UKSPA Breakthrough Issue 20 by Open Box Media & Communications

The United Kingdom Science Park Association magazine | Issue 20

Science

I n n o vat i o n

Research

Technology

Crucial connections co m b i n i n g r e s o u r c e s f o r s t r o n g ER l i f e s c i e n c e co l l a b o r at i o n

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INTRODUCTION U K S P A C H A I R , J ohn l e ak e

UKSPA – 40 Years Young

s we move into 2024, UKSPA will be marking the 40th anniversary of its founding, providing a great opportunity for both reflection on the journey the Association has taken and a celebration that its membership and activities continue to grow and thrive. The development of science and research parks date back to the 1970s, with Cambridge Science Park being the first to be established in the UK, in 1979. The establishment of UKSPA came from a response by the leaders of the 9 UK science parks at the time including Manchester, Aston, Birmingham and Warwick Science Parks, and Surrey Research Park amongst others. The aim was to develop a common interest group to both share experiences and promote the potential for development of further science parks in the UK, with the first meeting taking place in 1984. These early meetings involved roundtable discussions and, as momentum built, guest speakers from government were invited, while members were tasked with helping to raise the profile of UKSPA. The motivation behind all of this was to create a working group of practitioners that could refine the ideas concerning the development of the physical assets, with the ability to deliver effective technology transfer and knowledge exchange, in order to maximise commercial value

UKSPA

T: 01799 532050 E: info@ukspa.org.uk W: www.ukspa.org.uk l Chief Executive James Chaffer l Head of Membership & Communications Adrian Sell

through entrepreneurship. Some things haven’t changed. As interest in science parks and innovation centres gained traction across the EEC (as it was then) and UK government, the organisation of UKSPA started to formalise and develop. Regular members’ meetings were held over the course of the year, hosted then, as they are now, at member locations. Initially, UKSPA operated out of Aston Science Park, but in 1991 it relocated to Chesterford Research Park, which has been its home ever since. In due course an Executive team was recruited to manage the operation of this growing organisation, as membership expanded to include not only the growing number of science parks and innovation centres, but also Business Affiliate members from the worlds of IP, legal services, property, investment etc. UKSPA has always had diversity at its heart, in the sense that no two science parks or innovation locations are the same. Their geography, stakeholders, “knowledge anchor”, skills base and economic objectives vary hugely, and they therefore need to respond to their environments in a very bespoke way. This means that all UKSPA members are experts in their own way, maximising growth and success with a very precise set of circumstances and capabilities that are peculiar to their own science park or innovation location.

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To celebrate this historical milestone, it is very appropriate that we will be meeting together at Warwick Science Park, one of the founding members of UKSPA, for the UKSPA 40th Anniversary Conference. This major event, which will run from 16th-18th October 2024, will be an opportunity to celebrate the success of the UK science park sector which, with almost 150 innovation locations now in UKSPA membership, we can say is a very well-established and growing part of the innovation ecosystem in the UK. However, despite having much to be proud of, we also have some challenges ahead of us from climate change & net zero to tackling a shrinking UK talent base, from inflationary pressures and interest rate impacts to ensuring that the UK remains a leading global scientific and innovation superpower - there will be much to discuss. Over the coming months we will share more details on the UKSPA 40th Anniversary Conference, including keynote speakers, opportunities to get involved in discussion panels and workshops, social events and tours and of course the chance to apply for one of the prestigious UKSPA Awards. I do hope you will be able to join us and play your part in starting to shape the next 40 years of UKSPA! ■

Please send your comments and feedback to the UKSPA team: info@ukspa.org.uk

Breakthrough is an Open Box Media and Communications publication produced in association with UKSPA. Open Box Media & Communications Premier House, 13 St Paul’s Square, Birmingham B3 1RB. T: 0121 200 7820. No part of this publication may be reproduced in any form without the consent of Open Box M&C.

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i s s u e 2 0 | U K SPA b r e a k t h r o u g h | 5

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Spotlight on Regional & Special Interest Groups

s many of you may know, there has long been a tradition of sub-groups formed from UKSPA’s national membership base coming together to discuss topics related either to a specific locality, region or devolved nation, or of special interest. A great example of this is the UKSPA Scotland group, which can trace a long history of regular roundtable meetings, initially convened by George Walker, once-time Vice-chair of UKSPA, during his tenure as Park Manager at Pentlands Science Park. These meetings have been a valuable discussion forum and sounding board for the Scottish UKSPA Members, allowing them to discuss issues and share challenges and opportunities relating to the devolved administration, local planning processes and the like. Similarly, an UKSPA Cymru group was established for Wales, led for some time by Ieuan Wyn Jones, former Member of the National Assembly for

Wales and Deputy First Minister, with events including a meeting at the Senedd Cymru in Cardiff, to help raise awareness of the work the membership are involved in to the Welsh Parliament. The restrictions on face-to-face meetings imposed as a result of the Covid-19 pandemic obviously had a major impact on the ability of these groups to meet and interact, although the East of England group, under the leadership and guidance of Alice Reeve and her team at Hethel Innovation, should be commended for continuing to meet via Zoom on a regular basis, with strong attendance and often with guest speakers to liven-up the discussions. As life has gradually returned to a new kind of normal since the lifting of restrictions, the appetite amongst these UKSPA groups for a return to face-toface meetings has grown, with the East of England Group being the first to return to this physical format with a meeting at Arise Harlow in October 2022, and has been meeting quarterly at

Member locations in the region ever since, with some very interesting site tours being enjoyed alongside the stimulating discussions and insights. More recently, the UKSPA Scotland group returned to physical meetings, with UKSPA Business Affiliate Director Phil Macdonald kindly hosting an event at the Oberlanders offices in Edinburgh which was very well attended. It is hoped that this is soon to be followed by the UKSPA Cymru group once again meeting in person, following an preliminary online discussion led by Pryderi ap Rhisiart and his team at M-SParc (Parc Gwyddoniaeth Menai Science Park). There has also been strong interest in forming further groups, with a particular groundswell in both the East and West Midlands resulting in the inaugural meeting of a new UKSPA Midlands Group being organised to coincide with the upcoming Autumn Conference 2023, being held on the 9th10th November at Coventry Technology Park. There are also ongoing discussions around the formation of a Net Zero Carbon SIG, with Sally Basker of Exeter Science Park taking the initial lead on this. If you or your colleagues are keen to join any of these existing or fledgling groups, or think that your region or area of special interest would benefit from a dedicated UKSPA group, then please do get in touch – or simply register for the Autumn Conference in Coventry to participate in the first Midlands Group meeting – details as always are on the UKSPA website www.ukspa.org.uk. ■

Please send your comments and feedback to the UKSPA team: info@ukspa.org.uk

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

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14 decarbonizing laboratories: a primer Paul A. Mathew, Ph.D. presents key concepts for decarbonizing operational energy use in laboratories.

Impact

anthem for the future Professor Kiran Trehan, pro-vice chancellor for partnerships and engagement at the University of York, shared her vision for science parks of the future – and her love of musical metaphor.

Innovation

Advocacy

CONTENTS

digital prophets Binary Vision’s Sharon Palmer explains how the digital technology specialist has stayed ahead of the pack… for more than 35 years.

FORCE OF NATURE Dace Dimza-Jones, Northern Powerhouse’s deputy head for life sciences, biotech and pharma investment, offered insight into her role.

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28 using technology to build resilient campuses Lynsey Jeffers, Smart Urban Communities lead at Siemens UK and Ireland, discusses how technology can help ensure that campuses remain resilient to unexpected disruption. 30 power of light IS-Instruments’ business development manager, Jessica Gabb, opened Ian Halstead’s eyes to the wonders of Raman spectroscopy.

