welsh affairs committee inward investments

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Welsh affairs committee inward investments

The Economics Book. Bad Samaritans. Ha-Joon Chang. Stephen J. The Rise and Fall of the Great Powers. Paul Kennedy. The End of Poverty. Jeffrey Sachs. Robert Peston. David Graeber. After Hegemony. Robert O. Guns, Germs and Steel. Jared Diamond. Why Nations Fail. Daron Acemoglu. Animal Spirits. George A. Poor Economics.

Abhijit V. Small Is Beautiful. E F Schumacher. This Changes Everything. Naomi Klein. Your review has been submitted successfully. Not registered? Remember me? Forgotten password Please enter your email address below and we'll send you a link to reset your password. Not you? With a wider range of sources of inward investment, of types of international business arrangement and of sectoral activity, the planning of promotional strategy is becoming increasingly difficult and negotiations are more complex.

The danger is that organisations like WINvest or Locate in Scotland try to compete wherever prospective inward investment projects appear, with a consequent diffusion of effort. There are also dangers of a follow-the-leader effect among attraction agencies from the UK and indeed from elsewhere in Europe leading to self-destructive competition.

It is important that this targeting policy is maintained, even if it means that certain types of investment or areas of the world are relatively neglected. For instance, Wales has a clear locational advantage over Scotland as regards relocations from the South East.

Tackling international collaborative arrangements e. Similarly, exploiting the complementarities which exist between international business in its inward and outward exports, licensing-out etc. The Welsh Committee's suggestion of an 'international development strategy' is an interesting concept and one which deserves some consideration in a Scottish context, especially when one of the four key thrusts of the.

The data for Scotland refer to overseas plants with over 10 employees. The following tables have been ommitted from the above article in this edition of the QEC, pp The figures refer to inward invesOnents fran abroad notified to H B by IK regions, and relate to data provided by the companies themselves. The jobs are those associated with the projects over the long-term. Job figures for the years relate to new jobs only. Otherwise job figures quoted are the trjtal for new plus safeguarded jobs.

These have been included in the colimn 'Best of UK and Unspecified'. Iccational advantages including labour force; labour r e l a t i o n s ; assistance package; making investors welcome. Plus presence of large stock of s a t i s f i e d inward investors.

Perhaps shortage of s i t e s and property. Poorly coordinated inward investment e f f o r t , exacerbated by personality conflicts. Cuts in OK regional a i d , and ending of autcroaticity; centralisation pressures.

Various divisions of S B have inward investment respon-s i b i l i t i e respon-s. Tokyo - 1 staff member 1 since February previously operated through Ben Line Agency. Tokyo - a company i s employed to represent S B ; has 4 staff in Tokyo and 3 in Belfast. London - 3 staff with inward investment responsibilities in tarthem Ireland Pnsinfis. Staffing 54 at heme and abroad, with roughly half frcm the a n and half c i v i l servants fran IDSi staffing level was Excludes Japanese representatives.

Notes: 1. Relates t s salaries, costs of maintaining overseas o f f i c e s , travelling, entertaining e t c. Inward investment i s handled by a number of divisions within U S v i z. Sectoral Divisions and Corporate Appraisal Division handle inward investment and a l l other h n s i w n projects! The pH of urea. Recommendation for services: Ensure practitioners working with migrant families have access to relevant training on working with migrant groups and information available on.

A more benign interpretation would assume the continuing and long-standing commitment to the promotion of economic development in Scotland, and even the potential introduction of. In our view demand has evolved favourably to the extent that in the late s BS could be operating at production levels which justify investment in Scottish steelmaking capacity.

The message is : personnel.. The policy limits of the campaign were discussed, together with the. Investments economics economic theory Econometrics and Finance all Scottish economy Welsh economy. Download now. Show more. Beginning with an investment by Sony in , Japanese firms now represent almost 10 per cent of employment in the overseas-owned sector in Wales, and taking alone the Japanese accounted for half of the jobs associated with foreign inward investment projects.

