APPENDIX 10
Memorandum submitted by the Confederation
of British Industry (CBI)
1. INTRODUCTION
1.1 The CBI is the UK's leading business
organisation, speaking for some 240,000 businesses that together
employ around a third of the private sector workforce.
1.2 This paper has been prepared in response
to the House of Commons Trade and Industry Committee inquiries
under the general theme of "The future of manufacturing industry
in the UK". The paper is structured around the three individual
inquiries chosen by the Committee:
— Marketing UK plc: The work of UK
Trade and Investment in supporting exporters and encouraging inward
investment. In particular, the new UKTI strategy and its impact
on the achievement of UKTI's Public Service Agreement.
— Public procurement: The scope for
government support for UK industry.
— Skills shortages: the extent to which
such shortages are hindering the development of manufacturing
industry; what skills are needed, the effectiveness of the dialogue
between industry and education/training providers, including the
role of the Sector Skills Councils; and co-ordination of provision
within Government.
2. CURRENT STATE
OF MANUFACTURING
Current trends in manufacturing
2.1 Recent industrial and economic surveys
have suggested that 2006 has so far witnessed a fragile recovery
in the UK manufacturing sector, after a difficult year in 2005.
Increased demand, driven primarily by export growth, has led to
positive trends in output and improved confidence. The sustainability
of the recovery is undermined by consistently escalating energy
and materials prices.
2.2 The CBI's Quarterly Industrial Trends
Survey is recognised as the leading survey of manufacturing activity.
The most recent results published in July 2006 revealed a continued
improvement in fortunes for the sector:
— The July and April surveys together
represented a sharp improvement in demand conditions, although
total new orders remained unchanged in the three months to July.
A slight fall in domestic orders was compensated by a rise in
export orders, which grew by more than expected. Manufacturers
expect exports to increase in coming months, which if achieved
will be the fastest rate of increase since 1995.
— Output growth remained modest and
was slower than expected. Manufacturers anticipate this modest
increase to continue in the third quarter.
— Costs continued to rise, albeit at
a slower rate than the previous three surveys. Domestic output
prices remained unchanged despite previous predictions of a strong
rise, indicating that manufacturers are struggling to pass costs
on to customers.
— Employment continued to fall but
the rate of job loss has returned to below the long-term average.
This is expected to continue in the coming months.
Role of manufacturing in the economy
2.3 The output of the manufacturing sector
(measured in Gross Value Added) stood at £148 billion in
2005, compared to £116 billion in 1990, an increase of 27%.
During the same period service sector output grew by 155% from
£321 billion to £812 billion.
2.4 Therefore manufacturing as a proportion
of the total economy has declined, despite absolute growth in
manufacturing output. In 1990 manufacturing accounted for 23%
of the UK economy, in 2005 it accounted for only 14%.
Source: ONS
2.5 Manufacturing employment (measured in
workforce jobs) in March 2006 was 3.3 million. This is a significant
decline on the 1980 level of 6.8 million. Decline in manufacturing
employment has been steady, and mainly attributed to firms making
underlying productivity improvements. Recently the trend has been
exacerbated by high input prices and increased pressure on profit
margins.
2.6 Since 1980 total UK employment has risen
from 27 million to over 30 million. The proportion of the working
population employed in manufacturing has declined significantly,
from 25% in 1980 to 11% in 2005.
Source: ONS
2.7 Manufacturing remains vital to the UK's
balance of trade, as international trade is still dominated by
trade in goods. Manufactured goods comprise 82% of the total value
of exported goods. In terms of total trade, manufactured goods
comprise 54% of all UK exports of goods and services.
2.8 Further information on the export performance
of the UK manufacturing sector can be found in Section 4.
Source: ONS
2.9 It is widely accepted that the UK suffers
a productivity shortfall when compared to our leading competitors.
The magnitude of the productivity gap varies depending on the
statistical measure employed, but historically the UK has performed
poorly by all metrics. Since 1997, HM Treasury has made it a priority
to raise productivity levels to close the gap with our competitors.
2.10 According to recent data published
by the DTI, there has been good progress in closing the productivity
gap. Measured in terms of GDP per worker the gap with France has
halved and the gap with Germany has been closed. In terms of GDP
per hour worked, the gaps have also narrowed significantly.
