London & Partners 2013-14 Business Plan

LONDON & PARTNERS

2013-14 BUSINESS PLAN

Introduction ...... 4 Section 1: Building London’s Reputation ...... 5 1.1 Introduction ...... 5 1.2 Objectives ...... 5 1.3 Strategic Approach ...... 5 1.4 Activities ...... 6 1.5 Key Milestones ...... 8 1.6 Key Performance Indicators ...... 8 Section 2: Operating the Top Level Domain for London ...... 9 2.1 Introduction ...... 9 2.2 Strategic Approach ...... 9 2.3 Activities & Key Milestones...... 10 Section 3: Delivering Economic Benefit ...... 11 3.1 Investors ...... 11 3.2 Exporters ...... 15 3.3 Meetings Organisers and Business Tourists ...... 17 3.4 Major Events Organisers and Goers ...... 21 3.5 Leisure tourists ...... 24 3.6 International Students...... 28 Section 4: Developing an Economic Legacy from the London 2012 Olympic Games ...... 31 4.1 Introduction ...... 31 4.2 Objectives ...... 31 4.3 Strategic Approach ...... 31 4.4 Activities ...... 32 4.5 Key Milestones ...... 32 4.6 Key Performance Indicators ...... 32 Section 5: Operating Effectively & Efficiently ...... 33 5.1 Operational Effectiveness and Efficiency ...... 33 5.2 Key Objectives ...... 33 5.3 Strategic Approach ...... 33 5.4 Milestones ...... 33 5.5 Key Performance Indicators ...... 34 5.6 Growing Commercial Revenue ...... 34 5.7 Key Objectives ...... 34 5.8 Milestones ...... 35 5.9 Key Performance Indicators ...... 35 5.10 Ways of Working ...... 35 Section 6: Budget and KPIs ...... 37 6.1 Summary Key Performance Indicators & Targets ...... 37 6.2 Budget ...... 39 6.3 Staffing ...... 40

6.4 Risks ...... 41 Section 7: Review of last year ...... 44 7.1 Introduction ...... 44 7.2 Building London’s Reputation ...... 44 7.3 Leveraging the 2012 games and its legacy ...... 44 7.4 World capital of business...... 45 7.5 Leading visitor destination ...... 45 7.6 Attracting talent and creativity ...... 45 7.7 Developing our capacity ...... 46 7.8 Performance against KPIs ...... 46

INTRODUCTION Introduction We published our three year strategy for the promotion of London in March 2012 and the analysis on which our strategy is based remains valid. This business plan sets out our activity for the second year of that strategy 2013-14. It is written in seven sections: • Section 1 Building London’s Reputation describes our activities to further enhance London’s reputation on the back of the 2012 Games • Section 2 Operating the Top Level Domain (TLD) for London provides an overview of how we will capitalise on this opportunity • Section 3 Delivering Economic Benefit sets out our activities to attract key audiences to London: Investors; Exporters; Meeting Organisers and Business Tourists; Major Events Organisers and Goers; Leisure Tourists; International Students • Section 4 Developing an Economic Legacy from the London 2012 Olympic Games describes how we will follow up from the summer • Section 5 Operating Effectively & Efficiently sets out how we will use our grant effectively and maximise additional resources • Section 6 Budget & KPIs contains our targets and our budget • Section 7 Review of Last Year reflects on our performance in 2012-13

Our high level Corporate Objectives for the year ahead are: 1. Secure an Olympic legacy: Maximise the benefits of, and demonstrate the return on investment from London 2012 (joint with GLA, LLDC and HMG) 2. Build/ evolve London’s reputation: - update perceptions of London in US, China and India as a leading centre for science and Tech (joint with GLA) - update perceptions of London in US, China, Western Europe, Gulf Countries and Nordics as a centre for culture and creativity (joint with GLA) - position London as a “top of mind destination” for congresses and major events to international events’ organisers 3. Deliver additional economic value: Attract foreign direct investment, leisure tourists, business tourists, congresses and conventions, major sporting and cultural events and international students which deliver £226m additional gross value added (GVA), create 4000 jobs and support 26,500 jobs. 4. Support GLA and business stakeholders’ efforts to maintain and enhance London’s long-term attractiveness for international capital, talent and visitors 5. Help 100 London businesses (including SMEs) to export to international markets (joint with GLA, UKTI and LCCI) 6. Bring together London and national organisations to secure 4 ‘high value opportunities’ (HVOs) for London (joint with GLA and UKTI). HVOs might include, for example - a city-to-city and/ or institution-to-institution collaboration, for example in areas of education, healthcare, governance, or regulation - a significant overseas investment into London infrastructure and/ or land - a significant “consumer facing” investment, such as a new tourist attraction - the relocation of, or significant investment by, a S&P500/ equivalent company - a large scale overseas procurement contract, e.g. major infrastructure, manufacturing and engineering, big supply chain 7. Grow income: Grow commercial revenue to £3.6m, an increase of £1m on 2012/13 8. Manage the London TLD: Create and operate the London TLD profitably and in the public interest 9. Manage stakeholders: Build London & Partners’ reputation as an organisation with which it is desirable to partner.

BUILDING LONDON’S INTERNATIONAL REPUTATION

Section 1: Building London’s Reputation

1.1 Introduction As set out in our strategy, London & Partners was created to position London with a single voice to key international audiences. The 2012 Games has provided the platform and we now have the opportunity to update perceptions and reach new audiences. In the coming year we will be allocating more resources to this area – investing for future jobs and growth.

To ensure London continues to attract investors, visitors and students we have been developing a consistent set of key messages. These will flow through all of our work ensuring that audiences hear the same messages time and time again. This approach will enhance London’s reputation and will lead to increasing numbers of visitors, businesses and students which will in turn lead to jobs and growth for London.

Underpinning our key messages is a core promise, what reward and enrichment audiences get from London – ‘London is where great things start. It breeds curiosity, fuels ambition and equips you to take on the world.’

Our approach is not about general messaging for London. We will be targeting specific priority audiences around specific themes. In this way we will have a measurable impact on the key perceptions which make a difference to individuals and businesses choosing London as a place to invest in, trade with, visit or study.

1.2 Objectives 1. Promote London’s strengths and build London’s reputation, making a measureable difference to perceptions in target markets: - in science (specifically R&D); technology; innovation and creativity (US, China, India) - as a cultural tourism destination (US, China, Western Europe, Nordics, Gulf) 2. Combat negative perceptions about London, making a measureable difference to perceptions on two key issues: - visas (for tourist and students in India, China) - cost perception (for leisure and business tourists in Western Europe, India, China) 3. Create three ‘spikes’ from our activity each quarter which achieve high profile press coverage in international markets 4. Achieve a measurable increase in perceptions of London as a ‘top of mind destination’ for congresses and major events to international events’ organisers 5. Use the newly developed key messages (aligned with the Mayor’s 2020 vision) in all our PR, marketing and sales activities and to begin the process of London promoting itself with a single voice: - use consistent messages in our joint promotional activities with the GLA - use consistent messages in joint activity with 10 major organisations/institutions 6. Use the legacy from the games to promote London, leveraging Olympic venues, welcome/city volunteers and enhanced infrastructure (Western Europe, USA, Australia, BRICs, Gulf) and to demonstrate how London’s economy is benefitting from the legacy of the Games

1.3 Strategic Approach Very targeted to ensure we can achieve measurable results Engage with specific audiences (e.g. journalists/ editors, financial analysts, travel trade industry, families who educate their children overseas, etc.) in a small number of target

BUILDING LONDON’S INTERNATIONAL REPUTATION markets on specific aspects of London in order to shift perceptions from where they are now to our desired position.

Integrated to maximise use of resources Using our newly developed key messages, an integrated multi-channel approach combining research and insights, content development, marketing, communications, external partnerships and stakeholder relationships.

In partnership to multiply our impact We will have a clear focus on developing strategic partnerships with organisations where there is strategic alignment and who wish to work with us take our messages to audiences in our target markets.

Themed to provide time-bound focus and opportunities to generate ‘spikes’ Priority messaging will continue through the year, however, in order to generate maximum impact we propose a themed based approach for partners to be able to engage and plan through a theme/ regional activation calendar and to capitalise on the opportunities for international activation provided by Mayoral trade missions.

Proposed themes are: • Olympic Legacy – lead up to park opening in July and Ride London event in August • Science & Tech – developing value proposition in Q1 & 2 with partners and highlighting in Q3 & 4 • Culture & Creativity – build-up of activity and spotlight around ‘cultural season’ in the autumn • Focus on China – all-encompassing programme with focus on maximising Mayoral mission in Sept/Oct • Gulf – new infrastructure opportunities, maximising Mayoral mission in April

The combating of negative perceptions around visas and cost will be integrated across channels and activities and targeted at appropriate audiences. A ‘spike’ approach is not favoured as it risks being counter-productive by highlighting negative issues.

1.4 Activities Activity Target markets /sectors When the activity is /audiences Olympic Legacy - on-going stories showcasing benefits Venues and city welcome – Run up to park opening from the Games building up to July park Western Europe, USA, with peaks in July and event Australia, BRICs August - significant comms programme around Enhanced infrastructure – Gulf park opening & Ride London - close working with GLA comms and Olympic benefits - Londoners policy teams Science & Tech - develop London's R&D proposition for Business – FDI, trade and Building proposition global science and tech sectors business tourists and partnerships during - market London's distinct Science & US, India, China Q1 & 2 with activity to Tech proposition as a global city highlight in Q3 & 4 - work in partnership with GLA, Sciences & Tech LEP working group, TCIO, Research institutions, One

BUILDING LONDON’S INTERNATIONAL REPUTATION

Nucleus, AHSCs/AHSNs, NHS Global, RCUK international offices (inc SIN), GlobalHE, London Medicine, GMEC, London Academic Forum - communications programme, symposium, host major global events/festivals to put London on the global R&D investment map, awards, press coverage and speaking opportunities, work with GLA to strengthen Mayor's voice Culture & Creativity - segmentation and publishable insights Leisure tourists – US, China, Build up during year into London’s offer Western Europe, Nordics with a specific focus in - close working with GLA cultural team Business tourists – US, Western September and and creative & cultural sectors Europe, China October for London’s major cultural festival - comms programme including press FDI – US, China, EU season trips, road shows - comms & marketing programme bringing new messaging to life at international trade shows, business receptions and in-market events Focus on China - activities around Mayoral mission Across the business: September and including China Business Network FDI and Trade – science and October – pre and post (CBN) conference Tech Mayoral mission - China Business Network (CBN) Business tourism programmes and conferences Leisure tourism - new online presence Students Gulf - maximising the opportunity of Mayoral Business investors - Gulf April and follow up trade mission - promoting new infrastructure opportunities Combatting negative perceptions - benchmark research on visas and Visas – India & China; leisure Throughout the year cost/value and business tourists, students - partnerships with London First, VB, Cost/value – Western Europe UKTI, LUIP, Universities UK, content (business tourists); Western providers and distributors Europe, India, China (leisure - communications programme through tourists); India, China (students) digital, social and mainstream media Consistent messaging - continued messaging and asset London & Partners Q1 will see completion development for use by staff and to collaborate with others and of core messaging. Q2 external partners use clear and consistent roll out through all - developing strategic partnerships messaging for London London & Partners where we use the key messaging in Partners who can support the Q3-4 will be roll out joint initiatives themes for the year with partners Working with GREAT campaign - joining the GREAT Programme Board All our target markets and Aligning plans for and delivery meetings sectors Mayoral missions in - share plans and activities and work to April & Sept/Oct

