening loss of data, theft of capital and intellectual property, disruption to business, and impact on trading reputation. As the UK’s voice of manufacturing, Make UK is playing its role in supporting our members in the face of this challenge. In partnership with Vauban Group, our new services are designed to help businesses quantify their cyber security risk and take affirmative action to mitigate against it. They will also help members demonstrate their cyber security safeguards to customers and suppliers, an ever more necessary requirement for businesses to operate in our sector. Cyber security is not a threat that manufacturers can avoid by remaining analogue.
    [Show full text]
  • 2020 Insight Influence Impact
    2020 INSIGHT, INFLUENCE AND IMPACT MakeUK.org 2020 INSIGHT, INFLUENCE AND IMPACT M1 Summary SUMMARY At Make UK we know the value the UK manufacturing sector has in creating jobs, boosting productivity, powering economic growth and delivering shared opportunity in every region of the UK. The UK manufacturing sector has yet again demonstrated its This year we set out our ambition to support manufacturers importance to our economy in 2020. Throughout the Covid-19 in building a digital, global and green future. By backing pandemic the sector has risen to the immediate challenges manufacturing and making your voice heard, we have and responded - staying operational and protecting as many shown that it is manufacturers who are leading the charge jobs as possible, all while continuing to lead from the front on in adopting digitalisation, it is manufacturers who are the big issues impacting us all like digitalisation and climate developing the green technologies and innovations to protect change. our planet, and it is manufacturers who are recruiting and training the next generation of talent to lead our businesses. And this has rightly been recognised by Government, MPs Whilst the pandemic may have temporarily slowed the and the public alike. progress we have made on these generational issues, our sector is moving in the right direction and importantly pressing ahead. “ At this unprecedented time for the UK I want to pay tribute to you for the work you are doing to But we cannot shy away from the fact we are now faced with a triple threat in 2021: responding to the continued threat keep the UK economy going.
    [Show full text]
  • Business Plan 2019/20 Business Plan 2019/20
    Business Plan 2019/20 Business Plan 2019/20 © Financial Conduct Authority 2019 12 Endeavour Square London E20 1JN Telephone: +44 (0)20 7066 1000 Website: www.fca.org.uk All rights reserved Business Plan Contents 1 Chair’s foreword 2 2 Chief Executive’s introduction 4 3 Our role 6 4 Our priority work for the year ahead 8 5 Cross-sector priorities 11 EU Withdrawal and International engagement 12 Firms’ culture and governance 13 Operational resilience 15 Financial crime (fraud & scams) and anti-money laundering (AML) 18 Fair treatment of existing customers 20 Innovation, data and data ethics 22 Demographic change 24 The future of regulation 26 6 Sector priorities 28 Investment management 28 Retail lending 30 Pensions and retirement income 33 Retail investments 36 Retail banking 38 General insurance and protection 40 Wholesale financial markets 43 7 How we operate 47 Annex 1 Update on market-based activity 51 Annex 2 FCA organisational chart 53 1 Financial Conduct Authority | Business Plan 2019/20 Chapter 1 | Chair’s foreword Chair’s foreword Charles Randell Change is here to stay for all of us: for financial markets and firms, consumers of financial services and financial regulators. Change brings both risks and opportunities to the FCA’s objectives of protecting consumers, ensuring market integrity and promoting effective competition. Technology is changing the way that opportunities to make UK regulation smarter, financial firms do business and the way focusing more on the outcomes we want to that consumers engage with their financial achieve. decisions. Technology change brings risks to the operational resilience of our financial And public expectations are changing, reflecting system and to the accountability of firms for fears of greater uncertainty in employment the effects of decisions taken by machines.