For example, Compaq currently producing at Erskine is believed to be considering building its second European factory near Munich where it is seeking a site for its international 6 headquarters. Improving the Contribution of Inward Investment It was concluded "that if inward investment attraction is to remain an important economic objective for Wales, attention must be given to improving the quality of the investment and improving the benefits it brings.

Improving Males' Competitiveness in Inward Investment Attraction before undertaking overseas promotional visits. The recommendations which were made to solve such problems and to capitalise upon changing international investment patterns and characteristics included: i Increased resources for promotion, including the establishment of a new office in Hong Kong to serve South East Asia and an expanded office in Japan.

The Welsh Committee's suggestion of an 'international development strategy' is an interesting concept and one which deserves some consideration in a Scottish context, especially when one of the four key thrusts of the 3. Reported in Financial Times, February 28 Ibid, para Gross value added as I of gross output. Read more.

Figure Table 4. View in document p. References Updating Download now 11 Page. Related subjects : inward investment investment game Scotland v Wales in the inward investment game Not drowning but waving : the American Junior Year abroad.

Related documents. Charge microheterogeneity of the major capsid protein of polyoma virus. Business investment performance in Scotland. Global Scotland Trade and Investment Strategy Fraser Economic Commentary : catalogue of all reviews, outlooks and articles, pa At home abroad: the life experiences of children of migrant workers in Scotland. Inward investment and Scottish devolution : towards a balanced view. The electronics industry in Scotland. Safe and sound: an EU approach to sovereign investment.

Bruegel Policy Brief Party image at home and abroad : the anticorruption campaigns of and i Foundations of Academic Success: Words of Wisdom. The Law of Trusts. The Centrality of Style. The Little Book of Semaphores.

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Over the years it has also replaced much of its former mineral-based activity with sophisticated capital intensive and high technology industry, the knowledge industry sectors of their day. After all one could hardly call Bosch, Sony, Panasonic, Alcoa, Warner Lambert, Johnson and Johnson — all among the foreign-owned sites in Wales that closed or scaled back between and — low technology businesses.

Nor was foreign direct manufacturing investment in the quarter century from s onwards establishing a completely new phenomenon. The big companies that arrived in that period were merely succeeding the British based manufacturing companies that invested in Wales in the s, s and s — ICI, Courtaulds, British Motor Corporation, Rover, BP, and the British Aircraft Corporation, to mention just a few of the bigger entities.

Many of these companies disappeared, downsized, or were taken over by other companies often from outside the UK before the big wave of overseas investment. A very important question for Wales is why these and the later overseas investors have not just left but gone without trace. For reasons that are not entirely clear, there appears to be only a very limited propensity in Wales for management to carry on businesses that decide to call it a day, either acquiring assets no longer being utilised or starting up new enterprises — a prospect one might have expected to happen at least with some of the smaller closures.

Nor are there groups of Welsh business people who will come forward to secure the future of potentially valuable businesses so that time and again a rescue has to be sought from outside. Yet one of the hoped-for side-effects of inward investment, whether from the rest of the UK or further afield, was meant to be skills and technology transfer to Welsh individuals and businesses which could then establish indigenous operations.

It is equally unclear why businesses are reluctant to find new products to succeed those for which a market no longer exists and choose almost invariably to pack their bags. The Select Committee report makes the assertion that Wales attracted a number of end-of-life-cycle projects in the heyday of overseas investment. Glass television and PC screens undoubtedly became obsolete after flat screen technology arrived, as too did conventional television manufacture but was there nothing else to fill these factories?

Having invested so much in Wales why did Nippon Electric Glass simply decide to walk away from its Cardiff operation of little more than 10 years. Surely there must be other reasons apart from low labour costs why companies — including more recently Bosch — do not choose to use management, logistics and other support facilities already in place? Wales gets more than its fair share of international news coverage, not least as a result of the exploits of its rugby team, and it also had the boost from the Ryder Cup.

Have these not provided any countervailing force over recent years, giving Wales a better shout than, say, Yorkshire when potential investors look at where to settle? Is no one being encouraged by this exposure to come and have a look at what at any rate on the surface must appear a lively place? Perhaps it is the case that we set too great a store by our environmental, cultural and historical assets, allowing these to become a handy comfort blanket when they mean little to hard-nosed investors, more interested in for example skill levels.