55 journey to net zero future MEPC’s Milton Park delivers a glimpse of the Net Zero future - travelling on autonomous electric buses. 56 net zero all the way for ukaea The team at Ridge on solving the challenges of providing an innovative Net Zero building on the UK Atomic Energy Authority’s highly secure site at Culham. 58 how technology can drive or stall start-up growth Charlie Trumpess, Marketing Manager at Modern Networks Ltd explores the advantages and disadvantages of technology for ambitious start-ups looking to grow.

CONTENTS

keele is new ground zero Ann Pittard, Keele University’s director of engagement and partnerships, and director of its science and innovation park, explains how it became an international beacon for sustainable energy.

46 authority of stamp Edinburgh BioQuarter’s programme director, Anna Stamp, gave Breakthrough a passionate overview of its history, achievements and potential. 50 member profiles Including Barts Life Sciences, Fairhursts Design Group and Weiss Technik UK.

Growth

44 growing up fast Emily Roberts, Outreach & Community Manager at M-SParc on how the team at the Welsh-based Science Park are creating a generation of young innovators for Wales and beyond.

the right formula MEPC Silverstone Park’s commercial director Chris Kimber-Nickelson explains how the historic location became a global technology hub.

mission focus is the secret Tom Bridges, who heads Arup’s UK Cities Advisory team, offers his personal, and impassioned, take on the government’s investment zone strategy.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

64 future of life science Gleeds’ Galvin Tarling and the consultancy’s newest recruit, Tony Morrice, offered Breakthrough insights into the evolution of UK life science.

Trends

Support

22 UK science parks' commercialisation challenge Dr Uday Phadke, CEO at the Triple Chasm Company discusses how a comprehensive research based commercialisation model can help address these challenges.

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Advocacy

The world according to UKSPA and its members

Professor Kiran Trehan, pro-vice chancellor for partnerships and engagement at the University of York, shared her vision for science parks of the future – and her love of musical metaphor – with Ian Halstead.

ANTHEM FOR THE FUTURE G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

ravelling troubadours were the storytellers of their times, using music to underpin their messages whether appearing at a patron’s court or performing for pennies. Come the 20th century and new generations appeared. Black singers in the American South railed against an unjust system. Dylan and the folk musicians of the 60s demanded societal change. Radical poets took their protests to the streets. Today’s stadium-fillers offer only saccharine sweetness by comparison, so the late Leonard Cohen still stands out from peers past and present, for both his timeless and impassioned lyrics and a vocal delivery which could never be imitated. Intriguingly, Trehan selects ‘Anthem’ from the Canadian’s five-decade songbook to bookend her presentations. “Forget your perfect offering. There’s a crack in everything, that’s how the light gets in,” sang Cohen in his 1992 album ‘The Future’ - to remind his audiences (and hers) that the desire to improve must embrace a realisation that the past has gone. His passionate message resonates powerfully when Trehan is asked to consider how science parks might evolve for the benefit of both society and the economy. “We know that they have become powerful and effective vehicles for driving innovation, and across multiple sectors,” she says. “However, the biggest question is if the science parks of today will be able to deliver what life science will need in the future.

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ADVOCACY

One of the locations at the University of York's campus is the magnificent Grade II listed Heslington Hall building

“I believe we all need to look ahead and reimagine what might be the necessary components, which will be needed to ensure science parks continue to influence, shape and respond to profound challenges from science and within society.”

BE BOLD

Trehan clearly shares Cohen’s perception that it’s crucial, whether in love or labour, to always be bold in imagining what the future might hold. She also believes it’s crucial for science parks, business districts and the new enterprise zones to recognise that they are integral parts of the same ecosystem, and not stand-alone entities seeking glory in independence. “All these structures, whether longestablished or new, must focus on the need to ensure inclusive growth, and to imagine how they might configure and reshape themselves to deliver such growth in partnership with others,” says Trehan. “It is vital that we identify future pathways, and we need to start that journey now to build and extend the reach of entrepreneurial talent, just as we have at York through purposeful, collective and innovative design thinking. “When I see what is being achieved at this university and elsewhere across the UK, it is satisfying to realise that an enormous amount of creative and collaborative effort has gone into supporting local and regional economic growth.

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previous academic “Inevitably, there institution, the University are increasing of Birmingham. pressures on Her academic journey universities from the has focused on government, and the leadership and communities in enterprise since she which they reside to completed her PhD in be accountable. management learning at “However, our Lancaster University’s sector is already business school. pivotal to the However, issues transformation of Professor Trehan resonates with the messages of around equality, the economy, and I singer-songwriter-poet-novelist Leonard Cohen diversity and inclusion am confident that informed her personal development from the next generation of science parks will a young age, as the daughter of a firstunderpin future growth. generation migrant who grew up in “We must still do more though to London’s East End. effectively harness our collective R&D “Economic growth is crucial to capabilities, and engage the combined advancing our life science sector, but it talents of our graduates and researchers can’t be achieved at any cost,” says Trehan. to drive greater economic innovation “We need to deliver growth which forward alongside the businesses in our seeks to foster and support emergent science parks.” talent from all sections of our Inclusivity is a regular refrain as communities, and the same mindset must Trehan muses, and (like Cohen), she’s be adopted by science parks of the future.” insistent that past glories must not inhibit visions of what the future can offer. There are laurels aplenty around York’s cata ly st f o r success magnificent Heslington Hall, but she’s not Trehan gained tangible insights into the for resting on them, not least because her practical challenges facing SMEs, startwork on partnerships and engagement is ups and growing enterprises during 2019, only one aspect of her role. after being elected president of the Trehan is also the university’s professor Institute for Small Business. of entrepreneurship, director Equally, she readily accepts that the of its centre for women’s enterprise, catalyst for success - for science parks, leadership, economy, and diversity anyone in life science and those in the (WE-LEAD) and a visiting professor at her wider economy - is never simply a matter

of knowledge, experience and commitment in any sector. As Cohen once quipped when asked about his creative process: “If I knew where the good songs came from, I’d go there more often.” “The first element is for everyone to realise that we need to be more than the sum of our parts,” says Trehan. “The second is to recognise an asset which can easily be taken for granted, that many of us live and work in communities which are successful, dynamic and extraordinarily innovative. “In York, as in Birmingham, Manchester, Liverpool, Newcastle, and other major cities, we have inherent advantages. “We have short lines of communication, we know many people and organisations who share our goals and are aware of others, so we can build shared purpose more easily than elsewhere. “However, smaller cities and towns in other geographies don’t have those advantages, which means we must all engage more closely to help drive them forward.” Trehan is also a pleasingly passionate advocate for the concept of ‘engaged scholarship’. “At its simplest, it’s about ensuring that academic institutions, decisionmakers, politicians and business leaders dovetail their efforts, enabling the research coming from these institutions to make a difference,” she says. “I hear much about knowledge exchange, but the more important challenge is to ensure that we all integrate knowledge, and for a purpose, so we can make measurable progress.”