    [Show full text]
  • Independent Commission on Banking: Final Report
    House of Commons Treasury Committee Independent Commission on Banking: Final Report Written Evidence Only those submissions written specifically for the Committee for the inquiry into the ICB’s Final Report and accepted as written evidence are included. List of written evidence Page 1 Campaign for Community Banking Services 3 2 Finance and Leasing Association 8 3 Unite the Union 10 4 Lloyds Banking Group 14 5 Building Societies Association 21 6 Financial Services Consumer Panel 26 7 ICAEW 33 8 CBI 39 9 Nationwide Building Society 44 10 Consumer Focus 48 11 British Bankers’ Association 56 12 Association of Corporate Treasurers 66 13 Royal Bank of Scotland 72 14 Barclays 74 3 Written evidence submitted by the Campaign for Community Banking Services (CCBS) EXECUTIVE SUMMARY The ICB declined (8.44) to make any recommendations in the area of branch network access, specifically on neutral shared branches and improvements to IBAAs (inter-bank agency agreements) , recommended by the Treasury Committee to the Commission for consideration as potential solutions to an important barrier to entry and competition in the retail banking market. This submission examines ICB’s flawed and incomplete analysis of IBAAs, neutral shared branches and post office access upon which its ‘no action’ decision was made and suggests there is now an urgent need for government to consider not only the competition problem with regard to branch networks, but also the issue of escalating branch closures in the social contexts of community sustainability, financial inclusion and carbon reduction. We also comment upon ICB’s weak stance on creation of a strong challenger to the established banks, putting too much emphasis on a combination of the ‘Verde’ assortment and the NAB subsidiaries which would result in at least 50% of its branches being in Scotland and the North of England and five cultures to unify whilst being expected to take on the incumbent banks.
    [Show full text]
  • "Sticks Or Carrots? How to Make British Banks More Socially Responsible"
    Sticks or carrots? How to make British Banks more socially responsible Item Type Article Authors Kapsis, Ilias Citation Kapsis I (2019) Sticks or carrots? How to make British Banks more socially responsible. Business Law Review. 40(2): 38-48. Rights (c) 2019 Wolters Kluwer. Reprinted from Business Law Review, vol 40, pp 38-48 with permission of Kluwer Law International. Download date 02/10/2021 09:41:16 Link to Item http://hdl.handle.net/10454/16737 Final Name of author: Dr Ilias Kapsis, Senior Lecturer in Law, Faculty of Management, Law and Social Sciences University of Bradford, Bradford, West Yorkshire, BD7 1DP Author biography: Dr Ilias Kapsis is a Senior Lecturer in the Law School of the University for Bradford, United King- dom. His research interests include Banking & Finance Law, Law of Sustainable Development and Competition Law. "Sticks or carrots? How to make British Banks more socially responsible". Abstract The relationship between banks and society in UK remains fragile more than 10 years after the fi- nancial crisis. The level of public mistrust, though lower than in the aftermath of the crisis, still re- mains at unsatisfactory levels especially as scandals continue to plague the sector. This raises the question of the effectiveness of reforms adopted in UK during the past 10 years to improve the pub- lic oversight of banks and change their culture. The reforms resulted in a significant expansion of the scope of financial regulation through the adoption of large numbers of new rules with binding effect on banks. In addition, new supervisory bodies were created to more closely monitor bank ac- tivities.
    [Show full text]
  • Sizing up the City – London’S Ranking As a Financial Centre CSFI Centre for the Study of Financial Innovation
    Sizing up the City – London’s Ranking as a Financial Centre Sizing up the City – London’s CSFI Centre for the Study of Financial Innovation Sizing up the City – London’s Ranking as a Financial Centre June 2003 June2003 CSFI Centre for the Study of Financial Innovation Sizing up the City – London’s Ranking as a Financial Centre Authors Centre for the Study of Financial Innovation 5 Derby Street London, W1J 7AB Telephone +44 (0)20 7493 0173 Fax +44 (0)20 7493 0190 Email [email protected] June 2003 Sizing up the City: London’s Ranking as a Financial Centre is published by the Corporation of London. This report was written by David Lascelles, with research assistance from Denis Lapotko and Mark Pitcher, from the Centre for the Study of Financial Innovation. Consultant to the project was Benedikt Koehler. This report is intended as a basis for discussion. While every effort has been made to ensure the accuracy of the material in this report, the authors, the Centre for the Study of Financial Innovation and the Corporation of London will not be liable for any loss or damages incurred through the use of this report. June 2003 © Corporation of London PO Box 270, Guildhall London EC2P 2EJ The Centre for the Study of Financial Innovation is a non-profit think-tank, established in 1993 to look at future developments in the international financial field - particularly from the point of view of practitioners. Its US affiliate, the New York CSFI, was set up in 2002. The goals of both institutions include identifying new areas of business, flagging areas of danger and provoking a debate about key financial issues.