Are there drawbacks to investing in Wales which these are just not outweighing and if so what are they? Do we need to research this topic more fully? There are other gaps in the report, such as for example any discussion on re-shoring, the process whereby big companies are beginning to look at bringing back operations taken offshore to low-cost locations.

US companies in particular have begun to find there are hidden costs in setting up plants many thousands of miles away and have started to move operations back. The same is likely to occur within Europe. Can Wales perhaps recover some of the first mover advantage it seems to have had in the s by going hard for this type of overseas investment?

After all, it could only talk to those who showed an interest in its work. This was despite the fact that Cardiff receives the largest amount of research funding of any of the Welsh universities and has highly important interests in bioscience, a field in which Wales hopes to specialise. Surely Cardiff University should have had something to say?

But let us return to Peacocks. Relief at the number of jobs that will be saved has to be tempered with concern that the acquisition of one of the few headquarters companies based in Wales will result in high quality jobs being lost. This was a sort of win-lose investment from outside Wales. Whatever medium term guarantees now being given about the future of headquarters operations for the chain in Wales, down the line it is not difficult to see some of the more important headquarters functions, including financial management, fashion market analysis, sourcing of supplies and human resources transferring to Langholm in the Scottish borders, where Edinburgh Woollen Mill is based, or possibly to London.

The company already owns another fashion chain, Jane Norman, and will presumably be looking to secure some economies of scale across its fashion operations. The Welsh Government will need to act skilfully to ensure Wales remains long term at the centre of the scaled-back Peacock operation and perhaps even attracts other parts of the Edinburgh Woollen Mill operation.

It emphasises the point made in the Select Committee report that indigenous growth and inward investment strategies need to be run in tandem — and both improved upon. Wales needs to attract more companies willing to move operations to Wales and willing to invest in Welsh businesses such as Peacock. It also needs to be regularly growing scores of Peacock businesses of the future and rooting them firmly in Welsh soil. I am finding the obsession with exporting food to Japan and other places equally frustrating.

We export the vast majority of food out of a place and import that vast majority of food consumed in a place. Well, Welsh Labour have been turning a deaf ear to people like you for many years. Jac o the north has been blasting them, and Plaid a little, for as long as I have been an adult. I believe it is one of the reasons Gwlad exist. Perhaps all interested in forming a better policy could get together, Plaid and Gwlad?

Its first points are seminal. Written a year ago, awaiting ideas for — Wales moment to rise or fall. Mine would feature an airport serving all Wales, the town then becoming our administrative capital. You are looking for a Venice for Wales if you locate it there!

Excellent idea! Reviving our towns and consequently not just the businesses but their social and cultural role will be a very important part of re-building our free nation. Also many economists talk of the need for international airports if you wish for development. The biggest problem with the lack of focus for towns in Wales arises from the scrapping of the Urban District Councils in which disinherited many towns and centralised power in others.

Towns like Porthcawl had their political muscle moved to Bridgend whereas towns such as Mountain Ash lost power to Aberdare resulting in a gradual decline of that town and the communities and villages close to it. This same mindless thinking still exists with the closure of community and miners hospitals and schools with new build projects being neither efficient nor reflective of the community they serve. If you would like to donate to help keep Nation.

Email Address. Image by Jason Goh from Pixabay. The second, diversification of the inherited industrial structure to achieve self-sustaining growth. Share this: Facebook Twitter Email. Connect with. I allow to create an account. When you login first time using a Social Login button, we collect your account public profile information shared by Social Login provider, based on your privacy settings. We also get your email address to automatically create an account for you in our website.

Once your account is created, you'll be logged-in to this account. Disagree Agree. This comment form is under antispam protection. Most reacted comment. Hottest comment thread. Recent comment authors. Notify of. Duncan Fisher. Huw Davies. Dr John Ball. Understood, though I can assure you that this is Europe wide, and maybe the world. Follow us Connect with Nation.

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Or you may live in an area served by Stagecoach, the Perth bus company and long distance Megabus London-Cardiff coach operator. Turn up the gas or switch on the electricity and if you live in southern Wales you are likely to be adding to the profits of Scottish and Southern Energy. This acquired Swalec from its previous Welsh owners in after denationalisation of the electricity and gas supply industries in the s.