BUILDING LONDON’S INTERNATIONAL REPUTATION align and capitalise on GREAT Identifying opportunities opportunities during Q1 to be taken - working closely with Visit Britain and forward in Q2-4 UKTI comms & marketing teams in target markets Redeveloping online business marketing channels FDI and Business tourists – all Main redevelopment - creating engaging content and target markets between April and July redeveloping digital channels to Content throughout the showcase London year

1.5 Key Milestones Quarter Milestone Q1 Mayoral Gulf mission – pilot use of London key messaging programme (ideally aligned with GREAT campaign) (April) Q2 QEII Olympic Park opening July 2013 - a number of positive media stories in run up to opening and positive event coverage/promotion in target markets Mayoral China mission – use of London key messages throughout programme aligned with GREAT campaign (Sept/Oct) China Business Network conference (Sept/Oct) *Subject to partners’ funding Cultural tourism – positioning London’s cultural festival season through integrated marketing and communications activities (July-Oct) Launch of redeveloped business digital channels (Sept) Measure reputation’s indirect impact on jobs and growth – correlation between shifts in perception and behaviour (Sept) Q3 Launch of new China specific business digital channels (Dec) Using World Islamic Economic Forum (WIEF) to deliver messages around culture & creativity, science and tech and reach Gulf audiences (Oct) Q4 Positioning of London’s science and tech offer through an integrated marketing & communications campaign (Jan-March) Measurement of perceptions in target markets to assess initial impact (March)

1.6 Key Performance Indicators KPI 2013 -14 target Increase in perception of London, amongst target Three year target to be set in April 2013. audiences, as: We are working with the Reputation Institute on a • a place for science and tech measurement framework. Baseline • a cultural centre measurement expected by March 2013. We will then set a three year target and measure • good value vs. expensive progress annually each March • an easy vs. difficult place to visit regarding

obtaining a visa New measure for communications to replace To be set in April 2013 Advertising Equivalent Value (AVE) and % press We are working with media measurement activity carrying key messages agencies to develop a better measure. This is expected to be in place before the end of March 2013

OPERATING THE TOP LEVEL DOMAIN FOR LONDON

Section 2: Operating the Top Level Domain for London

2.1 Introduction In July 2012, with the support and agreement of the GLA, London & Partners submitted an application to ICANN to operate the top level domain for London - .london.

.london will be operated in the public interest and for the benefit of London and Londoners. It will allow Londoners, businesses, community groups and government agencies to register website urls and use email addresses ending in .london. For example: theatre.london, shopping.london, brandname.london, yourname.london. The London TLD will place London firmly on the map as a pioneering digital city.

.london will be operated on a commercial basis and if successful will provide a revenue stream for international promotion in the capital enabling a reduced reliance on public funds. A wholly owned subsidiary of London & Partners (Dot London Domains Ltd – DLD) has been established to contract with ICANN and with a Registry Services Provider (RSP), Minds & Machines. The subsidiary will produce a business plan for the year which will cover the detail of how the application process with ICANN will be completed, plans for operating the registry, policies, governance, contracting arrangements and financial projections. It is expected this business plan will be available by the end of March 2013.

Therefore this London & Partners’ overall business plan only sets out our overall approach and top level milestones for operating the top level domain for London.

2.2 Strategic Approach .london will enhance the positioning of London A successful launch of .london, high levels of take up and association with major brands will contribute to London & Partners’ objectives to showcase London and enhance London’s reputation in international markets. Businesses and organisations will also generate enhanced promotional and branding opportunities for themselves and the city by using .london domains.

.london will generate benefits for Londoners We will generate benefits for London and Londoners by providing .london domains to individuals and organisation interested in disseminating information, selling goods and services who wish to associate themselves or identify with London.

To ensure community input and buy-in to the operation of .london, we will establish a consultative forum consisting of representatives from key stakeholder groups and experts from: business, higher education, public services, community groups and Internet bodies.

.london will generate commercial benefits for reinvestment We will operate the .london domain on a fully commercial basis, seeking to maximise the returns generated in order for them to be reinvested into the promotion of London to support economic growth and job creation.

.london has a clear governance framework The subsidiary DLD Ltd has a Board currently consisting of three London & Partners Board members and a GLA representative. In addition there will be two key governance structures: – a Steering Group consisting of DLD Board members and representatives nominated by the RSP qualified to advise on technical, financial and marketing

OPERATING THE TOP LEVEL DOMAIN FOR LONDON – a Marketing Committee including representatives from DLD, the RSP and a GLA representative

2.3 Activities & Key Milestones At the time of last year’s business plan, projected timings were for our initial evaluation by ICANN to be completed in November 2012 and a potential earliest go-live date of May 2013.

There have been on-going delays to ICANN’s process and therefore it is still not possible to be accurate about when ICANN will have completed our evaluation and be ready to contract. ICANN are currently processing applications in order of drawing from a ballot and we are 635 th out of almost 2,000 applications.

All timescales below are therefore indicative estimates.

Activity Expe cted timescales Work with ICANN on clarifications through the assessment process Jan – June Identify and recruit required staff Feb - July Develop and approve policies on domain names – reserved, blocked, Feb - April premium, trademarks Contract with ICANN July – Sept Put in place governance and operational structures as set out in agreements Feb – Sept with GLA and Minds & Machines Oversee and ensure Minds & Machines are putting in place technical and Feb - Sept marketing aspects of operation Develop clear plans for successful commercial launch (sunrise, land rush Feb – May and general registration periods) Develop clear plans for using dot.london to enhance promotion of London Feb – April and integrating with other London & Partners activities Test phase pre-launch October – December Dot London launch December

DELIVERING ECONOMIC BENEFIT: INVESTORS

Section 3: Delivering Economic Benefit

3.1 Investors

3.1.1 Introduction Foreign Direct Investment (FDI) is a £500 billion global business which, after a decline in 2010, is growing at about 5% per year. Latest global figures recorded 14,000 projects which created, or safeguarded, 2.2 million jobs. The trend is for the number of projects to increase but the number of jobs created to remain static or fall slightly – a reflection of the shift to technology and service driven FDI that creates lower numbers of higher value jobs.

The UK remains the number one destination for FDI in Europe, attracting 1,000 projects in 2011. The biggest investors in terms of capital and job creation are the USA, China, India and Japan but the UK remains attractive to the majority of global investors. Germany is the largest investor in other EU countries and presents a growth opportunity for London. Some 375 of UK projects came to London and London & Partners were involved in about 220.

We have developed granular value propositions for FDI into London across our key sectors and we are actively working with the Boroughs to develop and market their offer. The Mayor’s office has also outlined the large regeneration and infrastructure projects for which we should be hunting for competitive foreign sources of investment and development expertise. And the continuing reputational spike created by the Olympics provides the platform to capitalise now.

3.1.2 Objectives 1. Attract FDI projects to deliver £85m GVA and create 4,000 jobs and enhance London’s position to continue to attract FDI over the longer term: - At least maintain market share in mature markets – US, Canada, France, Spain, Ireland, Scandinavia, Benelux, Japan, Korea, India - Grow by increasing market share in growing markets – China (including Hong Kong), Germany, Australia - Invest for the future in emerging markets – Malaysia, Turkey, UAE, Brazil, Mexico, Israel, by building reputation of London 2. Identify a pipeline of 12 High Value Opportunities (HVOs) in FDI, regeneration, infrastructure, science & R&D through specific targeted focus and close working with the GLA and using opportunities created by Mayoral overseas visits. Secure four projects 3. Maximise the benefits of London hosting the 2012 Games: - Attract investors by promoting London’s new and prospective infrastructure, developments and regeneration - Secure £15 million GVA and 600 new FDI jobs during this year from the Games-time Hosting Programme 4. Update and improve perceptions of London in key target markets as a city of Science & Tech, Creativity and Innovation: - Develop cross functional working through the Cluster Teams identifying two High Value Opportunities and increasing our pipeline of projects in these sectors by 5% 5. Develop our plans for Year 1 investor support (Business Lounge), including a series of measurable outcomes and if start-up funding is agreed launch fully by end Quarter 2

DELIVERING ECONOMIC BENEFIT: INVESTORS 3.1.3 Strategic Approach Maintain our sector and regional approach We will continue to focus on high value sectors where London can attract projects to deliver the most value to the economy. We will maintain investment from financial and business services, seek to grow investments from ICT, energy, environmental and creative sectors, continue to attract European Headquarters and invest in future returns from life sciences and R&D. We will maintain our focus on markets that provide the highest return i.e. both east and west coasts of the USA and Texas; China, India, Japan and Australia and in Europe we will put more resource into the German market continuing to work across EMEA on the highest value opportunities.

Increase focus on High Value Opportunities and growth markets We will create a virtual team that coordinates our work across FDI, Trade and other business lines and works closely with GLA. We will identify which opportunities warrant the most focus and coordinate activity and resources to seek to deliver. Additional resources this year will be focussed on those markets identified as growth – China, Australia and Germany.

Work in partnership on new priorities For the promotion of infrastructure and regeneration opportunities and in developing our science & technology clusters we will seek to maximise the use of our resources by working closely in partnership with others. For infrastructure and regeneration this will include working with LLDC to bring investors in i-City and onto Queen Elizabeth Park, and with the GLA to develop propositions and market internationally. For science, again we will work closely with the GLA, with one nucleus, ‘connectome’ and a range of London institutions.

Continue to strengthen London’s reputation with investors There is an urgent need to join up the stakeholders behind our marketing and reputation work. Our sales team will dedicate time to this, taking to market granular business messaging and linking with our strategic marketing and PR plans. Levering the GREAT campaign is key and we will use our participation in the LBAC, IBAC, LEP and close relationships with UKTI to join up London stakeholders behind consistent messages.

Connecting businesses for increased jobs and growth We are developing an initiative, working title ‘Business Lounge’, which aims to help nurture growth for clients by opening up opportunities to connect with the London business scene and enable further growth in the UK and internationally. It will do so by creating an ecosystem and framework that will allow our current and past clients to take full advantage of the information, networks and opportunities that London & Partners can access. Helping new investors to succeed in London secures our jobs and GVA outcomes. We intend this to be self-financing through a fee structure.