    [Show full text]
  • Budget 2021 Protecting the Jobs and Livelihoods of the British People
    BUDGET 2021 PROTECTING THE JOBS AND LIVELIHOODS OF THE BRITISH PEOPLE Return to an order of the House of Commons dated 3 March 2021 Copy of the Budget Report – March 2021 as laid before the House of Commons by the Chancellor of the Exchequer when opening the Budget. Jesse Norman Her Majesty’s Treasury 3 March 2021 Ordered by the House of Commons to be printed 3 March 2021 HC 1226 © Crown copyright 2021 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at www.gov.uk/official-documents Any enquiries regarding this publication should be sent to us at [email protected] ISBN 978-1-5286-2394-0 CCS0121882386 03/21 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office The Budget report is presented pursuant to section 2 of the Budget Responsibility and National Audit Act 2011 and in accordance with the Charter for Budget Responsibility. Contents Page Executive Summary 1 Budget Report Chapter 1 Economy and public finances 9 Chapter 2 Policy decisions 41 Chapter 3 Budget for the whole United Kingdom 65 Annex A Responding to COVID-19 75 Annex B Financing 87 Annex C OBR’s Economic and Fiscal Outlook: selected tables 91 List of abbreviations 99 List of tables 101 List of charts 102 Budget 2021 Budget 2021 Executive summary The Budget follows a year of extraordinary economic challenge as a result of the ongoing COVID-19 pandemic.
    [Show full text]
  • Form AR27 Trade Union and Labour Relations (Consolidation) Act 1992
    Do Not Staple Form AR27 Trade Union and Labour Relations (Consolidation) Act 1992 Annual Return for an Employers' Association Name of Employers’ Association: EEF Limited Year ended: 31 December 2019 List No: 255E Head or Main Office: Broadway House Tothill Street London Postcode SW1H 9NQ Website address (if available) www.makeuk.org Has the address changed during the year to which the return relates? Yes No X ('X' in appropriate box) General Secretary: Stephen Phipson CEO Contact name for queries regarding the completion of this return: Richard Greenway Finance Director Telephone Number: 0121 456 0218 E-mail: [email protected] Please follow the guidance notes in the completion of this return Any difficulties or problems in the completion of this return should be directed to the Certification Office as below or by telephone to: 0330 1093602 You should sent the annual return to the following address stating the name of the union in subject: For Employers’ Associations based in England and Wales: [email protected] For Employers’ Associations based in Scotland: [email protected] P1 Contents Employers' Association's details.…………………….………………………………………………………………………………….…….1 Return of members………………………………..………………….………………………………………………………………………………2 Change of officers…………………………………………………………………………...………………………………………………………..2 Officers in post………………………………………………..….………………..……………………………….....………………………………2a Revenue Account/General Fund……….………………………………...………….……………………....……………………………….3 Accounts other than the revenue account/general fund………………..………..……..……….…….………………………4-6
    [Show full text]
  • Business Plan 2012-2015 Business, Innovation and Skills
    Business Plan 2012-2015 Business, Innovation and Skills 31 May 2012 Annexes The 2012 Business Plan, and its reporting through the No.10 website, have been streamlined to focus on the Government‟s structural reforms. These annexes contain information on cross-Government priorities, additional reform actions and actions from the 2011 business plan that are now complete. The Government will not report systematically on the No.10 website against the activities listed in these annexes, although overall progress will be reported through other publications, such as the Annual Report and Accounts, the Budget and a progress report on sustainable development. Contents: Annex A: Cross-Government priorities .................. 2 Annex B: Additional departmental actions ........... 16 Annex C: Completed structural reform actions .... 21 Annex A) Cross-government priorities The Government is committed to driving progress of a number of shared priorities across different departments. BIS is contributing to these priorities through the commitments listed below. Where set out, numbers in brackets refer to the position of actions in the Structural Reform Plan section of the Business Plan. 1. Growth Promote competitiveness in areas of comparative advantage for the UK, to ensure that the country is not so dependent on a narrow range of economic sectors Launch up to 3 pilots offering undergraduates access to mentoring support drawn from the existing network of STEM Ambassadors to give undergraduates insight into STEM occupations and raise the profile of the