In northern Wales as a probable Manweb customer, it will be Scottish Power that provides you with your heat and light and repairs the electricity cables in bad weather. When you remember Bank of Wales becoming part of the Bank of Scotland, you might almost imagine the Marquesses of Bute had never left Cardiff. Since last week Edinburgh Woollen Mill is now also the owner of the only significant UK-wide non-food retailer based in Wales, Peacocks, which crashed after loading itself with too much debt.

Of course, it is good news that the Scots are taking over Peacocks and saving the jobs of thousands of shop workers across the UK as well as hundreds more in administrative and distribution centres in Wales. However, it is probably not exactly the sort of inward investment that the House of Commons Welsh Affairs Select Committee was thinking about when on the very same day it produced its own report on the topic.

Its concern was not with companies buying Welsh businesses — which seems to happen all too often — but with the dearth of new projects that has followed, the incorporation into the Welsh Government of the Welsh Development Agency, whether this has been directly as a consequence or not. What was seen six years ago as a nation-warming bonfire of the quangos has subsequently come to be regarded by many as an irresponsible act of arson.

There are some interesting insights and observations in the report by the committee which, as well as taking written and oral evidence, made visits to Wales, Belgium and Germany. The need for a new rail loading gauge so that freight trains entering and leaving Wales could carry larger containers has not previously been widely known and sounds like a cause that should be supported.

More emphasis in schools on the importance of business and industry is sensible, as too is closer engagement between universities and firms big and small. Weaknesses in the promotion of Wales abroad as an investment location also need to be corrected as a matter of urgency. The tentative proposals the report puts forward for creating a successor body to the Welsh Development Agency need to be looked at seriously by the Minister for Business, Edwina Hart.

Seemingly picking up on this, the report notes:. It sounds like a possible way ahead for Welsh inward investment and overseas promotion — if our politicians have the courage to pursue it. Yet for all the mainly sensible recommendations of the report, the analysis is somewhat shallow, ignoring or failing to understand the lessons of much of Welsh post-war industrial and economic history.

Like so many similar reports it starts with the assumption that in reacting to the decline of its heavy industries Wales needs to go beyond the low wage industries brought in to replace them. If only it were that simple. Wales has been sloughing off its heavy industrial skin since the s and has long had a much more diversified economy than analyses of this sort allow. Over the years it has also replaced much of its former mineral-based activity with sophisticated capital intensive and high technology industry, the knowledge industry sectors of their day.

After all one could hardly call Bosch, Sony, Panasonic, Alcoa, Warner Lambert, Johnson and Johnson — all among the foreign-owned sites in Wales that closed or scaled back between and — low technology businesses. Nor was foreign direct manufacturing investment in the quarter century from s onwards establishing a completely new phenomenon. The big companies that arrived in that period were merely succeeding the British based manufacturing companies that invested in Wales in the s, s and s — ICI, Courtaulds, British Motor Corporation, Rover, BP, and the British Aircraft Corporation, to mention just a few of the bigger entities.

Many of these companies disappeared, downsized, or were taken over by other companies often from outside the UK before the big wave of overseas investment. A very important question for Wales is why these and the later overseas investors have not just left but gone without trace. For reasons that are not entirely clear, there appears to be only a very limited propensity in Wales for management to carry on businesses that decide to call it a day, either acquiring assets no longer being utilised or starting up new enterprises — a prospect one might have expected to happen at least with some of the smaller closures.

Nor are there groups of Welsh business people who will come forward to secure the future of potentially valuable businesses so that time and again a rescue has to be sought from outside. Yet one of the hoped-for side-effects of inward investment, whether from the rest of the UK or further afield, was meant to be skills and technology transfer to Welsh individuals and businesses which could then establish indigenous operations. It is equally unclear why businesses are reluctant to find new products to succeed those for which a market no longer exists and choose almost invariably to pack their bags.