3.1.4 Activities Activity Target markets /sectors When the activity is /audiences North America High GVA campaigns in the key ICT, Creative industries and Life May 2013 markets across North America levering sciences with Director T&I. FS Autumn 2013 with CEO. Audience is media, visits by Executive, Board members/GLA US business, multipliers

Deliver two ‘shopping trips’ by North ICT, Fin tech and Creative

DELIVERING ECONOMIC BENEFIT: INVESTORS

American venture capital and angel Industries communities into London June 2013 Identify and recruit small network of Across All priority sectors November 2013 influential, senior advisors in North

America By mid-year EMEA EMEA conference/ road show with All priority sectors Conference June 2013. partners & stakeholders Roadshow Sept/Oct 2013

Increased involvement in third party/multipliers’ organised events / Throughout the FY conferences / Trade missions / inbound delegations / Task forces

Asia Pacific Ten sectoral focused sales campaigns ICT, creative, environmental Throughout the year tech, and life sciences sectors in India, Australia, China, Japan

and Korea Two dedicated EHQ campaigns May 2013 Japanese, Chinese and Indian companies January 2014

Four Asia Pacific (or individual country) One per quarter themed Business Growth events in London Positioning London Increased use of marketing, PR, press All target markets (5-10% of Throughout the year and social media to reach audience team resources) Legacy, Infrastructure, Regeneration Games Time Hosting Programme All sectors Throughout the FY (GTHP) follow up Support LLDC to secure investments on the Park

Aimed at South East Asia, Gulf By end of quarter 1 Develop prospectus of key and US markets infrastructure and regeneration projects/prospects. Identify and engage From Q1 with key strategic target list of investors or developers

London Borough engagement On-going programme Sector & Clusters Develop cross functional Cluster ICT, Creative, FS, Life sciences Early Q1 Groups and Environmental Technology

Strategic Account management – using As above Early Q1 sectors knowledge

Life Sciences outward mission of key Life sciences Second half of FY experts/ambassadors to showcase

London

Seeking joint funding (GLA may part- fund): ICT, Life sciences, Creative, By mid-year

DELIVERING ECONOMIC BENEFIT: INVESTORS

- science and tech 'R&D specialists’ Energy/Environmental - deal maker/sealer to act as a technology representative for LS for London Life sciences By mid-year

High GVA Opportunities Identify with stakeholders a list of the All sectors. Depends upon the By end Q1 most likely candidates and then value of the project in terms of establish projects teams across jobs and GVA functions to deliver Business Lounge Pilot limited year one service for All sectors, all markets Soft launch in Q1, investors with full roll out as commercial extensive roll out by viability proven mid-year

3.1.5 Key Milestones Quarter Milestone Q1 A major announcement about a business transaction per day on the Mayor’s trip to the Gulf (April) One high profile investment per month which can be publicised by us and with the Mayor’s office (April, May, June) One HVO (June) Q2 GTHP Legacy – One year on target of 35 completions and 600 jobs and £15 million net GVA (July) One high profile investment per month which can be publicised by us and with the Mayor’s office (April, May, June) One HVO (Sept) Q3 A major announcement about a business transaction per day on the Mayor’s trip to China (Oct) One high profile investment per month which can be publicised by us and with the Mayor’s office (Oct, Nov, Dec) R&D program established in conjunction with the GLA by mid-2013 (Oct) One HVO (Dec) Q4 One high profile investment per month which can be publicised by us and with the Mayor’s office (Jan, Feb, Mar) One HVO (Mar)

3.1.6 Key Performance Indicators KPI 2013 -14 target Additional GVA from FDI attracted to London £85m Jobs created (year 1 as per GLA definition) 4,000 (Jobs created and directly attributable to London (720) & Partners activities) Landed/ completed HVO 4 Proportion of leads that are contestable 75% Conversion target from project to completion 32%

DELIVERING ECONOMIC BENEFIT: EXPORTERS 3.2 Exporters

3.2.1 Introduction We have a key role to play in assisting the Mayor to provide support to London businesses to export. We are submitting a proposal to the GLA for additional grant funds to increase our work in this area. This business plan covers what we intend to achieve with current proposed grant levels.

UKTI provides extensive support and advice to UK business, particularly SMEs. This includes developing export readiness, provision of bespoke market intelligence, business opportunity alerts and participation at selected trade fairs and trade missions. UKTI’s London Regional Team is co-located with London & Partners and we work well together, for example on the Mayor’s visit to India in November 2012. In addition there are other providers of quality services to potential exporters including the London Chamber of Commerce and Industry (LCCI), The Corporation of London, CityUK, industry specific trade associations and private sector consultants with whom we work closely.

We do not seek to duplicate UKTI’s or any other organisation’s services or compete with them. Instead our model is to collaborate and lever each other’s resources and skillsets, in particular the credibility associated with the office of the Mayor, to provide the best support to all London businesses seeking to export.

3.2.2 Objectives • Assist 75 recent inward investors to London to increase their export potential through facilitating their access to UKTI’s trade services and as well as other providers. • Assist 25 London based business to access supply chain opportunities within our FDI client base and through our overseas networks of companies • Develop a pipeline of 10 HVOs in overseas markets that can be secured for London based business through a high level engagement process including the Mayor on his overseas visits. Support the conversion of one/two successes by end of the year (as part of overall target of 4 HVOs) • Collaborate with UKTI’s Regional Trade Team in London, the City of London Corporation and the London Chamber of Commerce, amongst others, to develop 4 joint vertical trade and inward investment missions, to be an integral part of the Mayor’s and Deputy Mayor’s overseas visit programme to create opportunities for London based business

3.2.3 Strategic approach Cross Team Working Our FDI team is increasingly identifying opportunities for London based business to exploit overseas and identifying potential investors who will grow their exports from London. The role of the trade team is to turn this opportunity into actual business levering their links with the range of providers of trade services in London.

Mayoral Visits Overseas The Mayor will travel overseas in support of London’s exporters and to lead and participate in trade missions of London companies. The trade team will co-ordinate this activity in collaboration with the GLA, UKTI and other mission organisers.

The team will also recruit high level business delegations to accompany the Mayor in particular where there are high value opportunities to be won and design appropriate programmes to deliver business success on their behalf.

DELIVERING ECONOMIC BENEFIT: EXPORTERS Communicating the strengths of London’s businesses The trade team will lever the Mayor’s overseas visits to communicate London’s strengths as a city of competitive and reliable business partners and suppliers of expertise thus building London’s reputation and encouraging more London based companies to seek export opportunities

3.2.4 Activities Activities Target markets/ When the activity is sectors/audience Develop a pipeline of strategic London based companies with April for GCC States companies’ deliverables and high level interest in GCC States Sept/Oct for China announcements we can draw on for and China the mayoral visits programme Deliver successful mayoral trade GCC States and China April for GCC States missions Sept/Oct for China Assist London businesses (including Business led, cross sector Throughout year SMEs) to export to international assistance focused on London markets (jointly with GLA, UKTI and based business LCCI) Bring together London and national A city-to-city and/ or institution- Identification in Q1 organisations to secure ‘high value to-institution collaboration, for Plans to target opportunities’ (HVOs) for London (joint example, in areas of education, opportunities Q2 with GLA and UKTI) healthcare, governance, or onwards regulation Successes by year end A large scale overseas procurement contract, e.g. major infrastructure, manufacturing and engineering

3.2.5 Key Milestones Quarter Milestone Q1 Business delegation for Gulf trip ready for April Mayoral trade mission (April) Target list of HVOs developed in conjunction with GLA and UKTI (June) Deputy Mayor to lead a trade mission to Turkey London & Partners to join Lord Mayor visits to Russia and Japan/Korea Q2 Deputy Mayor visit to USA or Japan (one visit either Q2 or Q4) London & Partners to join Lord Mayor mission in China and Hong Kong London & Partners to potentially join Lord Mayor visit to Mexico Q3 Business delegation for China trip ready for Oct Mayoral trade mission Q4 Deputy Mayor visit to USA or Japan (one visit either Q2 or Q4) Secure one/two HVOs

3.2.6 Key Performance Indicators KPI 2013 -14 target Number of London businesses that developed 100 for the year their international trade potential and/or accessed international markets HVOs secured One / Two

DELIVERING ECONOMIC BENEFIT: MEETINGS ORGANISERS AND BUSINESS TOURISTS

3.3 Meetings Organisers and Business Tourists

3.3.1 Introduction Business Events are currently worth over £6 billion to the London economy, and not only support the tourism industry, but also enhance the reputation of London as a centre of business, ideas, innovation, and creativity. Delegates to events also have the propensity to stay on, or return as leisure visitors in the future.

The legacy of the 2012 games, regeneration of East London, access to the Queen Elizabeth II Olympic Park and new capital investment across the city give us great positioning to win new events for the next few years. This year, we will use the messaging around new product, perceptions, people and pipeline, to increase our business reach across the globe.

3.3.2 Objectives 1. Attract business visitors to deliver £25m GVA and support 1,200 jobs and enhance London’s position to continue to attract business visitors over the longer term: - Maintain market share in mature markets – North America, EU, increase value per visitor and disperse negative perceptions of London - Grow by increasing market share in growing markets – Asia Pacific, update perceptions and disperse negative perceptions of London - Invest for the future in emerging markets – China, Hong Kong, Taiwan, MENA, Latin America by building reputation of London 2. Win 3-5 significant high profile corporate events or product launches which enhance London reputation as a centre of science, technology or creativity (HVOs) Win 6 large congresses with more than 1,000 delegates 3. Position London as top of mind destination for congresses and business events amongst event organisers in order to win more future business - Maintain 7 th place in ICCA rankings (with a view to improve to top 5 in 2014) 4. Maximise the benefits of London hosting the 2012 Games – attracting events by promoting London’s new infrastructure, improved city-wide operations and enhanced venue capacity offering to event organisers 5. Increase the additionality of our work by targeting contestable opportunities and continuing to develop our measurement methodology which will result in increased benefit-cost ratios

3.3.3 Strategic Approach Target our sales and marketing efforts to maximise additionality and impact We will deliver increased additionality and impact by continuing to sharpen our targeting: • ensuring we identify and focus our time on opportunities that are international, contestable and where we make the difference to an event coming to London • using a targeted sales approach to corporate and association business which continues to provide a platform for our partners but targets opportunities which deliver most GVA and jobs for London

Use appropriate strategies for mature, growth and invest markets • Maintain markets – targeting key corporate and association accounts; utilising exhibitions and trade shows as key sales vehicle; sales missions; and positioning London’s offer with marketing & PR • Growth markets – working in partnership with larger venues/hotels, destination management companies and industry bodies to maximise resources; increasing awareness of London’s offer with marketing and PR

DELIVERING ECONOMIC BENEFIT: MEETINGS ORGANISERS AND BUSINESS TOURISTS

• Invest – leading with marketing & PR to increase awareness; working with key partners and involvement with industry associations and cluster groups

Work in partnership to counter issues and challenges We will engage a wide range of city stakeholders who can add to the city offering through a business tourism advisory board. This will enable us to deliver a more complete city offering, lever third part resources and overcome a number of negative areas regarding London’s business tourism proposition – visas, air passenger duties, cost of hotels, lack of larger venues, currency fluctuations, transport costs, pharma code.