    [Show full text]
  • Promoting UK Cyber-Prosperity Through Economics Transcript
    Promoting UK Cyber-Prosperity Through Economics Transcript Date: Monday, 18 January 2016 - 4:00PM Location: Barnard's Inn Hall 18 January 2016 Promoting UK Cyber-Prosperity Through Economics Professor Michael Mainelli Overview In the face of rapidly growing cyber-risk, the tools of public and private economics can play a major role. Two such tools deserve greater attention, insurance and policy performance bonds. Making 'cyber' a 'normal' insurable risk by helping insurers insure themselves to insure others should aid UK cyber-prosperity. This lecture explores cyber insurance and the possible role of a government sponsored (though not government underwritten) Cyber Re. Cyber policy performance guarantees might also have a role to play in assuring business of government commitment, as well as helping to underpin cyber insurance. Both ideas might help democracies handle the security risks of cyberspace. Good afternoon Ladies and Gentlemen. There are many perspectives on cyberspace from technical to social to security to democracy. This afternoon I would like to explore the economics. I intend to emphasise the way in which economics might be deployed to help free market economies towards cyber prosperity. Much of this talk melds two pieces of work. The first piece of work was a report published last year, "Promoting UK Cyber Prosperity: Public Private Cyber Catastrophe Reinsurance". The second piece of work is our ongoing examination of money and government finance within Long Finance. Long Finance is a Gresham College, City of London Corporation, and Z/Yen initiative to move answer the question, "When would we know our financial system is working?" I will attempt to explore three questions in my thirty minutes: ¨ What are the economics of cyber? ¨ What are the risks of cyber? ¨ How can we use economics to promote cyber prosperity? Before tackling the questions, I thought I might just touch on my background.
    [Show full text]
  • The Future of Growth Capital Report
    THE FUTURE OF GROWTH CAPITAL REPORT WITH SUPPORT FROM INVESTORS, INDUSTRY AND THE BUSINESS ACTION COUNCIL AUGUST 2020 THE FUTURE OF GROWTH CAPITAL REPORT THE FUTURE OF GROWTH CAPITAL REPORT Deloitte Innovate Finance ScaleUp Institute CONTENTS Deloitte is a leading global provider Innovate Finance is the independent The ScaleUp Institute is a private of audit and assurance, consulting, industry body that represents sector-led, not-for-profit organisation financial advisory, risk advisory, and advances the global FinTech focused on collaborating with policy tax, and related services. With community in the UK. Our mission makers, corporates, finance players, more than 150 years of hard work is to accelerate the UK’s leading educators and government at a local and commitment to making a real role in the financial services sector and national level. 03 Foreword difference, our organisation has grown by directly supporting the next 06 Executive Summary in scale and diversity - approximately generation of technology-led Our mission is to help the UK to 10 1. Investor And Growth Finance Landscape 286,000 people in 150 countries and innovators. become the best place in the world 19 2. The Market Failures territories, providing these services to grow a business as well as start one, 22 3. The Gap Explained - yet our shared culture remains the Innovate Finance’s membership ranges and enable our existing high-growth 23 3.1 The Structural Growth Capital Gap Pre-Covid-19 same. Our organisation serves four from seed stage startups and global businesses to scale up even further. 27 3.2 The Cyclical Growth capital gap due to the Covid-19 crisis out of five Fortune Global 500® financial institutions to investors, 30 3.3 New challenges and opportunities going forward companies.
    [Show full text]