The Select Committee report makes the assertion that Wales attracted a number of end-of-life-cycle projects in the heyday of overseas investment. Glass television and PC screens undoubtedly became obsolete after flat screen technology arrived, as too did conventional television manufacture but was there nothing else to fill these factories?

Having invested so much in Wales why did Nippon Electric Glass simply decide to walk away from its Cardiff operation of little more than 10 years. Surely there must be other reasons apart from low labour costs why companies — including more recently Bosch — do not choose to use management, logistics and other support facilities already in place? Wales gets more than its fair share of international news coverage, not least as a result of the exploits of its rugby team, and it also had the boost from the Ryder Cup.

If inward investment has been such a success, where is the pool of educated, skilled employees left in the wake of investors leaving and being swept up by new incoming investors? In addition, the theory is that local businesses supply goods and services, thus increasing the effectiveness of the original investment.

These weaknesses apply equally to inward investment in financial services and retailing. In reality, success with financial services is based on call centres, skills and progression are limited and organisation specific, part-time work and minimum wage often applies and by their very nature there are no local suppliers and thus no multiplier.

This argument applies even more so to the retail giants, part time hours, minimum wage and an even greater negative multiplier effect with the destruction of traditional shopping centres. No successful economy was ever built on external ownership — is anybody in the Welsh Government listening? I am finding the obsession with exporting food to Japan and other places equally frustrating. We export the vast majority of food out of a place and import that vast majority of food consumed in a place.

Well, Welsh Labour have been turning a deaf ear to people like you for many years. Jac o the north has been blasting them, and Plaid a little, for as long as I have been an adult. I believe it is one of the reasons Gwlad exist. Perhaps all interested in forming a better policy could get together, Plaid and Gwlad?

Its first points are seminal. Written a year ago, awaiting ideas for — Wales moment to rise or fall. Mine would feature an airport serving all Wales, the town then becoming our administrative capital. You are looking for a Venice for Wales if you locate it there!

Excellent idea! Reviving our towns and consequently not just the businesses but their social and cultural role will be a very important part of re-building our free nation. Also many economists talk of the need for international airports if you wish for development. The biggest problem with the lack of focus for towns in Wales arises from the scrapping of the Urban District Councils in which disinherited many towns and centralised power in others.

Towns like Porthcawl had their political muscle moved to Bridgend whereas towns such as Mountain Ash lost power to Aberdare resulting in a gradual decline of that town and the communities and villages close to it.

This same mindless thinking still exists with the closure of community and miners hospitals and schools with new build projects being neither efficient nor reflective of the community they serve. If you would like to donate to help keep Nation. Email Address. Image by Jason Goh from Pixabay. The second, diversification of the inherited industrial structure to achieve self-sustaining growth.

Share this: Facebook Twitter Email. Connect with. I allow to create an account. When you login first time using a Social Login button, we collect your account public profile information shared by Social Login provider, based on your privacy settings. We also get your email address to automatically create an account for you in our website. Once your account is created, you'll be logged-in to this account.

Disagree Agree. This comment form is under antispam protection. Most reacted comment. Hottest comment thread. Recent comment authors.

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Please try again or alternatively you can contact your chosen shop on or send us an email at. Of course, as long as inward investment agencies are judged on the numbers of projects and jobs they attract, less attention will be paid to investment quality. Agency is that of ' international sat ion1 encouraging and assisting business in Scotland to serve international markets. The second set of lessons relate to strategy for the attraction of inward investment and other forms of international business activity in a much changed environment.

With a wider range of sources of inward investment, of types of international business arrangement and of sectoral activity, the planning of promotional strategy is becoming increasingly difficult and negotiations are more complex. The danger is that organisations like WINvest or Locate in Scotland try to compete wherever prospective inward investment projects appear, with a consequent diffusion of effort. There are also dangers of a follow-the-leader effect among attraction agencies from the UK and indeed from elsewhere in Europe leading to self-destructive competition.

It is important that this targeting policy is maintained, even if it means that certain types of investment or areas of the world are relatively neglected. For instance, Wales has a clear locational advantage over Scotland as regards relocations from the South East. Tackling international collaborative arrangements e. Similarly, exploiting the complementarities which exist between international business in its inward and outward exports, licensing-out etc.

