1. FINANCIAL SERVICES LONDON’S IMPORTANCE AND REGIONAL PROFILE Supported by:

2. Financial Services: London Therese Reinheimer-Jones: LONDON REGIONAL DIRECTOR

3. CONTENTS London’s unique position and its importance Key business districts and focus Skills mix Employer ‘fit’ and next steps

4. London’s uniqueness & strengths Financial and physical infrastructure Global trading heritage and reputation Innovative and talent pool of expertise via educational attainment and skills development Widely respected professional and support services ‘Cluster effect’ amongst companies generating critical mass )

5. 34% global share of foreign exchange daily turnover LSE 29% share of global foreign equities turnover 70% of all eurobonds traded in London Leading location for IPOs in 2008 with 9% global share London 15% of global trade in commodities via Liffe, LME & ICE Futures Europe 353,000 ‘City’ jobs at the end of 2007 BUT cannot afford to rest on laurels and suffering as global financial system under strain = opportunity as change is what London is good at London Financial Services Fast Facts

6. London’s 5 major business districts Business DistrictSector Focus The CityFinance, broking, insurance, legal WestminsterPrivate banking, hedge funds, real estate, Head Offices, government Camden & IslingtonFinance, creative industries, architecture Canary WharfBanking, legal, media Lambeth & SouthwarkAccountancy, consultancy, local government

7. Central Business District (CBD) Zone plus Canary Wharf covers 10 miles employing 750k people in finance and business services Source: Cabinet Office Prime Minister’s Strategy Unit London Project (July 2004)

8. Ability of local people to feel engaged in their community Need for a skilled workforce – reflecting local diversity of the population Access to finance Regulation Economic situation...but skills building is long term Issues likely to impact on medium term growth

9. Geographical source of City non- graduate employees

10. London skills talent NSAFS Tower Hamlets success in placing 250 students into employment in the City and Canary Wharf since launch in January 2008 People with the lowest level of skills not necessarily lacking in ability but opportunity Must be flexibility in the development of communities and infrastructure so that skills providers can respond to business needs Source: FT 26 November 2008 on the London Thames Gateway and skills

11. Skills Mix Hard e.g. statistical analysis and technical writing Soft e.g. communication, leadership and teamwork ‘Globalist’ e.g. foreign languages, cultural awareness and ability to manage people and projects across international financial time zones

12. Financial Services: a ‘big’ industry Directions – created by the FSSC http://www.fssc.org.uk/129_13.html?i=0&l1=true http://www.fssc.org.uk/129_13.html?i=0&l1=true http://www.efinancialcareers.co.uk/ Individual banks often have profiles of ‘a day in the life of’ www.nsafs.co.uk Don’t forget small to medium enterprises – not just the big companies – a large proportion of financial services is made up of SME’s. Trade associations for example ‘The British Bankers Association’, CISI and the CII. Not traditional qualifications but more professional qualifications such as CEFA

13. Recession v New Talent There is a real need to rebuild confidence among potential entrants to the industry, including students, so there's a job to be done in universities and colleges as well as on the high street with customers. I think the industry breaks down into different sectors as to how successful they are at recruiting talent. Traditionally the banking industry has been way ahead of the insurance and financial planning industries. In financial planning there is a real demographic problem arising where there are a lot of people reaching retirement age and not a lot of people coming into the business. Helping people to manage their finances effectively, with less reliance on the state, is absolutely critical. So anything we can do to make financial planning an attractive career path for people is vitally important. John Tiner – Chief Executive Resolution Group

14. Questions and further details.....