Trehan returns to musical metaphor to explain how she ‘sees’ the current generation of science parks and how they might evolve. “At their best, they are like a beautifully crafted orchestra. Individuals learn to read music, play an instrument and then, under the right leadership, come together, develop a shared sense of purpose and perform magnificent works. “However, any orchestra which wishes to be successful for the long-term must be aware of changing trends and musicians also need to choose the right instrument for their particular talents. “We must ensure that science parks are not simply guardians of the status quo, but are champions of change - and of sustainable and inclusive change.”

c r ucia l co l l abo r ation

Trehan identifies several catalysts which will help science parks foster even greater innovation and economic development, particularly in life sciences. “Collaboration between parks in the UK and overseas is crucial, as it is between the different disciplines in science and academia,” she says. “Instead of locations largely existing as separate entities, they will become modes in a global network where there are no boundaries to collaboration. “Research between, for instance, specialists in life sciences, healthcare and social scientists will become more common, and as parks provide innovative spaces and platforms to foster such projects, we will break down the silos of the past. “Life sciences itself will not be simply

about incubation and acceleration, but about translating research into marketable products and services. “Simultaneously, the new generation of digital entrepreneurs will develop opportunities to share their knowledge even more widely, so life science innovators are better connected with new markets and new sources of talent.” It’s a seductive vision, but Trehan doesn’t allow her passion for change to blind her to the challenges which lie ahead. “In the future, we won’t have physical boundaries because so many of us will be working in virtual spaces and open space, although we aren’t yet having enough conversations about that evolution,” she admits. “I also think the collective mindset needs to shift away from the current focus on outputs, and to become input-driven.” “The biggest challenge for life sciences, of course, is that they’ll always need physical spaces for R&D, manufacturing and warehousing.” Trehan is increasingly drawn to the notion of strategic ‘corridors’ linking the virtual and the physical, in which doors can be opened, both digital and actual. It’s an intriguing thought, and there would surely be a collective chorus of ‘Hallelujah’ from Cohen’s admirers, and the science park community, if the innovative concept comes to pass. ■ For more insight into Professor Trehan’s work, please visit: www.york.ac.uk/ about/organisation/management/ meeting-the-board/kiran-trehan/

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ADVOCACY

Decarbonizing Laboratories: A Primer

any organizations have set goals to achieve very low and even zero carbon emissions. Furthermore, a growing number of national and local governments are passing building performance standards for existing buildings (Nadel and Hinge 2023). These mandates can be especially challenging for laboratories given their high energy use and complex functional and safety requirements. This article presents key concepts for decarbonizing operational energy use in laboratories, drawing from a guide published by the International Institute for Sustainable Laboratories (Mathew et al. 2022).

t h e t h r ee facets Figure 1 shows the three facets of decarbonizing laboratory operational energy use. The first and foundational facet is energy efficiency. Lowering energy use inherently lowers carbon emissions. Even where the grid is very low-carbon, energy efficiency remains critical because it makes electrification more technically and economically feasible. Additionally, energy efficiency helps mitigate capacity constraints on the grid.

Figure 1: The three facets of decarbonizing laboratory operational energy use

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The latest in a series contributed by the International Institute for Sustainable Laboratories (I2SL)

The second facet of decarbonization is electrification. This refers to replacing fossil fuel-using equipment with all-electric equipment, e.g., replacing gas boilers with heat pumps. The third facet of decarbonization is clean energy (e.g. solar and wind) and demand flexibility i.e. dynamically reduce energy use when the grid has higher emissions and shift energy use to periods when the grid has lower emissions.

st r ate g ies Whole-building energy efficiency solutions for decarbonization There is a wide range of proven efficiency strategies, and numerous guides and resources on them (e.g. see I2SL n.d.a, n.d.b). Table 1 highlights key energy efficiency strategies.

Electrification Strategies and Considerations Space heating and service hot water Heat pumps are the predominant technology for electrifying heating. The optimal type will depend on site-specific factors (Figure 2). Air-source heat pumps are generally more viable in warmer climates where temperatures rarely fall

Paul A. Mathew, Ph.D., Retired Staff Scientist of the Lawrence Berkeley National Laboratory, California presents key concepts for decarbonizing operational energy use in laboratories.

below freezing. In colder climates, ground-source heat pumps are generally the preferred solution. More recently, exhaust-source heat pumps have come to the forefront. In some cases, multiple heat pump technologies are used in a single building. New buildings can typically be designed with heating hot water at 130F (54C) supply or lower. However, existing buildings often require higher temperatures. Electric resistance boilers should typically be avoided, due to high peak demand and high energy costs.

Process loads Options to electrify process loads include: • Using sterilizers, cage washers, tunnel washers with local electric steam generators. • Electric bunsen burners (Stanford n.d.). • Using steam heat pumps and electric resistance for local steam generation. • Humidification with adiabatic systems that spray a fine mist of water into the supply airstream.

Emergency generators Potential strategies commonly considered include biofuels, hydrogen fuel cells and storage, battery storage. With the increased focus on embodied carbon, consider the sporadic usage of some fossil fuel over the equipment life vs. the embodied carbon for the equipment.

Figure 2: Implications of site and climate on system type selection

CASE STUDIES

Area

Key energy efficiency strategies

Programming and Planning

• Minimize HVAC load through good design, e.g., segregating office and lab spaces. • Optimize ventilation requirements using a risk management approach.

HVAC

• Separate thermal conditioning and ventilation, e.g. chilled beams, fan coil units. • High efficiency equipment, e.g. water-source heat pumps, heat recovery chillers, variable volume fumehoods and exhaust discharge. • Energy recovery, e.g. enthalpy wheels, run-around coils. • Air quality monitoring with optimized ventilation. • Low pressure-drop airflow to reduce fan energy use. • Continuous commissioning.

Lighting

• LED lighting with occupancy sensors and daylight-based dimming.

Envelope

• High performance envelope - per IECC 2021 / ASHRAE 90.1-2019. • Building envelopes with very high airtightness.

Service hot water

• Water efficient fixtures to reduce hot water consumption.

Process and plug loads

• Cooling through process water. • High-efficiency ultra low temperature (ULT) freezers. • Biological safety cabinets (BSCs) with low power mode. • Heat recovery from autoclaves.

Alexandria Real Estate Equities, Cambridge, Massachusetts This new 500,000 GSF laboratory building is designed to essentially eliminate fossil fuel consumption for all end uses except humidification. Project team: Alexandria Real Estate, NBBJ, BR+A. For more information: www.brplusa.com/projects/alexandriareal-estate-equities-inc-325-binney

Table 1: Examples of energy efficiency strategies for decarbonization

Demand Flexibility Demand flexibility refers to the ability of buildings to reduce or shift their energy loads to mitigate demands on the grid. There is an array of commercially available demand flexibility technologies that may be applicable to laboratories (Mathew and Sanchez 2022)(see Table 2).

Gettin g S ta rted

Set goals This includes specific metrics, targets, and the time frame for achieving them. Consider future organizational goals and regulations such as building performance standards.

Prioritize and analyze strategies First maximize efficiency and only then consider electrification. Analyze energy and emissions reductions, costs, and other factors such as space requirements, electrical service upgrades, ease of operations and maintenance.

challenges for decarbonization, there are many existing and proven strategies that can be applied. Indeed, there are already examples of laboratories that are implementing decarbonization, especially in new construction. ■

Nadel, S., Hinge, A.. 2023. Mandatory Building Performance Standards: A Key Policy for Achieving Climate Goals. Washington, DC: American Council for an Energy-Efficient Economy.

Washington State Laboratory complex, Washington This laboratory achieved an all-electric design, with features including 6-pipe water to water heat pump and geothermal heating and cooling in the parking lot. Project team: ZGF Architects, Affiliated Engineers, Inc., and Korsmo construction.

Mathew, P., Erickson, P., Knowles, J., Werner, J. Decarbonizing Laboratories: A Primer. International Institute for Sustainable Laboratories (I2SL). https://www.i2sl.org/ documents/I2SLBestPractices_Decarbonization_ Jan2023.pdf. Accessed August 2023.

I2SL n.d.b. Smart Labs Toolkit. International Institute for Sustainable Laboratories. https:// smartlabs.i2sl.org/ Accessed November 2022.

I2SL n.d.a I2SL Best Practices. International Institute for Sustainable Laboratories. https://www.i2sl.org/resources/bpg.html. Accessed November 2022.

Stanford n.d. Bunsen Burner Alternatives. Stanford University. https://ehs.stanford.edu/ wp-content/uploads/Bunsen-Burner-AlternativeProducts.pdf. Accessed November 2022.