3.3.4 Activities Activity Target markets /sectors When the activity /audiences is Exhibitions London presence with partner venues, at all major North America, EU, China Throughout the meetings industry trade shows - Imex USA, Imex year with pre-and Europe, EIBTM, AIBTM, UK Meetings Show, BNC post-activity Show UK, CIBTM, MEEDEX Paris. Pre-arranged client appointments, hosted buyer group destination presentations, press conference, networking event and speaker opportunities Client Forums London presence at relevant industry forums which North America, EU, UK Calendar of attract our key client groups – namely corporate activities and association meeting planners, incentive bookers, congress organisations. These to include Each forum will international events such as: also have pre and Incentive Travel Exchange, Meeting Planners post follow up International WEC, PCMA Medical Forum, Society event of Incentive Travel Executives EMEA, SITE Global, One to one client meetings, group presentations Sales Missions Calendar of In conjunction with relevant venue partners North America, EU, Latin activities targeting specific key corporate accounts and America Each mission will pipeline events. also have follow 5 European, 3 Association, 5 USA/LH up post event Sales meetings with the top 200 target clients Sales meetings across the year

Business Events Industry Engagement – events to connect with the UK, USA Calendar of major organisations in the sector activities Ambassadors annual cocktails developed across territories and Business Tourism Steering Group dinners cluster sectors Attendance at Trade Association events & memberships Association HQ Event Sectoral Clusters/Events Familiarisation Trips Organised showcase opportunities of London for North America, EU Calendar of specified, targeted clients for future business activities 6 formal Familiarisation Trips 30 client site visits for potential events

DELIVERING ECONOMIC BENEFIT: MEETINGS ORGANISERS AND BUSINESS TOURISTS

Research & Marketing Campaigns On-going ICCA statistics collation, AC Forum Global Throughout year targeted event pipeline, US association research, Major Event Pipeline, Experiential activities and companies Marketing campaign to attract new incentive and corporate hospitality business to London China campaign with in-market partner to promote London as a business meetings destination Cross organisational sector working Sector groups with FDI, Trade & HE ICT/tech, Throughout the ICT/tech, Creative/Culture, Life Sciences, Creative/Culture, Life year Energy/Environmental Sciences, Energy/Environmental Identify a joint pipeline of High Value Opportunities Identify and nurture relationships with key strategic accounts, partners and stakeholders PR and Marketing Positioning London to industry and events China, Latin America & Calendar of organisers at trade shows, maintaining and raising Europe activities profile of London as a major events destination - throughout the new product, case studies, opinion pieces year Speaker opportunities, build profiles and feature pieces in MGI markets Shared comms with key international stakeholders, such as FCO, VB, and trade publications. On-going PR and marketing to target audiences Service delivery Increasing Continued move to digital service for smaller All markets proportion business through Business Meetings Online serviced online each quarter

3.3.5 Key Milestones Quarter Milestone Q1 IMEX – use major European Trade Show to launch new London messaging to the international meetings market (May) Announcement of 2012 ICCA Rankings – London maintaining 7 th place in rankings (with a view to improve ranking to top 5 in 2014) (June) Sales meeting arranged with identified 10 key accounts in each territory – to include high profile corporate events or product launches (June) Q2 PCMA Meeting of Medical Minds – London &Partners/ExCeL joint collaboration to work with major medical congress owners showcasing London as a centre of Life sciences (July) London supporting major New show launch at Olympia - UK Meetings Show - welcoming 1000 international meeting planners (July) 2 major congresses confirmed with minimum of 1000 delegates (Sept) Launch delegate app/ web portal to generate leisure spend for delegates/spouses, and to encourage extenders (Sept) Q3 IMEX USA – launch of new messaging to US meetings market (October) EIBTM – London sponsorship of Corporate planners Forum, new addition to show activities (Nov) Launch of New Association Buyers Guide - match fund project showcasing London's

DELIVERING ECONOMIC BENEFIT: MEETINGS ORGANISERS AND BUSINESS TOURISTS

association expertise and capabilities to the market (Nov) 2 major congresses confirmed with minimum of 1000 delegates (Dec) Q4 Buyers Network Club Global Event Show – 1,000 corporate buyers (Feb) 2 major congresses confirmed with minimum of 1000 delegates (Feb) Business Meetings Online – 250 leads generate (Mar)

3.3.6 Key Performance Indicators KPI 2013 -14 target Additional GVA from business events attracted to £25m London Jobs supported by spend from business events 1,200 delegates and organisers assisted by London & Partners (450) (Jobs supported by spend from business events delegates and organisers directly attributable to London & Partners) New leads 750 Proportion of enquiries that are contestable 75% Conversion target from enquiry to event held in 30-40% London Match funding and BIK attracted £550K

DELIVERING ECONOMIC BENEFIT: MAJOR EVENTS ORGANISERS AND GOERS

3.4 Major Events Organisers and Goers

3.4.1 Introduction Festivals, music, sporting and cultural events staged in London comprise around one-sixth of the UK market, which is forecast to rise to over £48 billion over the next decade. Sports Tourism is the fastest growth sector in the global tourism industry.

London’s range of world-class venues and connectivity make it an attractive place to hold major events and its offer is greatly enhanced by the success of the 2012 Olympic and Paralympic Games, the Queen Elizabeth Olympic Park, its venues and supporting infrastructure. It is vital that London secures clear and substantial returns from its Olympic- related investments, at a time when global competition for major events, especially from emerging markets, is increasing rapidly.

Evidence suggests that cultural events have a key role to play in attracting visitors to the city and international visitors are more likely to visit for a cultural event than anything else. Therefore, whilst sporting events therefore remain a key focus our team will increase its work on cultural events this year and moving forward.

For events which animate the city, in addition to individual venues, organisers require support to co-ordinate activities with local authorities, police, roads authorities, transport providers and park managers. Part of our role is therefore to connect private and public players and to coordinate their activities in order to secure major events which deliver shared economic benefit.

3.4.2 Objectives 1. Attract major events and event goers to deliver £14.5m GVA and support 700 jobs and enhance London’s position to continue to attract major events over the longer term: - Maintain market share in mature markets – US Sports, events popular in Europe (e.g. cycling, swimming) - Grow by increasing market share in growing markets – identifying and developing potentially significant high-value events (e.g. annual Formula E) - Invest for the future in emerging markets – identifying relevant cultural opportunities (e.g. Indian Film Academy Awards, Rio Carnival partnerships) 2. Position London as top of mind destination for major sporting and cultural events within the sport, major events and sponsorship sectors in order to win more future business 3. Maximise the benefits of London hosting the 2012 Games through securing 3 world- class events for the Olympic Park venues alongside LLDC 4. Identify signature home-grown new event propositions with major international exposure for London which can deliver long-term income streams for London & Partners - progressing 1-2 propositions this year towards a new event(s) starting in 2014/15 5. Develop a major new consumer facing digital marketing platform to market new event opportunities (building on the LOCOG database) which becomes an asset to enable the city to secure and successfully deliver events over the coming five years

3.4.3 Strategic Approach Target, bid for, and retain relevant international events Secure and support a programme of major sporting and cultural events that will further increase London’s international profile and generate significant incremental economic and PR benefits to London. This will include a strategy that brings world class events for the venues within the Olympic Park – targeting NFL, NBA, ATP Tennis, Euroleague, UEFA Champions League/Euros.

DELIVERING ECONOMIC BENEFIT: MAJOR EVENTS ORGANISERS AND GOERS Develop and create new major event opportunities for London Identify sustainable business models for new annual major event opportunities relevant to London. Explore opportunities including building on London 2012 Cultural Festival activities, encouraging investment in globally recognised cultural institutions/brands and growing existing London festivals/events (e.g. Fashion Week, music festivals) using independent external expertise to explore costs and benefits from such opportunities. Manage existing London & Partners investment in RideLondon to maximise benefits to the city.

Market to targeted consumers and investors to support relevant major events and wider economic growth Undertake targeted marketing activity to B2B audiences (maximising reach of digital channels) to build London’s reputation for the staging of major events and encourage new investment from rights-owners and sponsors.

Create, manage and grow a digital platform to market London’s major events offering to consumers interested in attending events and use this to cross-market events and offer genuine additional benefits to rights owners.

Create and fund major brand exposure opportunities around existing major events which build London’s reputation amongst investors and consumers.

Provide co-ordination amongst public and private agencies to support the creation of new major event activity Lead strategic planning for future major event activity in London amongst the GLA family and wider city stakeholders ensuring that London offers a diverse, dynamic and inspirational programme of major events without impacting on the day to day running of the city. Ensure on-going Event Calendar (LECC) co-ordination and integration of GLA Volunteering programmes for existing and new major events.

3.4.5 Activities Activity Target markets /sectors When the activity is /audiences Target/bid/retain international major Targeting markets of high value Bid milestones events for travelling tourists and throughout year Independent event cost assessments, opportunities in markets which 2013 event specific lobbying activity, production of bid and capitalise on London’s milestones presentation materials, event reputation from the 2012 delivery/PR support for key accounts Games, inc. specific Olympic (e.g. NFL) venue opportunities Develop/create new major event Targeting markets relevant to Feasibility work opportunities wider London & Partners completed at Independent external feasibility, business activities, examining milestones throughout promotional activity to encourage FDI growth markets and priority the year investors around agreed future plans sectors where relevant New delivery consumer (as well as business) agreements in place focused activity can be subject to agreement to established proceed Market to investors Targeting decision makers in Key publications and Advertorial within key publications, consumer-facing major event conference milestones funding exposure at key events activity and peripatetic events in throughout the year particular (e.g. sport federations) Market to consumers Targeting consumers interested New digital product in External development and data in the 2012 Games place by start of acquisition for new digital assets, (international, UK & London) to 2013/14 grow a “critical mass” of

DELIVERING ECONOMIC BENEFIT: MAJOR EVENTS ORGANISERS AND GOERS funding delivery of LOCOG database consumers which is recognised Key activity during programme with Sport England/UK as valuable by external event Summer/Autumn 2013 Sport organisers and decision makers Event specific milestones Market to consumers (brand Targeting TV audiences in Event specific exposure) markets key to specific event milestones (e.g. High value brand exposure at key opportunities, particularly areas Euroleague May, events strong in sports tourism, e.g. RideLondon August, Europe and North America World Triathlon Sept, NFL October) Co -ordination private and public Targeting internal stakeholder Simplified LECC stakeholders event organising community process implemented LECC reinitiated within London plus wider private by Summer 2013 sector event specialists Volunteer programme in use Regular Steering Group meetings Steering Group active New research Industry research published published early 2014

3.4.6 Key Milestones Quarter Milestone Q1 Programme of data acquisition for a minimum of 50,000 major event goers to the new London & Partners virtual event community (April) Roll out of reputational work including branding or publications at SportAccord International Convention and conference of global Sports Ministers (May) Revised London Event Co -ordination Calendar in place and operational (June) Q2 Minimum of 1 new international event opportunity secured for London and the QEII Olympic Park (July) Minimum of 30 media outlets hosted for targeted RideLondon coverage (Aug) Significant London branding opportunities secured for a minimum of 3 events over Summer 2013 with specified global media exposure (Sep) Q3 Annual Global Sport Leaders dinner deliver ed with a minimum of 20 potential future sponsors/event organisers in attendance (Oct) Feasibility of key major events trends and new opportunities research delivered and action plan agreed (Nov) Minimum of 5 major publications/speaker opportunities comple ted or agreed across the year (Nov) Q4 Launch of London & Partners reactivated virtual event community (Jan) Media launch of key findings from external research on London and the global major event database (Feb)

3.4.7 Key Performance Indicators KPI 2013 -14 target Additional GVA £14.5m 1 Jobs supported by spend from major events 700 attendees and organisers assisted by London & Partners

(Jobs supported by spend from major events (250) attendees and organisers directly attributable to London & Partners)

1 Methodology updated based on more robust evidence. To compare across years, using new methodology we forecast £14.0m GVA for 12/13 vs this £14.5m target for 13/14.