Source: DTI Economics
Paper 17 UK Productivity and Competitiveness Indicators
2.11 The productivity gap between UK manufacturing
and the manufacturing sectors of France, Germany and the US is
estimated to be wider than the productivity gap at an economy-wide
level.
2.12 However, manufacturing has made significant
productivity improvements, and is a driver of productivity growth
in the overall economy. As shown below, manufacturing productivity
rose by 58% between 1990 and 2005 compared with 35% for the economy
as a whole.
Source: ONS
3. MARKETING
UK PLC
3.1 The international presence of manufacturing,
and of UK plc in general, is crucial for the success of the UK
economy. Globalisation will continue to open up new markets and
break down geographical and political barriers, while emerging
markets will grow in size and importance. The UK manufacturing
sector must look outwards and compete in export markets for sustained
success to be possible.
3.2 The marketing of UK plc will become
increasingly important. Building relationships with customers,
suppliers and partners will be vital for multinational manufacturers
to effectively manage global supply chains. This applies to their
established markets, centres of low cost competition, and tomorrow's
emerging economies.
3.3 Building international relationships
for companies, and UK industry in general, includes inward investment,
outward investment and international trade. All three aspects
are vital to provide sufficient demand, improve competitiveness
and realise the benefits presented by the opportunities of globalisation.
The required focus on each aspect varies depending on the nature
of the companies or sectors in question, and their role in the
global marketplace.
3.4 A prerequisite to marketing UK plc is
a multilateral trade system underpinned by the WTO. The DTI's
role in the European Commission in respect of bilateral and multilateral
trade and investment negotiation should not be forgotten.
3.5 Industry needs a champion for their
international trade and investment interests at the heart of government.
They also need an organisation to provide tailored and relevant
support for companies, encourage foreign investment into the UK
and facilitate UK companies' international activities.
3.6 This role is occupied by UK Trade &
Investment (UKTI), which aims to:
"enhance the competitiveness of companies
in the UK through overseas trade and investments; and attract
a continuing high level of quality foreign direct investment"
International Trade
3.7 International trade is the lifeblood
of UK manufacturing. The few UK companies not directly operating
in export markets will be involved through the supply chain. For
many multinational manufacturers and industry sectors, export
markets form a major proportion of their business. Crucially,
the fragile recovery of the manufacturing sector during 2006 has
been built mainly on export growth.
3.8 There is evidence that export activity
is linked to improvements in productivity, both at aggregate level
and the level of individual companies[30].
Entry into export markets often leads to company growth, productivity
improvements and acts as a valuable source of market intelligence
or technical knowledge.
3.9 In 2005 the total value of manufactured
goods exported was £174 billion, compared to £82.4 billion
in 1990, an increase of 110%. In the same time frame, the total
value of exports has increased by 140%. Service sector exports
are growing more rapidly than manufacturing exports, but are still
of significantly lower value.
Source: ONS
3.10 However, there are concerns that the
UK is not best placed to take advantage of the trends in globalisation.
Exports of manufactured goods are still heavily focused on the
EU and North America, with only 2% of UK exports going to India
and China combined. CBI members have expressed concern that the
UK is in danger of falling behind our competitor countries in
exploiting the export opportunities of growth in emerging markets.
Inward Investment
3.11 Inward investment brings enormous benefits
to the UK economy, not least in manufacturing. Investment projects
add to UK capacity, provide an influx of capital and create and
secure jobs. In addition, inward investment has a positive effect
on the competitiveness of UK industry.
3.12 Multinational manufacturers are often
leaders in best practice, for example lean manufacturing, new
technology and management techniques. Inward investment often
results in knowledge spillovers—the transfer of best practice
to suppliers and UK industry as a whole.
3.13 Statistics for 2004-05 suggest record
inward investment figures with 1,220 new projects creating over
34,000 new jobs and securing a further 56,000 jobs[31].
The manufacturing sector accounted for a quarter of new projects
and new jobs, and three quarters of the total number of secured
jobs.
3.14 However it is important that the UK
maintains its attractiveness to foreign investors. Those companies
investing in the UK will not hesitate to re-locate abroad if there
are greater savings or process improvements available. Future
investment going to other countries at the expense of the UK would
have profoundly damaging effects on the capabilities and the competitiveness
of UK industry.