Table 2: Selected demand flexibility technologies and strategies considered for laboratories

Develop an implementation plan It may not be feasible to implement all strategies at once. Consider the long term capital plan and align the decarbonization strategies with planned upgrades and equipment replacements.

Category

DF technology/strategy for load shed or shift

HVAC

• Smart thermostats to change temperature setpoints. • HVAC equipment controls e.g. raise chilled water supply temp. • Smart ventilation for demand-based ventilation. • Thermal Storage.

Lighting

• Dimming controls to lower lighting power.

Measure and track progress Establish an emissions inventory and track progress over time with measured energy use data.

Service hot water

• Water heaters with smart connected controls. • Dual-fuel water heater i.e. switch to non-electric fuel during peak event

Plug and process

• Apply lower power mode. • Switch to battery power. • Schedule equipment use.

While laboratories - with their high heating, cooling, and process loads - present unique

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KEELE IS NEW GROUND ZERO Ann Pittard, Keele University’s director of engagement and partnerships, and director of its science and innovation park, explains how it became an international beacon for sustainable energy.

here’s a powerful symbolism that the North Staffordshire region which provided the carbon-based energy of the first industrial revolution now delivers clean ‘fuel’ for the world’s Net Zero future. Keele’s 620-acre campus is less than two miles from the Silverdale district of Newcastle-under-Lyme, where coal was mined for seven centuries. It’s also home to Europe’s largest smart energy network demonstrator (SEND), installed through a collaboration with the global technology giant Siemens during 2019.

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The landmark programme, whose £22m cost was co-funded by Keele, the UK government and the ERDF, allows next-gen technologies and services to be researched, developed and demonstrated at scale. At its heart sits a data hub, where a 24/7 stream of energy information is integrated, processed and analysed. The UK’s first live pilot to inject zero carbon hydrogen into a gas network to heat residential and business space operated on the campus between 2019 and 2021. Around 3,000 students in halls of residence, 1,000 commercial users on the science and innovation park and 200 households were involved.

Below: The Denise Coates Foundation building is home to the Smart Innovation Hub and also home to Keele University's business school

“It was designed and delivered at the scale of a small town, providing a ‘living lab’ for R&D in future energy systems,” recalls Pittard. In early 2022, the knowledge accumulated during the pilot led to the unveiling of the HyDEX programme, a three-year project backed by the Research England Development Fund to permit large-scale demonstrations to regional businesses. “Its core aim is to address the challenge of building a viable commercial, industrial and manufacturing sector based on hydrogen,” explains Pittard. “HyDEX is also helping businesses accelerate the development of viable hydrogen products, whilst supporting the transition from declining industrial sectors and enable reskilling and training programmes. “It is also developing links with growing overseas markets where hydrogen is already accepted as a fuel of the future, to build commercial opportunities for firms in the Midlands and across the UK.”

Keele is leading the ambitious programme, with Aston, Cranfield and Warwick as partners. “I think our growing reputation for innovation in this sector among corporate and public sector decision is reflected in our role in all of these projects,” says Pittard.

r e v o lutiona ry

The university’s slogan: “We’re putting the Midlands at the forefront of the hydrogen revolution” resonates powerfully with today’s Net Zero mindset and would also have struck a chord with the far-sighted individual who was its intellectual catalyst. Back in the 1950s, Keele was the first public-funded university, when its model, based on education and research designed to make a difference for the lives and livelihoods of North Staffordshire’s communities, was considered revolutionary.

The notion of a ‘civic-minded university’ came not via government policy, but from Lord Lindsay, the master of Oxford’s Balliol College, who realised a new form of academic institutions with innovative curricula was needed to better educate post-war society. The charter of incorporation for Keele’s predecessor, the University College of North Staffordshire, featured his desire that students should receive ‘technical instruction as would be of immediate service in the professional and commercial life of the area’. Keele has since grown to become Western Europe’s largest single-site campus, and its science and innovation park, which began life in the mid-80s, is noted for the quality of its research in bioengineering, regenerative medicine, chemistry, physics and healthcare. However, it’s not until Pittard outlines the site’s evolution, and explains the university’s strategic ambitions, that the true scale of its potential becomes clear. Just metres from the M6 and barely a 40-minute drive from Manchester Airport, Keele has excellent national and international connectivity.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

Below: The Harper & Keele Veterinary School combines expertise from Harper Adams and Keele universities for teaching in animal sciences, veterinary nursing, veterinary physiotherapy

Its sprawling campus, with eyecatching lakes, streams, woods and parkland, was first landscaped on grand scale back in the 1830s, after Ralph Sneyd inherited the estate from his father, and was occupied by the family for four centuries. A country house set amid formal Italianate gardens and alongside a lake provides a stunning setting for students, staff and conference visitors alike. “We might not get as much time to stroll around this magnificent campus as we’d like, but I do know from feedback by students and tenants on the park that it’s an important and valued asset,” says Pittard. There’s also an impressive and unusual mix of uses, academic, business, commercial, leisure, residential and retail, and a 150-bedroom ‘Courtyard by Marriott’ hotel on site. This year’s intake, which will swell the student population past the 13,000 mark, will certainly need time to soak up the sights as they begin their academic endeavours. Only via the wonders of drone technology can anyone immediately appreciate everything the campus has to offer. The central core is neatly bookended by its past and its future, with the smart energy network and research space looking toward Newcastle-underLyme and the other former mining communities, and the historic house and gardens at the other.

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Lord Lindsay was Keele’s spiritual architect, but its current incarnation began in 2015, led by vice chancellor Prof.Trevor McMillan, with Dr Mark Bacon as director of engagement and partnerships, and a new team with a solid track record in economic development.

ne w kee l e dea l

The most tangible external sign was the ‘New Keele Deal’: a £70m investment in innovation-led local growth between the university and the borough, city and county councils, the local LEP and the regional NHS trust to exploit the potential of Keele’s research and facilities. “There’s been a recent resurgence of these ‘civic agreements’, and they’ve become very fashionable, but ours was of the first to be signed,” says Pittard. “Its central aim was to address the very long-standing challenge in North Staffordshire, of having extremely low rates of innovation and R&D in the local economy, particularly for SMEs. “For many universities, research projects focus on industry partners who already carry out R&D, usually medium and large-sized enterprises, but we were determined to focus on SMEs to develop their skills in research and innovation and support their growth ambitions. “We’re not one of the giant universities in terms of student numbers or revenue, but we have run the second largest local growth programme in England and now worked with more than 1,000 businesses in this region.”

g r een ene r g y

In March, Keele’s impressive credentials were highlighted nationally, when it was shortlisted alongside carbon-saving projects from Scotland, Bristol, London and Oxford at the Green Energy Awards. The judges were so impressed by SEND, and the presence of 12,500 solar panels and two wind turbines which generate renewable energy for the university and neighbouring communities, that Keele topped the green energy category. 12,500 solar panels and two wind turbines generate renewal energy for Keele University and neighbouring communities

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“I couldn’t call it a complete surprise, because everyone here and in the surrounding communities knows just what was being achieved on the campus, but equally, it was very pleasing to receive such an accolade,” admits Pittard. In July, Keele unveiled an innovative course designed to give students the scientific and practical knowledge to work in the green energy sector, underpinned by the critical thinking and digital skills they’d require in their careers. “Physicists are leading the way in designing and implementing the energy networks of the future, and researching new techniques and technologies,” said course director, Prof. Robin Jeffries. “Our ‘Physics with Renewable Energy’ degree is for those who want a head start into the application of physics in solving problems of local, national and global importance.” Whilst Prof Jeffries is helping the newcomers embrace both the syllabus and Keele’s clean energy culture, Pittard is mulling over the next phase of the university’s science and innovation park’s physical evolution. “We have at least 20 acres we’d like to develop in the short to mediumterm. We have a strong track record of securing public funding to support the park’s expansion, which will continue, although the post-Brexit funding environment is obviously less certain.