DELIVERING ECONOMIC BENEFIT: LEISURE TOURISTS 3.5 Leisure tourists

3.5.1 Introduction London is one of the world’s leading visitor destinations and attracts 7.6 million international and 3.7 million domestic visitors who come to London as leisure tourists each year. The Leisure Tourism industry is worth £5.1bn to the London economy, £4.1bn of which is generated from overseas visitors.

Forecasts estimate that London could receive 1.1m additional visits generated by the success of the 2012 Games over the next five years and London & Partners’ consumer marketing and digital channels will play a key part in driving these additional visits.

Our activities will broaden London’s reach and enhance London’s reputation in mature, growing and emerging markets. This will result in additional GVA for the London economy, generate commercial revenue to be reinvested in promoting London, and lay the foundations for growth in years to come.

3.5.2 Objectives 1. Attract leisure visitors to deliver £90m GVA and support 22,300 jobs and enhance London’s position to continue to attract leisure visitors over the longer term: - Maintain market share in mature markets – US, France, Germany, Italy, Spain, Australia, UK – increase value per visitor and disperse negative perceptions of London - Grow by increasing market share in growing markets – Netherlands, Canada, Norway, Denmark and T1 Indian cities such as Delhi and Mumbai – update perceptions and disperse negative perceptions of London - Invest for the future in emerging markets – Brazil, Russia, China and T2 Indian cities such as Pune and Ahmedabad – by building London’s reputation 2. Maximise the benefits of London hosting the 2012 Games and promote London’s new and improved leisure offering and infrastructure to tourists and the travel trade industry. - Use the positive coverage London gained during the games to counter negative perceptions and convert viewers to visitors - Lever the relationships forged with organisations and media to increase our reach and push out key London messages 3. Increase reach and audience engagement - Increase unique visitors to visitlondon.com by 10% to 24.2 million 4. Increase digital revenue from visitlondon.com by 15% to £1.05milllion

3.5.3 Strategic Approach Activating our new key messages We will capitalise on legacy across all consumer-facing work by activating our new key messages for London.

Amplifying our messages by working in partnership Working in partnership, we will amplify promotion of London by leveraging our network: media, trade, overseas representatives, tourism partners, partner brands, stakeholders, Visit Britain and Visit England.

Creating advocates for London We will improve customer satisfaction and loyalty, which will turn visitors into advocates who share their experiences and visit again. We will do this by listening to, learning from and engaging with our audience and by providing relevant content, useful tools and appealing

DELIVERING ECONOMIC BENEFIT: LEISURE TOURISTS channels. We will optimise the customer experience, greatly improve audience engagement via social media and ensure our content can be accessed via 3 rd party channels.

More bang for our marketing buck Our marketing activities will target the highest-value markets and audiences – volume, highest ROI, repeat visits, luxury travellers – to deliver maximum GVA through our marketing activity and products.

Delight the customer and sell London We will increase conversion (bookings on and off site and registrations) by improving the user experience on our owned channels, promoting selected third-party channels and content and building consumer trust.

3.5.4 Activities Activity Target markets When the /sectors /audiences activity is Position London and Legacy Roll out the new positioning and new London product All target markets Q1 and Q2 across all consumer facing digital channels. Strengthen the London brand and enhance London’s reputation. NB Shared target to be set by SB&C Ensure our digital channels are optimised Leisure tourism and travel trade digital channel All target markets Throughout the optimisation: visitlondon.com, social media and email year

Increased engagement with high value audiences by providing an improved user experience (e.g. targeted content, optimised booking journeys, enhanced experience for travel trade etc.) resulting in in additional traffic, engagement, direct bookings and GVA. See KPIs. Focus on international, non -En glish speaking audiences France, Germany, Foreign Improved channels and content for high value Italy, Spain, China, language sites international leisure audiences, especially non-English potentially Russia redevelopment in speakers November

Digital FL channels have historically underperformed in comparison with English language channels, therefore we aim to achieve a significant uplift in international traffic, engagement, direct bookings and GVA Use our rich content to market London Evolve and deliver a robust consumer-facing content USA, France, Throughout the strategy. Use marketing methods and channels to extend Germany, Italy, year reach, focussing on social media and key messages. Spain, China, UK Support cultural tourism high value customer groups. Use mobile channels to reach customers at additional touch points on the customer journey Increase our reach by working closely with Visit Britain and others industry stakeholders US, EU, Russia, Throughout the Develop a clear MOU and productive working relationship China, India year with Visit Britain personnel at all levels.

DELIVERING ECONOMIC BENEFIT: LEISURE TOURISTS

Agreement with Maintain and develop relationships with key tourism Visit Britain in Q1 stakeholders and the tourism industry, identifying opportunities to work together, maximise promotion of the London offer and increase reach Leverage travel trade and industry relationships Identify and equip travel trade with the appropriate tools USA, UK, EU, China, Q1 and on-going to better promote and increase sales to London India, Russia, Brazil, Canada Strengthen London and Partners’ influence within key organisations and enhance our reputation through their endorsement. Generate greater reach for our London messages through stakeholder and industry campaign activity Consumer marketing activity – ‘always on’ and Potential tactical USA, France, continued post- Target high volume and high value consumers in key Germany, Australia, games campaign ‘maintain’ markets during prime consideration and Italy, Spain Q1 booking periods, via digitally led marketing activity New campaign development Q1, UK – SEM only Q2 Work with partners (i.e. carriers) to push London short break CTAs. Influence EU and east coast US travellers to New campaign make last minute London bookings delivery Q3, Q4 SEM / SEO Q1-4 Maximise the impact of L&P’s media spend though rd 3 party business in kind (BIK) and match funding USA, France, Throughout the Maximise the reach of London’s key messages in Germany, Australia, year consumer campaign activity via internal, partner and Italy, Spain, UK stakeholder channels, BIK and Match funding increase reach of marketing spend by 40% Generate commercial income Increase revenue from direct bookings, channel All target markets Throughout the advertising and sponsorship of digital assets (primarily year visitlondon.com).

3.5.5 Key Milestones Quarter Milestone Q1 New positioning for visitlondon.com and headline content review for key messages (June) Social media rollout - B2B and B2C (April) Strategic agreement with Visit Britain (May) Travel Trade - development of a 3 tier approach in key markets (April) Q2 China Showcase Website Launch (Aug) Launch Cultural Tourism – September fashion and shopping promotion (Aug) Implement shopping cart on visitlondon.com - Phase 1 (Sep) Leisure Marketing - campaign delivery I (Sep) Q3 November Foreign language sites redevelopment (Nov) Q4 Implement shopping cart on visitlondon.com - Phase 2 (Jan) Leisure Marketing - campaign delivery II (Jan)

DELIVERING ECONOMIC BENEFIT: LEISURE TOURISTS 3.5.6 Key Performance Indicators KPI 2013 -14 target Additional GVA £90m 2 Jobs supported by spend from tourists exposed 22,300 to London & Partners activities (Jobs supported by spend from tourists and (1,600) directly attributable to London & Partners activities) Unique visitors to vistlondon.com 24.2m Digital commercial revenue from vistlondon.com £1.05m Match funding and BIK attracted £800k

2 Methodology updated to include all digital activities attracting leisure tourists. To compare across years, using new methodology we forecast £90m GVA for 12/13 vs this target of £90m GVA for 13/14.

DELIVERING ECONOMIC BENEFIT: INTERNATIONAL STUDENTS

3.6 International Students

3.6.1 Introduction In 2010/11, London was home to 108,000 international students, from 214 nations, contributing over £2.5 billion in gross expenditure and £1.3 billion GVA to the economy. London has one of the largest and highest ranked clusters of universities and higher education colleges in the world. We are the number one city for international student numbers and we have more top universities in the global league tables than any other city.

Study London works with London’s universities to promote the breadth and depth of the city’s higher education sector overseas to attract more international students and ensure we remain number one. The Study London website is a one-stop-shop for international students, simplifying the application process to London universities and emailing clean student referrals to university admissions teams.

3.6.2 Objectives 1. Attract international students to deliver £11.5m GVA, support 2,250 jobs and enhance London’s position to continue to attract international students over the longer term: - Maintain market share in mature markets – North America, India - Grow by increasing market share in growing markets – China - Begin work (Digital, PR) to attract students from two or more emerging markets following research into opportunities in Brazil, Turkey, Nigeria, Malaysia and Saudi Arabia 2. Position London as the best study destination in the world, where you will gain a world- class education in a world-class city: - Increase unique users to Study London Website from 900,000 in 12/13 to 1,180,000 in 2013/14 - Grow our database with 24,000 new registrations over the year - Refer 9,350 students to London’s universities during the year - Deliver relevant stories/content in key international mainstream media and social media (North America, India, China and potentially emerging markets) 3. Collaborate with London Universities to connect with alumni and deliver messages about London as a place to invest and trade with: - Seek to collaborate with all of London’s universities by getting our messages into one piece of communication to their alumni this year

3.6.3 Strategic Approach Cost effective digital delivery We have worked hard in the last two years to strip out all unnecessary costs from the Study London campaign. Our focus has shifted almost entirely to digital delivery, developing the website and focusing on social media. This has allowed us to reduce our costs while also increasing the ability to directly measure our impact.

Media and PR We will use media and PR to begin to shift perceptions in markets where evidence suggests we are no longer first choice for students (e.g. China & India) and those emerging markets we identify as strong opportunities. We will be undertaking media and PR to promote the benefits of studying in London and to dispel the myths and misinformation around student visas. Our activity will be aimed at both educational and mainstream media and social media where appropriate to market.

DELIVERING ECONOMIC BENEFIT: INTERNATIONAL STUDENTS

Working in partnership with London’s Universities We will continue to work closely with the London Universities International Partnership (LUIP) to collaboratively promote London’s brand as an educational destination in key markets of India, China and the USA and drive traffic to the website and social media channels. We will investigate opportunities in other emerging markets such as Brazil and Turkey – undertaking activity where there is appetite amongst partners to do so. We will collaborate with all London’s HEIs to reach their alumni.