3.15 Value chains in manufacturing are becoming
more fragmented, and multinationals are increasingly flexible
regarding the location of their business functions. Production,
R&D and design capabilities will be located where they are
most commercially viable. These decisions are based on a number
of issues including cost, quality, delivery, skilled labour, regulatory
environments and government incentives.
UK Trade & Investment—Prosperity in
a changing world
3.16 UKTI published their new strategy "Prosperity
in a changing world", in July 2006. The strategy sets out
the direction for UKTI over the next five years, with a particular
focus on improving the marketing of the UK and supporting business
in emerging markets.
3.17 The remit of UKTI is inclusive of all
companies within the UK and therefore includes all sectors of
the economy, not only manufacturing. Particular emphasis in the
Strategy is placed on the promotion of the City of London and
ensuring it retains its leading role in financial markets. The
CBI agrees with the necessity of this focus, and supportive of
efforts to achieve these goals. However, due to the nature of
this inquiry we shall forthwith restrict comments to the implications
of the work of UKTI on the manufacturing sector.
3.18 It should also be recognised that the
CBI has been a long-term advocate of the need for export support
and the marketing of UK plc, and also a supporter of the role
of UKTI. The CBI has made significant input into the UKTI strategy
through a close working relationship during the drafting process.
3.19 Great emphasis remains on delivery
against the new UKTI strategy. As such it is currently too early
to judge whether the new strategy will assist UKTI in achieving
its Public Service Agreement target. However, there are a number
of concerns from industry that must be addressed, regarding the
overall goals, approach and performance of UKTI.
Attitude towards globalisation
3.20 The approach to globalisation has previously
been to mitigate the threats from growing economies such as China
and India. What has been lacking is an appropriate focus on the
benefits of globalisation, and the opportunities provided by the
growth of emerging economies.
3.21 The success of UK manufacturing in
future will be dependent on our approach to globalisation, ensuring
the UK is well positioned to take full advantage of current and
future trends. The flexibility in manufacturing value chains as
outlined above allows companies to tap into the benefits of low
cost economies, either through offshoring elements of their business
or outsourcing the production process in part or entirely.
3.22 The development of emerging markets
represents a huge opportunity for UK companies. The consumer classes
of India and China are growing rapidly. Strengthening links with
these countries, while remaining vigilant for new global players,
is key to turning globalisation from a threat to an opportunity
for UK companies.
Relationship between exports and inward investment
3.23 CBI members believe that UKTI has been
overly focused on inward investment as opposed to encouraging
and supporting UK firms to export. The CBI has welcomed the new
strategy in that it rebalances the focus of UKTI back towards
supporting export success.
3.24 Encouraging export activity, particularly
with a focus on the emerging markets, is key to enabling UK industry
to exploit the opportunities of globalisation. There is a strong
financial justification for an emphasis on export activity, the
UKTI strategy cites evidence of a £17 million return on every
£1 million spent on trade development.
3.25 Such an emphasis on exports requires
UKTI to provide support for new-to-export companies and facilitate
the activities of experienced exporters. A set of clear metrics
is required on which to measure the success of UKTI in encouraging
export activity.
Effectiveness of UKTI support
3.26 The experience of some manufacturing
companies highlights a two-fold problem in UKTI's delivery of
support. Firstly, few companies have had any contact with UKTI,
and secondly the bureaucracy involved in obtaining support heavily
outweighed the benefits.
3.27 The perception of manufacturers is
that UKTI as an organisation has been excessively preoccupied
by meeting its targets, at the expense of providing support that
is accessible, relevant and helpful. As a result there is at least
one example of a parallel initiative being established to fulfil
trade development functions in the food and drink industry.
The Role of the RDAs
3.28 The responsibility for encouraging
and facilitating inward investment is shared among several government
departments, the Regional Development Agencies (RDAs) and the
devolved administrations. Each region of the UK runs parallel
initiatives to encourage inward investment within their boundaries.
3.29 This approach leads to considerable
overlap and competition between the regions, and seriously undermines
the effectiveness of marketing of the UK to foreign investors.
There is a clear and urgent need to review the role of the RDAs
in encouraging inward investment.
4. PUBLIC PROCUREMENT
4.1 The public procurement budget stands
at around £125 billion a year in the UK. The public sector
is an important customer for UK manufacturing, and there is significant
potential for intelligent procurement practices to benefit industry.
Public procurement can be leveraged to encourage business investment
and innovation, which would boost business competitiveness and
set the seed for long term economic growth.