The Welsh Committee's suggestion of an 'international development strategy' is an interesting concept and one which deserves some consideration in a Scottish context, especially when one of the four key thrusts of the. The data for Scotland refer to overseas plants with over 10 employees. The following tables have been ommitted from the above article in this edition of the QEC, pp The figures refer to inward invesOnents fran abroad notified to H B by IK regions, and relate to data provided by the companies themselves.

The jobs are those associated with the projects over the long-term. Job figures for the years relate to new jobs only. Otherwise job figures quoted are the trjtal for new plus safeguarded jobs. These have been included in the colimn 'Best of UK and Unspecified'. Iccational advantages including labour force; labour r e l a t i o n s ; assistance package; making investors welcome. Plus presence of large stock of s a t i s f i e d inward investors. Perhaps shortage of s i t e s and property. Poorly coordinated inward investment e f f o r t , exacerbated by personality conflicts.

Cuts in OK regional a i d , and ending of autcroaticity; centralisation pressures. Various divisions of S B have inward investment respon-s i b i l i t i e respon-s. Tokyo - 1 staff member 1 since February previously operated through Ben Line Agency. Tokyo - a company i s employed to represent S B ; has 4 staff in Tokyo and 3 in Belfast. London - 3 staff with inward investment responsibilities in tarthem Ireland Pnsinfis.

Staffing 54 at heme and abroad, with roughly half frcm the a n and half c i v i l servants fran IDSi staffing level was Excludes Japanese representatives. Notes: 1. Relates t s salaries, costs of maintaining overseas o f f i c e s , travelling, entertaining e t c. Inward investment i s handled by a number of divisions within U S v i z. Sectoral Divisions and Corporate Appraisal Division handle inward investment and a l l other h n s i w n projects!

The pH of urea. Recommendation for services: Ensure practitioners working with migrant families have access to relevant training on working with migrant groups and information available on. A more benign interpretation would assume the continuing and long-standing commitment to the promotion of economic development in Scotland, and even the potential introduction of.

In our view demand has evolved favourably to the extent that in the late s BS could be operating at production levels which justify investment in Scottish steelmaking capacity. The message is : personnel.. The policy limits of the campaign were discussed, together with the. Investments economics economic theory Econometrics and Finance all Scottish economy Welsh economy.

Download now. Show more. Beginning with an investment by Sony in , Japanese firms now represent almost 10 per cent of employment in the overseas-owned sector in Wales, and taking alone the Japanese accounted for half of the jobs associated with foreign inward investment projects.

For example, Compaq currently producing at Erskine is believed to be considering building its second European factory near Munich where it is seeking a site for its international 6 headquarters. Improving the Contribution of Inward Investment It was concluded "that if inward investment attraction is to remain an important economic objective for Wales, attention must be given to improving the quality of the investment and improving the benefits it brings.

Improving Males' Competitiveness in Inward Investment Attraction before undertaking overseas promotional visits. The recommendations which were made to solve such problems and to capitalise upon changing international investment patterns and characteristics included: i Increased resources for promotion, including the establishment of a new office in Hong Kong to serve South East Asia and an expanded office in Japan.

The Welsh Committee's suggestion of an 'international development strategy' is an interesting concept and one which deserves some consideration in a Scottish context, especially when one of the four key thrusts of the 3. Reported in Financial Times, February 28 Ibid, para Gross value added as I of gross output. Read more. Figure Table 4.

View in document p. References Updating Download now 11 Page. Related subjects : inward investment investment game Scotland v Wales in the inward investment game Not drowning but waving : the American Junior Year abroad. Related documents. Charge microheterogeneity of the major capsid protein of polyoma virus.

Business investment performance in Scotland. Global Scotland Trade and Investment Strategy Fraser Economic Commentary : catalogue of all reviews, outlooks and articles, pa At home abroad: the life experiences of children of migrant workers in Scotland. Inward investment and Scottish devolution : towards a balanced view. The electronics industry in Scotland. Safe and sound: an EU approach to sovereign investment. Bruegel Policy Brief Party image at home and abroad : the anticorruption campaigns of and i Foundations of Academic Success: Words of Wisdom.