“However, we’ve now completed a ‘soft testing’ process which indicated interest in our approach from different parts of the market. There are distinct parallels with Edinburgh BioQuarter, which is close to identifying a private sector development partner to drive and fund its next growth phase, and Pittard says Keele’s market intelligence will inform a similar procurement process. “We’ve got more work to flesh out our next step, but that’s the direction we’re considering,” she admits. Discussions are also underway with local authorities, institutions and corporates in North Staffordshire and further afield about a new form of public-private partnership, around energy innovation, but with a particular focus on mobility. “We have a concept, which we refer to as Fifty400, of a growth corridor between Crewe and Nottingham, on the strategic route between Merseyside and Felixstowe, with a focus on all lowcarbon technologies, not simply hydrogen,” says Pittard. “It’s already home to innovators in this sector, including Bentley, JCB and Toyota, and with our partners, led by the county council, we are working with consultants to flesh out a vision.” ■

For more information about Keele University and its lengthy track record of supporting and transforming its local communities, please visit: www.keele.ac.uk/society/

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UK SCIENCE PARKS’ COMMERCIALISATION CHALLENGE Dr Uday Phadke, CEO at the Triple Chasm Company discusses the challenges faced by UK science parks and how a comprehensive research-based commercialisation model, the Triple Chasm Model can help address these challenges.

he commercialisation of innovation has been widely lauded as the key to economic growth and is increasingly seen as part of the solution to our growing environmental and societal challenges. Science parks play an important role in the successful commercialisation of innovation – a role that is hampered by several challenges including: • Tenant recruitment and retention: Attracting high-quality tenants, such as research institutions, startups, and technology companies, is crucial to the success of science parks. Retaining these tenants and providing an environment conducive to their growth and innovation is another challenge. • Startup growth and scaling: Providing an ecosystem that supports startups on their commercialisation journey is important so that they can grow and contribute to the growth of their host science parks. • Infrastructure and facilities: Providing state-of-the-art infrastructure and facilities, such as lab space and data infrastructure that meet the evolving needs of science and technology-driven companies and research institutions can be costly and require regular updates.

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• Sustainability and environmental concerns: With increasing emphasis on sustainability and environmental responsibility, science parks need to adopt eco-friendly practices, such as energy efficiency, waste reduction, and green building design. • Funding and investment: Science parks require consistent funding for infrastructure development, maintenance, and expansion. Their startup tenants also require investment to fund their growth. Attracting investment from both public and private sectors can be challenging, particularly during economic downturns or uncertain times. Triple Chasm tools and programmes

• Comprehensive impact-oriented metrics: Demonstrating the success of science park initiatives is often the key to future fundraising. Underpinning a number of these challenges is the lack of clarity about what commercialisation of innovation involves, and what is required at each stage of the journey to ensure successful growth and scaling. This was the challenge I identified while Entrepreneur in Residence at Cambridge Judge Business School that triggered a global research programme and resulted in the development of the Triple Chasm Model®.

CASE STUDIES The Triple Chasm approach has been adopted by several science parks and associated organisations to underpin their growth.

disco v e ry pa r k “The Triple Chasm team have played an important part in helping us reposition Discovery Park – working with us to think through the key components of our new life sciences innovation ecosystem, and then designing and delivering the Triple Chasm based REACTOR programme that helped us launch our new direction.” Dr Martino Picardo Chairman, Discovery Park

EASTERN ACADEMIC H E A LT H S C I E N C E S NETWORK (EAHSN) Scale-up Programme Workshop

THE TRIPLE CHASM MODEL

The Triple Chasm Model was originally built on insights and data gathered from more than 3,000 global companies in Phase 1 of our research and provides a holistic data-driven framework that is based on four key components: • The commercialisation maturity of the product or service defined by the Commercialisation Readiness Level (CRL) • The key drivers of growth at each stage along the commercialisation journey defined by the 12 Meso-economic Vectors. • The integration of maturity and the vectors into the commercialisation journey. • Integrated sustainability.

HOW DOES THE TCM HELP?

The Triple Chasm Model provides the foundation for a range of tools, programmes and a common language that allows science park teams to support the acceleration and tracking of their startup tenants’ commercialisation journeys. This has resulted in several benefits for science park teams including:

• Improved startup recruitment and retention: The tools and programmes have helped science park teams understand the real needs of their tenants so that they can provide the value-added services they actually need. • Improved startup growth and scaling: The tools and programmes have helped startup tenants to understand the real scale-up challenges and then develop and implement effective commercialisation strategies.

“The Triple Chasm team have worked with us for over 3 years, designing and delivering the Scaleup Academy to support part of our Office for Life Sciences commission, and helping us deliver on our purpose of turning great ideas into positive health impact. They also trained our advisors and helped us embed aspects of the model into our internal systems for assessment, selection, support and monitoring of our start-ups.” Dr Louise Jopling Commercial Director, Eastern AHS

• Improved state-of-the-art infrastructure impact: The approach has allowed science park teams to maximise the impact of their costly and limited facilities such as labs by prioritising access more effectively.

• Improved impact tracking and reporting: The Triple Chasm Model has provided science park teams with the foundation for a comprehensive set of metrics to track intervention impact – the Differential Impact Framework.

• Greater sustainability focus of startup tenants: The sustainability focus built into the tools and programmes have allowed startup teams to embed sustainability into their commercialisation strategies – allowing science park teams to demonstrate their sustainability commitment more effectively.

• Increased funding and investment: The tools and programmes including the Differential Impact Framework have helped science park teams to win increased funding. ■

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

For further information on Triple Chasm, please visit: www.triplechasm.com

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Innovation Extending the frontiers of UK science and industry

DIGITAL PROPHETS Binary Vision’s Sharon Palmer explains to Ian Halstead how the digital technology specialist has stayed ahead of the pack … for more than 35 years.

t’s long been said that we are judged by the company we keep and, looking at its impressive array of projects, Binary Vision is clearly something special.. E-learning courses for the NHS, a training platform for AstraZeneca, which integrates computer simulations and operational footage, and a sophisticated digital portal to allow RAF pilots, technicians, and others to tell their stories to audiences old and new are among the highlights. Binary’s client range is also notably diverse: from Barnardo’s and the British Antarctic Survey to the General Pharmaceutical Council, Jewish Care Interact and Oxford Instruments. Discovering that its team worked with four government departments to deliver an interactive web app to underpin a ’Childcare Choices’ campaign in less than four weeks, seems the stuff of digital dreams. Given such a track record, those new to the enterprise would imagine it to be at least a sizeable SME, and maybe even a plc, yet Palmer reveals that it still operates through a fulltime team of just fourteen designers, software and web developers. “They do have a pool of individuals, agencies and organisations with different skillsets, which they can call upon

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for specific projects, but much of the core business is still done by the cofounder Paul Norris and a small leadership team” she says. “It’s amazing when a potential client comes to them with a long list of challenges and requirements. They’ll go away, have a good think and then come back with a solution. “Many people imagine WFH practices were driven by the pandemic, but Binary adopted what Paul calls the concept of ‘distributed agile’, where even complex projects are managed and delivered from remote locations, probably a decade before Covid. “Distributed and flexible teams don’t need to co-locate and agile working is more cost-effective for clients and more productive for us. Talking face-to-face is still crucial – but it’s not the same as co-location.”

bina ry be g innin g s

Binary Vision’s story began in 1985 when two chums (Paul, and the late Rupert Bowater) migrated their precocious talents from video games into the new digital arena. Identifying an unpretentious third-floor office suite in London’s creative Clerkenwell district as their base was easy, and choosing a name for their fledgling venture didn’t take much longer. “Back then, binary only had one meaning, the numbering system using 0s and 1s used to operate

computers, and vision underlined their commitment to forward thinking,” recalls Palmer. “For a company which was, and still is, at the cutting edge of the intersection between creative talent and technical achievement, Binary Vision was perfect.” The mid-80s was, as Bowater recalled years later, “the digital palaeolithic”, and the neat turn of phrase underlines his love of language which was the catalyst for Binary’s focus on telling stories, as much as on technological innovation. In 1989, the duo delivered their first platform. Bodyworks was devised for interactive CDs, featuring personalised fitness videos and diet plans, an interactive health questionnaire and ‘real world icons’ which allowed users to navigate into a virtual gym. It was ahead of its time in the literal sense, as CD-I technology didn’t even come to market until 1990, but by decades judged by its interactive capabilities. Palmer is ideally placed to judge how Binary has retained its reputation for digital platforms which inform and educate, having worked with them on multiple projects whilst with PerkinElmer Inc.