4.2 Leveraging procurement in this way requires
changes in the procurement process and the culture and professionalism
of procuring departments. In general, the CBI calls for the following:
— Creating and sustaining competitive
supply markets
— Early dialogue between clients and
suppliers
— More work up-front on specifications
before tender
— Ongoing partnering relationships
— Output based specifications.
4.3 There appears to be a lack of forecasting
ability in predicting future procurement needs. Successful medium
term procurement planning is necessary to enable certain industries
in the UK that are dependent on the public sector for the bulk
of their orders to plan ahead. Should government purchasing swing
unpredictably "between feast and famine', it is beyond the
ability of some industries to sustain themselves during protracted
periods of low demand.
4.4 Crucially, a relatively small number
of suppliers to the public sector can support entire supply chains.
In some sectors, for example in the rail transport industry, these
few suppliers are directly and significantly affected by public
procurement decisions.
Procuring Innovation
4.5 The government can play a major part
in underpinning and facilitating innovation in business. Much
of the focus to date has been on addressing specific market failures
such as under investment in research and development, for example
via the R&D tax credit. Some of the benefits of R&D expenditure
spill-over beyond the investing company, and the R&D tax credit
helps to offset this external benefit that the company cannot
fully capture.
4.6 Increasingly, CBI members believe that
the innovation push effect of direct support measures should be
reinforced with innovation pull factors. Public procurement is
the largest overall pull factor that the government could effectively
influence. A focus within public procurement on acquiring innovative
products, services and processes would be a major driver for business
investment in innovation.
4.7 The CBI has identified that "current
procurement practices not only fail to foster business innovation,
but also fail to allow government to maximise long-term value
from its investments"[32].
Survey data revealed that nearly 80% of respondents thought the
government failed to support innovation by acting as an early
adopter of new ideas.
4.8 The CBI has been exploring this issue
further and will be launching a detailed report on the topic in
mid-October, which will be forwarded to the Committee once it
is released. An area that the report focuses on is how to provide
a more effective link between research and procurement in the
UK. It considers ways of accelerating the development of ideas
into new technology and on into appropriate procurement rounds.
If this could be achieved then it should be beneficial for public
services and for the UK economy as a whole.
Value for Money
4.9 The concept of "value for money"
on which procurement decisions must be based, includes other dimensions
other than simply price. Quality is a key factor, for example
in the procurement of food for the education or prison systems.
Procurement decisions must be based on whole-life value for money,
based on assessment of the costs associated with the products
throughout its entire life span.
4.10 There has also been significant pressure
to increase the use of social clauses in public sector contracts.
Social clauses, or social requirements, are a means of including
social or environmental requirements in public sector contracts
that would not conventionally be considered as defined outcomes.
The inclusion of social clauses is often designed to deliver on
the social or environmental policy objectives of the procuring
party.
4.11 Those manufacturers supplying to non-public
organisations are experiencing a greater focus on corporate social
responsibility, in addition to the common procurement criteria
of quality, cost and delivery. There is a balance point where
these considerations are relevant and appropriate to public contracts
as well as private contracts.
4.12 For example the concept of carbon footprints
and the aim of becoming "carbon neutral" is important
to many organisations. This is likely to also become an important
factor in public procurement, as paying higher prices for local
goods would be justified due to the savings in carbon emissions
from reduced environmental impact from logistics.
4.13 The CBI is concerned that while social
clauses may be effective in delivering on social or environmental
policy objectives, there is scarce evidence of social clauses
benefiting business. The inclusion of social clauses in public
procurement contracts is likely to increase the levels of bureaucracy
involved in tendering for contracts, and therefore discourage
companies, particularly SMEs, from bidding.
5. SKILLS SHORTAGES
5.1 Achieving and maintaining appropriate
levels of workforce skills is a crucial determinant of competitiveness
within manufacturing. In order to remain competitive in the face
of growing global competition, manufacturing companies are required
to make continuous productivity improvements and successfully
innovate with respect to products and processes.
5.2 To succeed in both of these aims it
is necessary to have a workforce with the necessary mix of skills
and the ability to be flexible in order to adapt to changing processes.
The necessary skills mix includes good levels of literacy and
numeracy and basic employability skills, craft and technical skills,
higher qualifications and management and leadership skills.