3.6.4 Activities Activity Target markets /sectors When the activity is /audiences Online promotion to international US, India, China Daily updates of social students via www.studylondon.ac.uk; media social media and email marketing in Weekly blog postings existing target markets Monthly newsletter postings Working with London Universities US, India, China Potential event in India International Partnership for India Fashion Week Showcase event during India Fashion and potential event in Week to showcase culture & creativity China to coincide with and London HEIs Mayoral visit Event (tbc) in China Specific focus on China China Materials in Q1 and - part time China representative activity focussed around Mayoral visit in - translation of material for Chinese Sept/Oct market - study brochure in for Chinese market - attendance at trade fairs in China London Alumni All London Alumni Research, partnering Work with London’s universities to put and agreement with content into their communications with GLA Q1 alumni Material into alumni Work with GLA and seek initial content publications Q 2 -4 to be from Mayor Expansion of activity to new markets Brazil, Turkey and potentially Q1 research and Journalist trips, digital activity in Nigeria, Malaysia and Saudi agreement of target language, SEO/SEM Arabia markets Q2 -4 implementation Working with English Language Support their website and Annual updating of their schools dovetail their marketing activities website in January with Study London Working with FE colleges and other HE A new set of relationships – to Starting April and providers include, where appropriate, new running throughout the degree providers on the Study year London website

DELIVERING ECONOMIC BENEFIT: INTERNATIONAL STUDENTS 3.6.5 Key Milestones Quarter Milestone Q1 Chinese material translated and produced Research market potential for new markets, identify targets and develop implementation plans (May) Agreements with universities for content to go into alumni publications (June) Q2 LUIP event in China (subject to Mayoral visit) (Sept/Oct) First content into alumni publications (Sept) Q3 Potential LUIP event in Delhi for India Fashion Week (Oct) First activity in each of new target markets (Oct) Q4 Seminar presentations at major Chinese education fairs in Beijing and Shanghai

3.6.6 Key Performance Indicators KPI 2013 -14 target Additional GVA £11.5m 3 Jobs supported by spend from students using 2250 Study London website (Jobs supported by spend from students using (200) Study London website and directly attributable to the website) Unique web visitors 1,180,000 Registrations 24,000 Referrals to universities 9,350

3 Methodology updated based on more robust evidence. To compare across years, using new methodology we forecast £11.0m GVA for 12/13 vs this target of £11.5m GVA for 13/14.

DEVELOPING AN ECONOMIC LEGACY FROM THE LONDON 2012 OLYMPIC GAMES

Section 4: Developing an Economic Legacy from the London 2012 Olympic Games

4.1 Introduction The success of the Games helped to ensure that our work to promote London during the summer – particularly though the London Media Centre and the Games Time Hosting Programme (GTHP) – was similarly a great success. However the work is not done and we must continue to focus on ensuring we deliver the full benefits of the games for London.

In our plan for 2012-13 we set out that post-games we would: • have a clear plan in place to capitalise on media exposure to potential leisure visitors for the period immediately after the Games • follow up all relationships built during the games with business, media and wider stakeholders • capitalise on the expertise and relationships we have developed through our involvement in the games to support future major sporting, business and cultural events • work with stakeholders on proactive activity to promote East London • work closely with LLDC to ensure the success of the park through attracting major events to its venues, businesses to its commercial district and tourists to its attractions • promote the benefits of new transport links that will open up opportunities for new business investment

4.2 Objectives 1. Convert viewers into visitors to ensure that London achieves an estimated 1.1m additional visitors due to the Games over the next five years 2. Convert FDI projects from attendees of the GTHP and one year on from the Games to achieve 35 completions, 600 jobs, £15 million net GVA 3. Bring international investment into infrastructure and property opportunities (2-3 significant investors) and anchor tenants into regeneration/redevelopment areas (10 tenants) 4. Increase our reach and capacity to position London through the media by utilising media relationships and the London Media centre database - to include creating two media partnerships which result in significant, sustained coverage which contains our messaging 5. Promote London’s new product (QEII Park, venues, transport, welcome) to win 3 new events for park venues and enhance our proposition to all audiences 6. Maintain relationships with Olympic sponsors, ensuring that a number continue to contribute resources to aspects of legacy as defined by the Mayor 7. Publicise success stories resulting from the Games so that Londoners recognise the real benefits that the overall £9bn investment has brought

4.3 Strategic Approach Our approach next year is not to continue to have a dedicated 2012 team but to integrate these objectives into our business lines and teams. In doing this we will use the following approach across the business to ensure we capitalise on the Games and deliver the benefits we set out:

Focus our efforts on conversion Our leisure, communications and digital teams will ensure we convert viewers into visitors via their campaign activity which will use the intelligence gained from the London Media

DEVELOPING AN ECONOMIC LEGACY FROM THE LONDON 2012 OLYMPIC GAMES

Centre to target activity at specific markets. Our FDI team will be actively following up clients from the GTHP to convert them and support their set up in London.

Make best use of new product, offer and assets We will actively promote the QEII Olympic Park, the venues and the new infrastructure in East London. In addition we will ensure we make best use of the Media Centre database and relationships developed with journalists and are submitting plans to LOCOG (in partnership with UK Sport) to be the on-going custodian of the LOCOG database.

Take the best from the Games into our key messages for London Our new key messaging for London takes the best from the Games in order to capitalise on what viewers and those attending saw of London last summer. In particular it will enable us to highlight the welcome that was characterised by the volunteers, the creativity seen in the opening ceremony and the new spirit of partnership that London has shown to the world.

Working in close partnership with others We will build on the relationships and partnerships that were established during the Games. This includes those with businesses and journalists but also with London stakeholders – enabling us to better coordinate city activity for major events and congresses or closer working with the GLA group, business organisations and London Boroughs.

4.4 Activities These are contained within the appropriate sections of the business plan as they are integrated across our activities.

4.5 Key Milestones Quarter Milestone Q1 One new media partnership established (June) Q2 A number of success stories/announcements in media between April & one year event in July (April – July) Minimum of 1 new international event opportunity secured for London and the QEII Olympic Park (July) Q3 First investor into infrastructure and property opportunity (Dec) Q4

4.6 Key Performance Indicators KPI 2013 -14 target Completions, jobs and net GVA secured from the 35 completions, 600 jobs and £15m net GVA GTHP Legacy – One year on World-class events secured for the Olympic Park 3 venues alongside LLDC

OPERATING EFFECTIVELY & EFFICIENTLY

Section 5: Operating Effectively & Efficiently

5.1 Operational Effectiveness and Efficiency Good progress has been made since London & Partners was formed in identifying efficiencies, driving down costs and fostering a culture of continuous improvement.

In 2013-14 we aim to continue this and achieve a further saving of £135,000 in our operational budget. In addition, we aim to find ways to reduce our property costs by further desk-sharing and bringing in additional sub-tenants, generating an income of £130,000 this year. A full review will also determine whether capital investment in re-configuring our office would allow us to reduce costs and increase income further in future years.

5.2 Key Objectives • Reduce our back office costs by £135,000 (5%) from savings across IT, facilities, finance and HR • Generate income of £130,000 from sub-letting desk-space and meeting rooms whilst balancing the need to meet staff requirements and showcase London • Review opportunities to generate further income in future years to off-set our property costs through capital investment • Maximise the investment made into new systems over the past year (notably CRM and knowledge management) leading to greater efficiencies and more informed decision making • Ensure the organisation has the right skills, capability and levels of resource to adapt to changing needs and develop of a robust succession plan • Review and implement changes to our overseas offices by mid-year to improve their effectiveness and their capacity to take on a broader remit across business lines • Ensure the organisation is cost effective and efficient through continuous process improvement, regular budget reviews and robust procurement

5.3 Strategic Approach The following strategies will be adopted to achieve these objectives: • Build on the foundations created to date to streamline further operational functions to allow a greater focus on providing added-value services to the business • Focus on the core areas of in-house excellence and supplement these with external expertise when required in order to provide a comprehensive service • Review and monitor the changing needs of the business at regular intervals to adapt the support plans for each area and focus resources in key areas • Enhance collaboration across operations’ functions utilising expertise and integrating delivery (e.g. on knowledge management, culture development, flexible working) • HR to focus on roll-out of a comprehensive learning and development strategy, leadership development, culture development and internal communications

5.4 Milestones Quarter Milestone Q1 Implementation of enhanced flexible working arrangements (May) Staff Engagement Survey (May/Nov) ISO 9001 quality management standard audits (May/Nov) Implement findings of review of London office to determine whether capital investment will generate longer term efficiencies and income (June)

OPERATING EFFECTIVELY & EFFICIENTLY

Q2 Audit of Annual Accounts and GLA Grant (July) Implement recommendations from overseas office review (July) Identified additional sub-tenants for London office (July) Upgrade of CRM functionality (Sep) Complete implementation of overseas offices review (Sep) Completed review of IT systems to identify opportunities for further integration and efficiencies (Sep)

5.5 Key Performance Indicators KPI 2013 -14 target Overall staff satisfaction > 80% overall rating from staff survey Reduction in operations costs £135,000 reduction in expenditure vs previous year Income from Board room bookings and sub- £130,000 income letting Improvement in informed decision making due 70% of staff agree that there has been an to new CRM system improvement Improved staff satisfaction around Learning & >80% satisfaction on L&D from staff survey (from Development offer 75% currently)

5.6 Growing Commercial Revenue Given the continued squeeze on public sector funds a new commercial strategy has been developed to maximise commercial opportunities. Our long term aim is to match the GLA grant with non-grant income by sweating existing assets and developing new income streams. A sub-group of the London & Partners Board has been set up to oversee this activity.