“A company, organisation or brand can have the swankiest site or platform you’ve ever seen, but if the people they’re trying to reach don’t find it interesting, they’ve wasted time and money. “You can’t just be a tech enthusiast, or you’ll get left behind. You have to care about engagement, but equally, must be able to talk the digital language. What then sets Binary apart is to also fully understand the language and the tools around analytics and instrumentation.”

B R E A K T HR O U GH

Her 20-year spell with the NYSE-quoted corporation saw her rise from a scientist developing applications to assess the content of food and beverages to a technical marketing director in its analytical sciences’ division, and the science of data and analysis remains her passion. “It was remarkable, even when you’re in the sector, to see how quickly measurement devices migrated from laboratory and research environments to sports stadia, concert venues, transport hubs and other public locations,” admits Palmer. “At the same time, because these devices have become more sophisticated, more complex and more expensive, there is an everrising demand for remote instrumentation.” After joining Binary Vision, her deeper understanding of how it operated swiftly made her its most passionate advocate. “What’s made it such fun is that they cross the boundary between digital and interactive, and they’re also always pushing their own boundaries. It’s always about engagement, with the client and their intended audience,” says Palmer.

Above: Co-founders Rupert Bowater (left) and Paul Norris as Binary's journey began in 1984

Below: Binary Vision in collaboration with Oxford Instruments created SENTINEL viewpoint, a powerful, intuitive web app.

Palmer now works parttime, after deciding to also teach science for GCSEs and A-levels, but her enthusiasm for Binary, and her long-term interest in innovative measurement and analysis systems, remains undimmed. She cites its breakthrough project with the high-profile plc, Oxford Instruments, which provides products and services to many of the world’s best-known industrial companies and scientific research communities, as typical of its approach.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

“They’re a long-term customer, and about 18 months ago came up with an interesting challenge about instrumentation,” says Palmer. “Companies can pay anything from $10,000 upward to several million dollars to buy high-precision measurement instruments which generate huge amounts of data. “Not just data on the sample they’re analysing, but data about all the checks which are carried out and usually, it all just gets dumped in a file, and no-one looks at it until there’s a problem and the machine breaks down. “Oxford Instruments had accumulated a huge amount of intelligence and information, and wondered if it was possible to analyse customer data to see how their instrumentation was working and if looming problems could be identified and resolved remotely. “They were collating all the data, dumping it into a huge ‘lake’ on their server and asking their software to drill down and mine it, but there were two major problems. There was simply too much data, and their software wasn’t very user-friendly. “Paul came up with a different solution, talked to the internal service engineers and the service management team to identify what data was considered the most valuable, and then brought in graphic designers to present it in an attractive and easy to access format.”

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I nno v ation Thanks to Binary’s innovative ‘engine’, Oxford Instruments can now access any customer’s instrumentation, via any device from anywhere in the world, study the data, see how the software is working, analyse its diagnostics and identify potential problems. “When Oxford’s customers saw how the new software worked, they decided they’d like to have something similar for their instruments,” says Palmer. “It might just be they’re at home in the evening and want to see if the instruments back in their workplace are functioning correctly. It’s a modern-day expectation that everything is connected, and that people should be able to monitor anything from pretty much anywhere. “Before Binary devised this solution, the instrumentation would usually be operating stand-alone in a lab, and when something happened engineers would be e-mailing data files everywhere, but now it just takes a click of a button. “Technicians can access analytical data from their mobiles, rather than have to return to their labs to see how their instruments are operating.”

F U LLY C U S T O M I S A B L E

Palmer concedes that the global lab sector was something of a laggard when it came to introducing mobile tech, although that’s changing rapidly. “Now Binary has invented this ‘engine’, people across the industry are seeing that there’s a huge amount of value in connecting their instruments,” she says. “However, just as all customers with e-commerce sites have different requirements, so do users of analytical instruments. Their data is different, their customer segments might be different, so the solution will have to be different, and the Binary engine is fully customisable. “The interface has changed for customers. Previously, they were either phoning up or making contact via a cumbersome website. I think this will transform the industry once the message has got out about how this engine can connect devices.” Palmer takes the word to new domestic and international audiences via Binary’s social media channels, although visits to major trade shows are equally important. “We’re going to Lab Innovations at the NEC in November; we’ve spoken at GAMBICA events, and we’ll are looking to analytica in Munich next April,” she says. “It’s Europe’s largest trade fair for lab tech, analysis and biotech, and at the last analytica in June 2022, they had a huge A huge amount of data gathered by Oxford Instruments was turned into a valuable software solution by Binary Vision

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section devoted to digital connectivity, so I’m sure it will now be on spectacular scale. “As a science teacher it is really interesting too. When I was learning about software, you could never dream that one day there’d be such a range of instruments able to detect things which are important to every element of our lives. “Identifying heavy metals in water, detecting pesticides on food, testing the plastics on F1 racing cars and so much more, yet the work goes on completely unseen, until you go to trade shows and exhibitions, and you see so much happening and for all kinds of customers. “My passion as a teacher is to make youngsters realise just how science impacts their lives at all levels, and how many potential careers there are for them. “For Binary, it’s now about evolving the engine for connecting instruments into bespoke solutions for suppliers and customers in the high-tech and laboratory space. “We’re also focusing on enabling suppliers to be much closer with their users, so delivering an enhanced experience, greater productivity and cost savings for customers. “We continue to invest heavily in the best talent for IoT and I believe our long-term focus on customer research and agile delivery will continue to provide clients with the best products in the fastest and most cost-effective way.” ■

For more information about Binary Vision, please visit: www.binaryvision. com/custom-apps-for-connected-devices/

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I nno v ation

Lynsey Jeffers, Smart Urban Communities lead at Siemens UK and Ireland, discusses how technology can help ensure that campuses remain resilient to unexpected disruption.

Using technology to build resilient campuses

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ith the ongoing digital evolution of the built environment, campuses are already reaping many of the rewards that come with investing in new technology, for instance understanding more about energy consumption or remote monitoring and optimisation of building services. As technology becomes more ingrained in how sites are designed, estate owners and asset managers should consider how best to ensure that the same types of digital tools also support campus resilience. Both the digital world and the realworld present challenges for campus estates – many of which are set to be exacerbated in the years to come. As part of the sector’s ongoing digital transformation, resilience should be baked into plans early to make sure that systems remain on when the unexpected happens.

K eepin g t h e l i g h ts on

Between geopolitical tensions, climate change and market volatility, this year it’s been clear just how quickly energy can become a major cost for businesses. Campuses are not shielded from the challenges presented by these kinds of wider energy market issues. They need a continuous and consistent supply of energy to keep infrastructure running for occupiers. And, between communications, water distribution, public transport access as well as energy to keep the lights on, the energy system for any one campus is incredibly complex. Overlaying the volume of

people on a campus at any one time and the variety of different building uses – from offices to labs – and you can see how patterns of energy use are hugely varied too. New technology can help understand how to make these systems more resilient to potential external risks. Building an intelligent system that covers the entire power system, at all voltage levels, can help monitor and anticipate possible fluctuations that could otherwise lead to network disruption. It also has the added benefit of creating efficiencies by providing greater understanding of how energy is being used across a campus and can help reduce consumption and improve environmental performance. Going a step further and establishing a campus-wide microgrid can also help protect against power failures. Using small, independent grids to distribute energy locally across a campus, power can either be drawn from the central energy grid or locally, if necessary. This means that there is always power available that can provide power to critical systems on a campus estate.