5.3 As discussed in section 2, the UK exhibits
a productivity gap with our primary competitors, namely the US,
France and Germany. Research has identified the root causes of
this productivity gap as physical capital, labour force skills
and total factor productivity[33].
The variation in labour force skills was estimated to account
for up to a fifth of the UK's productivity gap with France and
Germany in 1999, although they were not significant in explaining
the gap with the US.
Source: O'Mahony and de
Boer, 2002
5.4 The skills issue should not be considered
in isolation. There are strong links between the shortages and
the perception of manufacturing as a failing industry. The media
coverage of manufacturing tends to imply there is little future
in the sector, which removes the incentives for young people to
take specialised qualifications, opt for engineering and technology
subjects, or follow manufacturing career paths.
5.5 The remaining evidence is structured
around the twin aspects of the skills issue. The first aspect
is the quality and availability of skills input into the manufacturing
sector, and the extent to which shortages of relevant skills are
hindering the development of manufacturing. Secondly, manufacturers
provide vocational training to the existing workforce, for which
the quality and co-ordination of training provision is important.
Skills Input
5.6 There is evidence that the manufacturing
sector is disproportionately affected by skills shortages in comparison
to the economy as a whole. The incidence of skills-shortage vacancies
(SSVs), those vacant posts hard to fill due to a lack of available
skills in the labour market, is higher than average in the manufacturing
sector[34].
5.7 Larger manufacturers are able to engage
with the education system at higher, further and secondary education
levels, in order to provide encouragement and guidance for students
and teachers in manufacturing and engineering disciplines. Such
involvement enables larger manufacturers, to some extent, to specify
their skills requirements and improve the flow of recruits into
their business. Smaller manufacturers often lack the resources
to take this approach.
5.8 In the near future, industry's skills
requirements will change significantly, both in the type of skills
needed and the level of qualifications. The majority of businesses
predict that their skills requirements will change over the next
three years, and only 10% expect to need similar or lower skills
levels[35].
5.9 The government's ambition to increase
industry's expenditure on research and development will generate
greater demand for high level skills in science, engineering and
technology. Demand from the manufacturing sector for relevant
graduate qualifications is also likely to increase, given that
manufacturers will increasingly focus on innovation and technology
to achieve competitive advantage.
5.10 The importance of management and leadership
skills is likely to increase in the future. Many manufacturing
companies are part of global networks and multinationals today
manage increasingly complex supply chains. The capability to co-ordinate
and optimise such organisations could prove to be a key source
of competitive advantage for UK manufacturers.
Skills Profile
5.11 Analysis of the UK's skills profile
reveals a mix of strengths and weaknesses across skills levels.
In comparison to France and Germany the UK skills profile is characterised
by relatively high proportions of lower and higher skills, and
a relatively low proportion of intermediate skills.
Source: DFES estimates
from Labour Force Survey
5.12 In 2005, 18% of the working age population
possessed qualifications below level 2, excluding those with no
skills. Below level 2 qualifications include less than five GCSE
grades A*-C, BTEC general certificates, NVQ level 1, and Basic
Skills qualifications. This proportion has declined marginally
over recent years from 20% in 2000.
5.13 Intermediate skills are defined as
levels 2 and 3, including GCSE and A level passes or equivalent
vocational qualifications, and trade apprenticeships. In 2005
the proportion of the UK working age population with intermediate
skills stood at 42%, a marginal increase since 2000.
5.14 In 2005, 26.8% of all people of working
age were qualified at level 4 or higher, the equivalent of a first
or higher degree and the highest vocational qualifications. This
proportion has increased since 1999 from 23%. This proportion
is relatively high compared to our European competitors, and approximately
comparable to the US and Japan.
Basic Skills
5.15 Evidence suggests that school leavers
lack the basic employability skills. 42% of employers believe
school leavers lack basic literacy and numeracy and approximately
20% of the workforce lack the numeracy and literacy skills expected
of an 11-year old[36].
School leavers without the minimum levels of literacy and numeracy
hinder productivity and add extra costs to business by way of
remedial training. The impact on businesses and the economy as
a whole is huge, it is estimated that low basic skills cost the
economy £10 billion a year.
Intermediate Skills
5.16 The proportion of intermediate level
skills in the UK workforce is likely to be a significant cause
of the productivity gap with our European competitor, as significantly
larger proportions of France and Germany's workforce are qualified
to intermediate level. However this shortfall may be due to other
countries' greater success in turning competency into qualifications,
rather than a lack of skills per se in the UK.