5.7 Key Objectives • Grow total commercial revenue to £3.6m, an increase of nearly £1m on 2012/13 • Increase our revenue from existing partnerships and digital income streams from £2.4m to £3.25m by developing a digital shopping basket and adapting our partnership schemes • Review our partnership models to ensure they are relevant and valued, resulting in 90% partners’ retention and >80% partners’ satisfaction • Evolve and develop our in-house capability including developing an entrepreneurial ethos by training our staff and putting in place a sponsorship opportunities document • Identify commercial opportunities in the private and public sector and demonstrate that the private sector view London & Partners as commercial and entrepreneurial by driving £200k of additional income • Work with the GLA family, including TfL, Metropolitan Police and London Fire Brigade, identifying areas of mutual interest with a plan to progress commercial income streams of at least £50k this year (with significant future growth potential) • Identify events that provide a long-term income and reputational benefit to London & Partners, evaluating the market and opportunities by July and progressing 1-2 propositions this year towards a new event(s) starting in 2014/15 • Identify and evaluate other public funding options or grants by engaging suitable advisors in Q1 with the intention of raising a further £50k in funding this year

The following set of principles has been developed to guide this work:

OPERATING EFFECTIVELY & EFFICIENTLY

• The activity should enhance the reputation of London and deliver economic benefit for the city • The private sector could not deliver the activity by itself and therefore we should not risk being accused of using Government funds to compete unfairly • London & Partners to have a degree of control of any joint commercial activities and benefit from future revenue streams • Avoid conflicts of interest with our remit, partners or existing income streams • Avoid undue financial or reputational risk • Commercial ventures to be fully assessed and robustly modelled

5.8 Milestones Quarter Milestone Q1 Implement recommendations from review of merchandising (June) Full programme of sponsorship opportunities distributed to partners (May) New shopping basket functionality on visitlondon.com fully operational (June) Q2 Identification and evaluation of London & Partner owned event(s) (July) Evaluation of other public funding opportunities (Sep) Q3 Evaluation of commercial opportunities across Londonandpartners.com sites (Oct) All affiliates integrated into the shopping basket (Oct)

5.9 Key Performance Indicators KPI 2013 -14 target Commercial revenue including: TOTAL: £3.6m (including £2m partnership fees) - Identify 1-2 projects in collaboration with Breakdown: GLA and pilot £50k* (GLA family commercial collaborations) - Pursue 1-2 opportunities for strategic £200k* (private sector collaboration) deals in the public and private sector and £50k* (other public funding) activate - Identify 1-2 public sector funding *Note: £300K of new income streams in 2013-2014, opportunities (other than core GLA grant) with the view to increase those to £5.8 million by 2016

Renewal rate for both FDI and tourism 90% partners Identify 1-2 potential event(s) - feasibility Q4 study completed, decision secured, project implementation plan developed

5.10 Ways of Working Partnership working A critical focus this year will be to continue to develop and deliver London & Partners core proposition, evident in our name, of partnership and collaboration. We recognise that with a limited budget and a broad remit we will only be successful by collaborating with other organisations to help us extend London’s reach internationally. This means strengthening our links and relationships with both the private and public sector at a national and local level.

OPERATING EFFECTIVELY & EFFICIENTLY

Key constituencies include: • The Mayor and GLA with our plan being clearly aligned with the Mayor’s economic priorities of jobs and growth and Vision 2020. To improve collaboration in key areas we have agreed to provide hot-desking facilities for GLA staff at our office and for our team at City Hall. In addition, regular meetings between both organisations at all levels and our attendance at LEP and London Business Advisory Board meetings will ensure there is both strategic and operational alignment with an increased two-way flow of information and knowledge • Our 1,100 partners who provide valuable product for us to promote, sectoral expertise, business acumen and advocacy in addition to financial and in-kind support • National agencies of Visit Britain, Visit England and UK Trade & Investment. We will look to enhance our already strong relationship overseas by co-locating with UKTI and Visit Britain teams within FCO overseas posts wherever possible. We will also align our positioning of London with the GREAT campaign and collaborate on opportunities • Business and trade bodies also help inform our strategy and we will provide evidence from our audiences which they can use to lobby for changes to policies that impact London’s international competitiveness • Sub-Regional agencies and local authorities provide valuable content to support our propositions and can assist with local delivery for our FDI clients • Higher Education and London’s Cultural Institutions not only support our work on encouraging more businesses, students and visitors but have a much wider role in supporting our work in enhancing London’s reputation as a leading world city

Cross-organisational Projects During business planning we have identified three areas of activity that cross-cut existing business lines and departments. Two relate to how we will build London’s reputation in the specific sectors of Life Sciences and Culture. The third is focused on a particular market, China, and how we leverage our resources to enhance London’s reputation across all of our audiences in this key growth market. To ensure these projects are effective we will establish virtual project teams from across the business and each project will sponsored by an Executive Director.

BUDGET AND KPIs

Section 6: Budget and KPIs

6.1 Summary Key Performance Indicators & Targets

Audience Key Performance Indicators 2013 -14 Targets Building London’s Increase in perception of London, amongst target audiences, as: Three year target to be set in April 2013. International Reputation • a place for science and tech We are working with the Reputation Institute • a cultural centre on a measurement framework. Baseline measurement expected by March 2013. We • good value vs. expensive will then set a three year target and • an easy vs. difficult place to visit regarding obtaining a visa measure progress annually each March New measure for communications to replace Advertising Equivalent Value To be set in April 2013 (AVE) and % press activity carrying key messages We are working with media measurement agencies to develop a better measure. This is expected to be in place before the end of March 2013 Delivering Economic Benefit Investors Additional GVA from FDI attracted to London £85m Jobs created (year 1 as per GLA definition) 4,000 (Jobs created and directly attributable to London & Partners activities) (720) Landed/ completed HVOs 4 Exporters Number of London businesses that developed their international trade 100 for the year potential and/or accessed international markets Meetings Organisers and Additional GVA from business events attracted to London £25m Business Tourists Jobs supported by spend from business events delegates and organisers 1,200 assisted by London & Partners (Jobs supported by spend from business events delegates and organisers (450) directly attributable to London & Partners) New leads 750 Major Event goers & Additional GVA from major events attracted to London £14.5m organisers Jobs supported by spend from major events attendees and organisers 700 assisted by London & Partners

BUDGET AND KPIs

(Jobs supported by spend from major events attendees and organisers (250) directly attributable to London & Partners) Leisure tourists Additional GVA from leisure visitors attracted to London £90m Jobs supported by spend from tourists exposed to London & Partners 22300 activities (Jobs supported by spend from tourists and directly attributable to London & (1600) Partners activities) International Students Additional GVA from international students attracted to London £11.5m Jobs supported by spend from students using Study London website 2250 (Jobs supported by spend from students using Study London website and (200) directly attributable to the website) Total GVA attributed from delivering Economic benefit across all audiences: £226m Total number of jobs created or supported from delivering economic benefit across all audiences: 30,450 Operating Efficiency & Reduction in operations costs £135,000 reduction in expenditure vs Effectively previous year Commercial revenue £3.6m (including £2m partnership fees) Client satisfaction rate 80%

BUDGET AND KPIs

6.2 Budget

Funded by Funded by Budget for the year ending 31 March 2014 Budget Budge t Forecast Forecast Grant Income Total Grant Income Total 2013/14 2013/14 2012/13 2012/13 2013/14 2013/14 2013/14 20 12/13 2012/13 2012/13 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Income Grant funding - GLA CY 12,400 13,495 Grant funding - GLA PY 149 261 Total Grant funding - GLA 12,549 13,756 Other grants 0 122 Ring-fenced revenue 810 1,193 Commercial income 3,618 2,667 Office rental 130 225 Benefits-in-kind 921 964 Interest 10 10 Total income 18,038 18,937

Expenses

Building London's International Reputation Strategy, Brand & Communications 2,794 2,236 2,794 0 2,794 2,236 0 2,236

Delivering Economic Benefit Meetings organisers and Business Tourists 2,491 2,546 1,346 1,145 2,491 1,865 681 2,546 Major Events organisers and attendees 576 546 546 30 576 546 0 546 Leisure Tourists 4,597 4,702 2,901 1,696 4,597 3,930 772 4,702 International Students 451 475 391 60 451 196 279 475 Investors 3,264 3,251 2,464 800 3,264 2,923 328 3,251 Exporters 66 51 66 0 66 51 0 51 11,445 11,571

Delivering an economic legacy from the London 2012 Olympic 0 1,055 0 0 0 718 337 1,055 Games (included in other lines in 2013)

Operating model Commercial 836 552 0 836 836 0 552 552 Operations 3,206 3,227 2,042 1,164 3,206 1,291 1,936 3,227 Central fund to be allocated in Q4 0 111 0 0 0 0 111 111

Total expenses 18,280 18,752 12,549 5,731 18,280 13,756 4,996 18,752

Result for the year (242) 185 Tax 0 (44) Result for the year after tax (242) 141

Surplus reserves brought forw ard (forecast/actual) 447 801 Transfer to w ind-dow n reserve proposed (Year 3) (495) (495)

Surplus programme reserves carried forward (290) 447 (excl ringfenced reserves)

BUDGET AND KPIs

6.3 Staffing

The chart shows our proposed staff resources and structure for next year. This is the same level of staff resources as 2012/13 although it includes converting some current fixed term posts into permanent roles.

CEO

Executive Assistant

Director of Consumer Director of Strategy, Director of Conventions & Director of Trade & Marketing & Digital COO/DCEO Commercial Director Brand & Communications Major Events Investment Channels

Business Tourism FDI & Trade team Comms team (x7) (London x10 (London x24 Digital team (x14) Finance team (x5) Commercial team (x6) Overseas x2) Overseas x13)

Consumer Marketing Brand team (x2) Major Events team (x5) HR & Facilities team (x5) team (x7)

Business Marketing team IT team (x3) Events team (x2) (x4) Development team (x5)

Strategic Partnerships Business Improvement (x2) (x1)

Strategy team (x7) Project Management (x1)

BUDGET AND KPIs

6.4 Risks

Risk area Risk identified Risk Impact Probability Mitigation strategy Owner (Trend) (Trend)

1. Strategy Alignment of Strategy with GLA and other stakeholders CG 4 - Critical 2 - Unlikely Wide ranging consultation over Business plan with stakeholders prior to start of Financial Year. Cause: London & Partners has a wide range of stakeholders in national and local government as well as the private Regular meetings with GLA to ensure strategy sector that it works with and who will have an influence on continues to be aligned with any changing the organisation’s strategy and direction. Mayoral priorities.

Risk: That London & Partners is unduly influenced to adapt Regular communication with stakeholders to its strategy to suit one or more of its constituents which keep them informed in delivery of the plan and upsets the balance and causes it to become misaligned with how it supports their objectives. other key stakeholders.

Impact: Potential loss of revenue, reputation or ultimately loss of mandate if strategy is not closely aligned with GLA.

2. Reputation External events impact on London’s reputation CG 3/4 - 3 - Possible Focus engagement with specific audiences in a Management Significant/ small number of target markets on specific Cause: one or more events have a significant impact on Critical aspects of London. London’s reputation with potentially adverse effects on (depending tourism and business. on event) Maintain and regularly review a crisis communications plan to allow rapid response to Risk: That London & Partners focus on shifting perceptions major events that may have a negative impact of London in target markets relating to key issues is on London’s reputation. significantly impacted by other events which have a much more widespread effect on London’s perception in the world. Need to be flexible and adaptable to stop activity Impact: The significance of the impact will vary due to the in certain markets or switch resource to react to nature of the event but may render all of London’s work in specific events. building reputation in certain areas worthless until the specific issue has been resolved.

3. Olympic Secure an Olympic Legacy GI 3 - Significant 2 - Unlikely Clear handover of responsibilities with L&P Legacy Cause: Without a dedicated team focused on Olympic Overall responsibility for legacy rests with the

BUDGET AND KPIs

Risk area Risk identified Risk Impact Probability Mitigation strategy Owner (Trend) (Trend) Legacy across London & Partners, the organisation may CEO with all Exec members having legacy lose focus in delivering this important work stream. activities within their objectives.