T h e sma rte r , t h e bette r

Beyond energy, another consideration for campus estates is the creation of smart buildings. Using the Internet of Things and AI, smart buildings can use data to analyse, learn and adapt to changing needs and conditions. A responsive campus-wide smart Building Management System (BMS) can maintain optimal conditions for wellbeing and safety across buildings using this data. And, in the case of drastic changes such as a major emergency, they can respond quickly and intelligently to maintain operations and ensure the safety of people occupying the campus. This could include mass notification systems and coordinated responses to hazards. Sophisticated fire safety systems can also enable rapid isolation of incidents and help with evacuation of procedures.

E nsu r in g c y be r secu r it y unde r pins e v e ry t h in g

It’s well documented that cyber criminals have set their sights on industries where vulnerabilities can be exploited with disastrous consequences. Property can be a target with criminals locking down networks and equipment and demanding a ransom to unlock systems.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

There are already cases of businesses being held to ransom to the tune of millions of pounds in the UK and this kind of attack is critical for campuses, especially those where life-critical work is taking place in healthcare environments. Cyber regulations are ever evolving and there are new internationally recognised standards that can be applied to ensure systems are resilient to the growing threat of cyber-attacks. These take into consideration internal networks and software as well as vulnerabilities from hardware too. Cyber security in Operational Technology (OT) like Heating, Ventilation and Air Conditioning (HVAC) systems remains a varied landscape – with many standards and frameworks in place for organisations to understand and consultancy is less available for OT than it is for IT networks. Siemens Xcelerator represents an ecosystem of vendors and integrators that build systems for customers collaboratively based on common cyber security standards. This ecosystem model is becoming increasingly prevalent in the market as sectors like campus estates grapple with the ongoing headache of cyber security risk and look to vendors to collaborate to help ensure systems are resilient.

Resi l ience f o r t h e f utu r e

Ultimately, technology should be helping campus estates be prepared for the future. Part of this will include protection against cyber-attacks and energy security. But another key feature is how futureproofed campus assets are to forthcoming regulation – particularly when it comes to net-zero. We’ve already seen legislation that demands that commercial buildings have an EPC (Energy Performance Certificate) rating of at least E to be let. If, in future, these regulations become tighter and require even greater pushes towards energy efficiency campus estates need to be prepared. To do so, managers should be considering how they can use digital tools to optimise any investment in energy efficiency measures. Planning this kind of thinking in now will help ensure that campuses continue to thrive in years to come. ■

For further information from Siemens on Smart Urban Communities, please visit: www.siemens.com/global/en/industries/ urban-communities.html

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I nno v ation IS-Instruments’ business development manager, Jessica Gabb, opened Ian Halstead’s eyes to the wonders of Raman spectroscopy.

enius has taken many forms over the centuries in the worlds of industry and business, from the pioneers of the Industrial Revolution to the Big Tech founders and AI wizards of today. Sometimes, it lies in the uncanny ability of some scientists to see what their contemporaries don’t. As the 21st century began to unfold, studying the galaxies became a global obsession for governments, entrepreneurs, academics and many more. However, two British physicists, who had earned their doctorates in space research, astutely realised that the same innovative tools and techniques pointing toward the heavens could be used to solve real-world challenges on earth. Understanding the scientific complexities which underpin the work of Dr Michael Foster, Dr Jonathan Storey and their colleagues at IS-Instruments (ISI) would require years of research. Fortunately, the company has a neat motto to explain its purpose: ‘Uncovering the secrets of matter through the power of light’. For those who require a little more, the ISI tagline is: ‘Designing, developing and manufacturing compact remote-sensing instrumentation’. The decision of Foster and Storey to ‘flip’ the space-earth mindset initially surprised their peers, but since 2010, the venture has grown steadily in terms of operational scope, sectoral coverage and international reputation.

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POWER LIGHT

Veteran City investment banker Nicholas Bantin completed the boardroom line-up three years later, after more than a decade of working with small technology companies requiring funding.

DESIRE DRIVEN

Having been created primarily as an R&D company, ISI soon evolved into a commercial enterprise underpinned by innovation and driven by the desire to solve technical challenges. Major customers and collaborators include the US-headquartered technical

professional services’ giant, Jacobs Solutions Inc, the UK Atomic Energy Authority, the European Space Agency, National Grid and Fraunhofer, Europe’s largest applied research organisation. “ISI has designed and manufactured multiple instrumentations based on spectrometers or lasers, usually to operate within hazardous or high-temperature environments,” says Gabb. “We’ve become the people to go to when traditional tools don’t meet someone’s requirements, and they need something bespoke which can operate in particularly

OF Asian to receive a Nobel Prize in science, and the day on which Raman made his breakthrough (Feb 28th) is still celebrated annually throughout India as National Science Day.

THE WORKHORSE

challenging industries, including nuclear, pharma, biotech, medical research and process control.” ISI also supplies such traditional sectors as cement, ceramics, chemicals, glass, metals and paper, which are known as the ‘foundation’ industries. The first design, which swiftly became and remains its core product, is the Raman spectroscometer, based on the pioneering work of the Indian scientist C.V. Raman, who realised that scattering a source of light enabled chemical molecules to be precisely identified and analysed. In 1930, he became the first

Above: IS-Instruments designs and manufactures compact remote sensing equipment, particularly for the application of Raman spectroscopic techniques

Raman spectroscopy is an established non-destructive analysis technique for measuring solids and liquids, but for decades, its ‘scattering’ effect made it less effective when analysing gases. However, research by ISI and its collaborators, notably the University of Southampton’s Optoelectronic Research Centre (ORC) and Jacobs, developed a Raman instrument which could be used on gases. “We call the basic Raman spectroscometer our ‘workhorse’, as it can be bought off the shelf and is ideal for many industries, but we later used our experience of that technology to develop a gas-phase Raman instrument,” says Gabb.

“It is the first of its kind, and at its simplest, you put a gas into the hollow optical fibre core, then shine a laser through them both. The results are rapid, measurable and repeatable.” The breakthrough will allow customers in industries requiring rapid analysis of gas samples (such as nuclear, gas and oil) to be carried out on site, rather than having to use the expensive and time-consuming process of sending them away to laboratories. Southampton has been a leading international centre for fibre-optic and photonics research since the 1960s, and under the leadership of director Professor Sir David Payne, the ORC received a Queen’s Anniversary Prize for Higher and Further Education in 2018. In August, Sir David decided to step aside as director, to be succeeded by his deputy, Professor Graham Reed, although he will continue his remarkable 50-year focus on research and enterprise. “The ORC are pioneers of hollow fibre core technology, have an amazing research centre and they manufacture custom-designed cores to our specification,” says Gabb. “We’re still working on the gas-phase Rama instrument and expect it to be fully tested and commercialised in between one and two years. “It will be more compact than other gas-based spectrometer, easier to use, be able to cope with more species of gases and to analyse samples instantaneously.” In June, the development process reached a significant landmark, when the UK government’s intellectual property office awarded the instrument a patent.

" I t is th e f irst o f its kind . AT I T S S I M P LE S T, you put a gas into th e ho l l o w optica l f ibr e cor e , th e n shin e a l as e r through th e m both . T h e r e su lts ar e rapid , m e asurab l e and r e p e atab l e ."