Higher Skills
5.17 Industry is claiming an urgent need
for more quality graduates in chemistry, physics, engineering
and technology. Overall the numbers of science, engineering and
technology graduates are increasing. In 2004 there were 2.1 million
SET graduates in the UK working age population, an increase of
57% from the 1997 figure of 1.3 million. In the same time frame,
non-SET degree graduates increased by 49%.
Source: DTI Economics
Paper 16 Science, Engineering and Technology Skills in the UK
March 2006
5.18 However, a breakdown by subject of
all new SET graduates reveals that this growth is due to increases
in biology and computer science, which experienced growth in excess
of 100%, and medicine and allied subjects, which increased by
89%. In contrast, physical science and engineering and technology
fell by around 10%. Mathematical sciences increased by 33%.
Source: DTI Economics
Paper 16 Science, Engineering and Technology Skills in the UK
5.19 There is also an issue with quality,
as there is evidence that some pharmaceutical companies make it
policy to recruit abroad as UK chemistry graduates are not perceived
to be sufficiently skilled.
Management Skills
5.20 Management and leadership skills have
often been overlooked in the skills debate. Effective management
is vital for manufacturers strategic development and long term
success, as well as necessary to get the most from the improvements
in workforce skills.
5.21 Research has proven that there is a
strong correlation between good management practices and company
performance, particularly in improving total factor productivity—the
measure of productivity having already taken into account differences
in labour and capital. Analysis from McKinsey[37]
shows that the quality of management in the best UK companies
is world class, yet there is a longer tail of UK firms displaying
poor management practices.
Training Supply
5.22 In 2005 the government spent £3
billion on adult skills. A further £161 million was spent
on basic skills through the Train to Gain programme which targets
adult workers without a Level 2 qualification. Results show that
this approach is working—the use of "brokers"
to identify skills needs, find the best training providers and
put employers in touch with them has been successful.
5.23 However despite the government's efforts,
most employers find the supply of government funded training difficult
to navigate and once found, relatively unresponsive and not tailored
for their needs. Although there are some indications that matters
are improving, the pace of change is slow and many employers are
expressing strong dissatisfaction that the LSC-controlled structure
introduced some 8 years ago still fails to match the service provided
by Training and Enterprise Councils which were felt to be employer
led.
5.24 Specific evidence from manufacturing
companies reveals that training provision within manufacturing
is over complicated and discourages employer involvement, particularly
from SMEs who are unlikely to have the resources to navigate the
system. There is a desire from industry to rationalise and simplify
the training infrastructure for manufacturing, to create a system
that is streamlined, integrated, with high quality delivery aligned
across all skill levels.
5.25 CBI members have commented on the variable
quality of further education colleges in providing workforce training.
Many employers have encountered difficulties in sufficiently tailoring
training courses to meet their needs.
5.26 Industry is concerned over the efficacy
of Sector Skills Councils in driving up the level of skills and
training provision within sectors. Sector Skills Councils have
arisen as a natural measure to deal with skills issues, but the
quality of their delivery has been poor.
5.27 Many companies in the industry sectors
covered by SEMTA are looking to the forthcoming National Manufacturing
Skills Academy to provide a more successful lead on skills issues.
Such an Academy would provide an overarching structure for skills
provision across the whole manufacturing sector and should play
a role in simplifying the skills marketplace.
5.28 A large proportion of skills requirements
are generic across the manufacturing sector and actions should
be taken to ensure that the NMSA, if established, should remain
the sole academy serving the manufacturing sector with specialised
divisions catering to individual sectors, should there be sufficient
demand for these specialised skills.
September 2006
30 DTI Economics Paper 18 International Trade and
Investment-the Economic Rationale for Government Support. Back
31
UK Trade & Investment, UK Inward Investment 2005-06. Back
32
CBI/QinetiQ Innovation Survey, 2005. Back
33
O'Mahony and de Boer (2002), "Britain's relative productivity
performance: updates to 1999". Back
34
National Employers Skills Survey 2005. Back
35
CIPD, Annual Survey Report 2005, Training and Development. Back
36
CBI Employment Trends Survey, 2005. Back
37
McKinsey & Company, Management Matters, 2005. Back
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