Risk: That the legacy work is not co-ordinated across the London & Partners to actively participate in the organisation resulting in sub-optimal delivery. Cabinet Office and GLA London Legacy Groups.

Impact: The work we put into delivering the Olympics and Maintain close working relationship with LLDC to developing a legacy strategy delivers lower returns than deliver the agreed activity programme for the envisaged. year.

4. Stakeholder Management CG 5 - Critical 3 - Possible Develop a comprehensive stakeholder strategy. Stakeholders Cause: The company is reliant on achieving its results Regular meeting with key stakeholders and through working closely with a broad range of stakeholders. programme of monthly reporting in place.

Risk: By not working in true partnership with stakeholders Maintain close liaison with UKTI and ensure London & Partners is unable to realise its ambitions and MOU is put in place. becomes discredited/ineffectual. Maintain close liaison with Visit Britain as it Impact: Could have a significant effect on performance and implements its new strategy. reputation. Continue to sit on the GREAT programme Board to ensure London is reflected in the GREAT campaign.

5. Capability and Capacity AC 3 - Significant 2 - Unlikely Prioritise key systems to be integrated and use Operational experienced project manager to develop project Cause: The business plan requires new ways of working plan. and skills in project management and matrix working to ensure its success. Training is arranged for relevant staff in project Risk: Staff are not equipped to deliver the plan or do not management, matrix working etc. have the capacity to deliver cross-functional activities. Clear ownership of cross-cutting projects with an Impact: Some projects may not be fully delivered or are not Executive Sponsor and Project Lead with regular as effective as they could be. reviews on by the Executive.

Central project management resource monitors progress, drives forward the projects as well as flagging risks.

BUDGET AND KPIs

Risk area Risk identified Risk Impact Probability Mitigation strategy Owner (Trend) (Trend)

6. Dot London Dot London JC 3. Significant 3. Possible Careful stakeholder management with close liaison with the delivery partner. Cause: London & Partners is reliant on ICANN for the roll out of Dot London and does not have experience in running top Early development of a business plan to deliver level domains. the project which identifies skills and capacity issues with a plan to bring in the necessary skills. Risk: London & Partners is not in total control in the timing and Closely review progress and risk register for the roll-out of dot London and does not have the capacity and project. capability to deliver the project. Work with other cities applying for gTLDs to Impact: Financial and reputational loss. resolve common issues.

Regular Board meetings of Dot London Domains Ltd to consider whether any strategic changes to the project are required.

7. Financial Commercial Income OL 3. Significant 3. Possible Commercial Sub-group closely monitors the risk and reward of new commercial ventures. Cause: Changes in economic circumstances, lack of staff capacity/capability to identify new income streams, or delays in Relevant experience is either developed in house progressing new initiatives impacts on the company’s ability to or brought in externally to deliver new commercial raise additional commercial revenue. ventures.

Risk: London & Partners is unable to deliver its commercial Monthly reviews of income budget by Executive to income targets. monitor progress and determine whether budget adjustments are required. Impact: Financial loss which leads to programme activity needing to be cut.

REVIEW OF LAST YEAR

Section 7: Review of last year

7.1 Introduction 2012 was a year like no other in London's calendar. The Queen's Diamond Jubilee and the Olympic and Paralympic Games gave London & Partners the unique opportunity to work with the Mayor of London and our partners to showcase the capital and enhance the reputation of London in the eyes of the world.

We set targets for jobs and growth in terms of the additional economic benefit to London. And we have exceeded those targets, in some areas significantly. Overall we are forecasting to achieve £230m additional GVA against a target of £108m, to create 3,500 jobs from FDI and to support more than 25,000 jobs from our other activities. Our performance against each of our KPIs can be seen in the table below.

7.2 Building London’s Reputation In our strategy published in April 2012 we set out to build London’s reputation internationally and promote the city as the world capital of business; the world’s top visitor destination and the world’s leading international centre of learning and creativity. The Games and the Jubilee presented a golden opportunity to attract investors through the business hosting programme and welcome journalists from across the globe in our dedicated media centres.

Crucial work to evolve London’s key messages and build a new framework to promote the city was undertaken this year. Roll-out of these key messages in early 2013 will bring greater consistency and offer a platform from which we can collaborate more effectively with businesses, stakeholders and key London influencers in building the city’s international reputation.

7.3 Leveraging the 2012 games and its legacy Our collaborative approach, working through city wide partnerships, helped us deliver two of our most impactful and influential reputational projects.

The London Media Centre welcomed the world’s media with 7,500 journalists coming from 102 countries. The 600 events, press conferences, website, films and interviews told London’s varied and compelling story to the world and gave us the chance to influence key global audiences on an unprecedented scale.

The Mayor of London’s 2012 Business Programme engaged with almost 200 companies - 77 of which now intend to set up a business in London or grow their existing presence within 18 months. The projects are estimated to create between 3,000-5,000 jobs for Londoners and economic benefit of at least £500m for the capital.

London is already starting to see legacy benefits and is poised to be the capital for major global and cultural events. We have secured major sporting events in London every year to 2017 including the city’s successful bid to host the 2017 IAAF World Championships. We have also created and launched RideLondon - a major new sporting event that is forecast to generate at least £5 million for the London economy.

We continue to work with the Mayor and London Legacy Development Corporation (LLDC) to secure a lasting economic legacy for London by attracting tenants and creating new sporting and cultural events for the Olympic Park.

REVIEW OF LAST YEAR

7.4 World capital of business London & Partners made a real difference to London's economy by attracting and helping to establish high value foreign direct investment projects in the city which generated £85m additional GVA and created 3,500 jobs. As part of this work we helped attract global companies such as Shionogi, who expanded their global business to London and are a significant addition to London's growing life sciences sector.

In November, alongside the GLA, we facilitated the Mayor's first overseas trade mission to India. This saw us engage 1,100 potential investors, identify 15 new potential London investments and open doors for London companies to export opportunities.

The regeneration of East London continues to create one of the world’s fastest growing creative and tech hubs. New investments in Tech City such as Brit Services, a Brazil- headquartered software company, Spanish marketing company Footfall 123 and New York- headquartered Kaltura, the world’s leading video platform, are just three creative and tech companies that London & Partners has recently helped set up in the capital.

London's standing as an international congress city also continued to rise. The city was propelled up the rankings to 7th place to become one of the world’s most popular destinations for international conventions and conferences. The Games showcased the amazing venues and event spaces across the city and this year contributed over £32 million to the London economy. We also announced London as the host of a number of major conferences, including the European Society of Cardiology Congress in 2015, which will bring 35,000 medical professionals to London generating £15m in additional GVA.

7.5 Leading visitor destination As millions of viewers around the world saw London on their television screens, we saw London’s reputation as a leading international destination continue to grow. London was named the world’s best destination by Trip Advisor, the world’s largest travel site, decided by millions of travellers. It was a well-timed triumph for the capital and kept the visitors coming and spending in the capital this year.

Our international tourism activities were twofold - coordinating the city’s response to possible visitor displacement before and during Games time and converting the global viewing audience into future visitors.

Our targeted nine month long pre-games campaign, Limited Edition London, aimed to drive the number of leisure visitors to the capital in the lead-up to the Games. The campaign returned £3.70 in terms of GVA (or ~ £9 additional spend) for every £1 invested. Our post- games campaign London: Now See It for Yourself exceeded targets by generating over £900,000 in private sector participation and a total media reach of 120 million.

The growth of the new look visitlondon.com website is also exceptional. The new site was visited by over 2 million people in its first month. New features include improved search, an itinerary builder and a more attractive design.

7.6 Attracting talent and creativity London & Partners focussed on the capital’s ability to attract, retain and develop talent and build London’s reputation in academic and creative excellence. We actively promoted the ‘London degree’ and the capital as a leading study destination, particularly in the Indian, Chinese and US market.

REVIEW OF LAST YEAR

In a challenging year for the higher education sector the Study London website attracted nearly 20,000 new registrations and to date, 6,147 subsequent referrals to London's world- leading academic institutions. Our activity to promote studying in London represents outstanding value for money – returning £14 for every £1 spent. A collaboration with 16 of London’s leading universities brought about the creation of the London Universities International Partnership (LUIP). Working with London & Partners the partnership is designed to help London retain its position as the world’s most popular student city in an increasingly competitive market and promote the city’s world-class higher education activities and facilities.

7.7 Developing our capacity With a real focus on the organisation’s capacity to deliver we have significantly grown our non-grant funding (including business in kind) to £5 million, boosting our core funding. Our on-going programme of making efficiencies and monitoring performance across the business is showing good results and will yield significant changes in the forthcoming year.

Following a restructure this year, we are confident that London & Partners’ current structure is fit for purpose. 2013 will see us sharpen our priorities, extend our reach and maximise opportunities from this unique year to provide jobs and growth for London and position London globally as the best city to study and invest in, experience and visit.

7.8 Performance against KPIs Activity Area Key Performance 2012 -13 Targets Achievement Indicators Positioning The volume of media £6m of advertising equivalent Figures to be reported in London coverage with key value per quarter (Q3,4) and April Globally messages increase of 5% which contain key messages by Q4 World Capital Direct GVA potential of FDI Secure an estimated £50m in Forecast £85m in of Business project successes additional GVA for London additional GVA for London Yr 1 Jobs created from FDI 3,500 3,500 Direct GVA potential of Secure an estimated £20m of Forecast £35m in confirmed business events additional GVA for London additional GVA for London London businesses who 100 businesses Forecast 100 businesses have developed their international trade potential and/or accessed international markets Centre of Direct GVA potential from Generate an estimated Forecast £11m in Talent & additional overseas £12.5m of additional GVA for additional GVA for Creativity students the London economy London Leading Direct GVA potential of 11- Secure an estimated £18.5m Forecast £90m in Visitor 12 and 12-13 targeted and £17.5m of additional additional GVA for Destination activity GVA London Direct GVA potential of Secure an estimated £8m of Forecast £9.2 in confirmed major events additional GVA for London additional GVA for London Leveraging Journalists and investors 6,000 journalists and 500 7500 journalists. Investors the 2012 influenced with key investors figures to be reported in Games messages April Developing Commercial revenues Raise £4.1m of revenue from Forecasted to be our Capacity private sector sources achieved & Capability Cost efficiency Real saving of 5% of Saving of 9% 46

REVIEW OF LAST YEAR

discretionary overheads Stakeholder feedback Stakeholder satisfaction 80% Stakeholder survey to be conducted in March 2013

Important note on GVA and Jobs measurement a. Our evidence base is significantly stronger than 12 months ago and many of our evaluation methodologies are more accurate. For example, the GLA Economics team has recognised our new methodologies to determine the impact of our leisure tourism and higher education activities, as “best practice”. They were also fully involved in agreeing the methodology for our major events activities and have recently received the first evaluation report. b. We still need to make assumptions where our evidence base is limited. In almost all cases, we have made the most conservative, reasonable assumption.