3. Analysis

Recognising the challenges of obtaining specific and granular data for Glasgow, this strategy includes various actions aimed at enhancing the development of this data hub. Many of our local stakeholders possess their own valuable data sources, presenting a significant opportunity for greater collaboration and knowledge sharing. Our ambition is to integrate this diverse range of data more effectively, creating a more connected and cohesive information ecosystem. By harnessing these insights, we aim to enhance our strategic decision-making capabilities and foster a more unified and data driven approach to regional growth and development.

Glasgow City Region (GCR) demonstrates a resilient and adaptable trade performance, underpinned by high-value service sectors. With a total trade surplus exceeding £5billion, GCR ranks as the second highest among UK Core City Regions. This substantial surplus is primarily driven by the region's strengths in Financial and Professional Services, which have consistently fuelled growth and established GCR as a leader in these specialised fields. The region's international trade is predominantly focused on services, reflecting a broader economic transition away from traditional manufacturing industries toward a service-oriented economy. Notably, data reveals that non-EU markets play a more significant role in Glasgow's export performance than the EU, especially in the services sector. Nonetheless, exports of both goods and services to the EU remain substantial, underscoring the importance of maintaining strong relationships with these markets in the post-Brexit era. This analysis has been published on the GCR website.

Additionally, GCR is a notable exporter of talent. The region's universities and educational institutions attract a diverse cohort of international students, many of whom pursue global careers after graduation. This outflow of highly skilled graduates into international markets reinforces Glasgow's global reach and influence, creating a well-distributed network of professionals worldwide who maintain strong connections to the city.

International Students additionally play an important role in Glasgow’s local economy. A recent report by HEPI demonstrated that international students in Glasgow are among those to deliver the greatest financial contributions in the UK, and that, on average, each citizen is £560 better off as a result.

Glasgow City Region's dual role as an exporter of both services and talent positions it as a significant player in the global economy. By leveraging its strengths in high-value services and its global network of skilled professionals, GCR is well-placed to drive future growth and deepen its international engagement.

In addition to the strategies that sit across the Council family, we are also conscious of the strategies that govern the UK and Scottish Governments. We note that there are several with particular relevance to our international work, and we have sought to complement them through the involvement of central government at the earliest stages of development.

This strategy highlights key market areas on which to focus our resources in coming years. This approach is informed, in part, through the Scotland: A Trading Nation strategy launched in 2019, and the values set out in the Vision for Trade 2021. The actions that we set out, we believe, will assist the delivery of the Scottish Government’s key outcomes, including growing exports as a percentage of GDP by 25% by 2029, maximising spillover benefits to communities and creating capital markets for key sectors including Net Zero interventions.

The Scottish Government has also presented its International Strategy. In addition to articulating the economic benefit, it highlights the key role of Reputation, Influence and Relationships to drive international activity and the successful delivery of outcomes.

The UK Government has announced that it will launch a new trade strategy, however, has made clear that delivering economic growth will be core to its agenda going forward. Indeed, the government remains committed to improving the innovation and productivity outcomes. Our international activity is very much aligned with this and a key enabler of those outcomes.

Other cities, as well as institutions within Glasgow, have adopted strategies or statements on their international work and ambitions. Our strategy has therefore taken account of these.

Whilst we recognise that the institutional and governance arrangements across many of these cities differs from Glasgow, we recognise that, just as the world has much to learn from Glasgow, we can draw on their experiences. Indeed, that activity of knowledge exchange is an important element of our strategy going forward and it is right that we have reflected on it in its development.

Cities are the central nodes around which our society is organised. They are the hubs where trade, investment, innovation, research, finance and culture take place and grow. But emerging international challenges, which do not respect borders, have underlined the need for cities to engage proactively on the international stage. It is this recognition that has driven a very large of number of UK cities, and many cities elsewhere in the world, to devise their own international strategies.

Similar to the process of developing Glasgow’s, these strategies have largely included key stakeholders across tertiary education, innovation actors, cultural assets and city marketing officials.

Across UK cities, there is a consistent focus on investment and trade as key to supporting local economic growth and creating good, local, high-value and long-term jobs. Furthermore, in line with UK Government priorities around science, innovation and productivity, there is evidence of the very clear role in which growing exports and inward investment supports research, development and innovation, both directly and through wider spillover effects.

Across the world, these strategies contain elements of local climate and community resilience and an emphasis on delivering net-zero ambitions. These themes are strongly reflected in Glasgow’s document, as a recognition of the centrality of tackling the climate emergency both through our economic activities and participation in networks.

Many other cities have committed a significant resource contribution to their international activities, both in the UK and abroad. We recognise that Glasgow cannot match that resource in the same way, which is why we have sought to articulate how we will draw upon the resource and capacity of our partners.

Chief among those resources is a recognition of our ‘soft’ power assets – our cultural institutions and our academic excellence. The power of these assets is particularly recognised throughout European strategies and demonstrates the power of a whole ecosystem approach. However, we believe we are more explicit in noting that our cultural institutions are equally important as economic assets.

In developing an International Strategy for Glasgow, we join many of our comparator cities. And we recognise that cities, collectively and individually, must actively shape global trends for the benefit of our citizens.