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

i s s u e 2 0 | U K SPA b r e a k t h r o u g h | 3 1

I nno v ation

O D I N O N T H E WAY

The second major product under development in ISI’s labs is another form of Raman spectrometer, using a long-identified technique, known as ‘deep UV resonance’, to analyse organic substances, such as proteins and enzymes. Gabb says such devices have previously been limited, by both complexity and size, to use in academic laboratories, but the ISI design (Odin) is significantly smaller and doesn’t have the internal mechanisms which make previous models expensive to purchase and operate. The company’s senior scientist, Dr Will Brooks, who joined in 2016, believes the platform will be in demand from a wide array of commercial sectors, from biopharma and medicines to the defence industry. Like the gas-phase Raman, it is being developed via a partnership model, this time with Germany’s renowned TOPTICA Photonics, a global pioneer of high-end laser systems for scientific and industrial applications. “It’s now in the final stages. We’re developing a new laser for it to bring the price point down, to make it more accessible, for labs to

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purchase and expecting the work to be completed within a year,” says Gabb. Although the company has won multiple research grants, often from Innovate UK, it hasn’t yet sought to attract external finance, though it hopes to get funding from a client to support the development of the laser. However, its international presence and profile continues to grow, with customers coming from across Europe, Asia and the Americas. “We regularly attend conferences and exhibitions here and overseas, because in this industry, word of mouth tends to be the most important,” admits Gabb. “We also have remote workers around the UK, so whilst most of our interactions are digital, we do meet up from time-to-time, and it’s the same with customers.” However, despite more than a decade of success, the core ISI team remains in single digits, which Gabb says is down to the hands-on approach of Foster and Storey. “They really are amazing. People come up with the most unlikelysounding ideas, and they’ll get together, research the possibilities and then say: ‘We can do that’.”

Above: ODIN – a compact deep UV Raman Spectrometer

Bringing the gas-phase Raman and the Odin platform to the market as commercial projects obviously tops the corporate agenda, but there’s more ahead. “Looking over the next two to three years, we’ll continue to recruit more personnel, and we’ll probably also need more space for the R&D, the design and the manufacturing elements,” says Gabb. “Possibly too, we’ll have to move. We’ve been based in Tonbridge since the company was founded, but at some point, we might not have the space into which to expand.” Establishing an overseas presence via a satellite office is a medium-term possibility, and North America would seem the most likely location, although there are yet no formal plans. The ISI team has just returned from an international symposium on fusion nuclear technology (ISFNT-15) in Spain’s Las Palmas de Gran Canaria, mixing with other scientists, researchers, and decision-makers in the global fusion community. Its next trip is rather closer to home, at Birmingham’s giant NEC complex for Lab Innovations 2023 in November, the UK’s only trade exhibition which covers the entire laboratory industry, and a fixture on the ISI calendar. ■

For more information about the innovative work of IS-Instruments, visit: https://is-instruments.com/

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UKSPA’s definitive guide revised

Announcing the publication of the fully revised and expanded third edition of The Planning, Development and Operation of Science Parks - UKSPA’s definitive guide to the creation and management of innovation locations in the UK.

KSPA represents, promotes and supports a diverse network of 120 member locations that include science parks, research campuses, city-based innovation districts, technology incubators and innovation centres across the UK. UKSPA’s business members include leading practitioners that support this network. Together, they have produced a comprehensive guide for:

AvAilAble to buy from

ukspa.org.uk/pdosp

• Managers and staff • Investors • Developers and operators • Policy makers • All of those who have an interest in developing and delivering this vibrant sector. The publication is supported by a series of individual case studies that add additional perspectives on the content. These are also available to download at www.ukspa.org.uk/pdosp. Members: £60.00 plus postage • Non members: £75.00 plus postage To order visit: www.ukspa.org.uk/pdosp Please call UKSPA on 01799 532050 for details of bulk copy orders.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

i s s u e 2 0 | U K SPA b r e a k t h r o u g h | 3 3

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MEET US AT LAB INNOVATIONS! Stand K34 1-2 November, Birmingham NEC

L A B I nno v ation S

olocation is a powerful force, so as Lab Innovations 2023 comes to the NEC in November, it’s pleasing to see that Advanced Engineering has taken the adjacent halls. The two-day event, starting on Wednesday November 1st, will be the biggest in the former’s 11-year history, with more than 4,200 professionals from the lab industry expected, to inspect and try out the latest advances in their sector - and network with their peers. Smart badge technology will allow visitors to effortlessly gather exhibitor information via a special integrated NFC chip, which they receive during the onsite registration process. Every stand will display a unique reader, and visitors will then receive an e-mail bulletin containing information about every exhibitor whose reader they’ve scanned. Meanwhile, Advanced Engineering is expecting more than 8,000 visitors and at least 400 suppliers to attend its event, turning the NEC into a giant hub of innovation. The theme of advanced technology is visible on the NEC campus, where the UK’s largest public charging hub, which allows 180 EVs to charge simultaneously, opened in September. Back inside, more than 200 scientific suppliers and manufacturers have taken space at Lab Innovations 2023 to showcase their latest technologies, including such giants as Beckman Coulter, IKA, PerkinElmer, Shimadzu, SLS, Stanley and Xylem Bellingham. It’s a tribute both to the appeal of the UK’s only trade exhibition for the entire laboratory industry, and the NEC’s strength as a connected location, that 98% of exhibitors who took space at the 2022 event swiftly booked online for 2023.

Connect with the UK's laboratory community Lab Innovations 2023 also features more than 40 hours of live content with high-profile speakers, technical demonstrations, panel discussions, seminars, Q&As and ‘hands-on’ learning sessions. The array of options is highlighted from the start, with Green Light Labs’ Andy Evans due to talk about lab sustainability at 10-30am on Wednesday in the Insight & Innovations Theatre, as Clare Dyer-Smith begins her presentation in the Royal Society of Chemistry Theatre. Among new elements for the 2023 event are an ‘Ask the Experts’ area within the expanded Live Lab theatre designed to connect lab professionals with technical specialist to learn how to make the most of their equipment. One-to-one sessions can also be booked via the app. For the first time, there’ll also be re expansion, and a new area designed to connect lab professionals with technical specialists to learn how to make the most of their equipment, and 1:1 sessions can be booked via the app.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

For the first time, there will also be a SmartLab area, dedicated to AI, automation, robotics, machine learning and more, and a start-up zone showcasing the latest in lab tech and R&D advances by this year’s most innovative new companies. The Insights & Innovations Theatre is also running an automation and data conference stream allowing visitors to catch-up on highlights as they move through the hall. Anyone eager to learn more about existing brands in the lab sector, and discover its rising stars, can also do so at the 2023 Lab Awards, held on the Wednesday evening, when there’ll be fierce competition from shortlisted companies across 14 categories. ■

Lab Innovations takes place on 1st and Thursday 2nd November 2023. Discover more: www.lab-innovations.com

i s s u e 2 0 | U K SPA b r e a k t h r o u g h | 3 5

L A B I nno v ation S

Genuinely global growth Tim McDougle, Avidity Science’s Executive VP for EMEA and Global Life Science solutions, offered Breakthrough insight into its operations.

t’s more than five years since Tim McDougle arrived at Avidity Science EMEA’s UK headquarters in the Buckinghamshire village of Long Crendon and his passion still burns as bright. A degree in environmental science took him into the water technology sector, and after solid stays with one major player in both the UK and Shanghai, and a spell with another global corporation in Chicago, he was keen for a new challenge. “I’d been around the water purification industry and was attracted by Avidity’s determination to enter new lab niches here and expand internationally,” recalls McDougle. The UK operation had been founded by three water technologists in 1998, trading as Triple Red, who had initially focused on academia, but began manufacturing their own laboratory purified water systems in 2016. A year later, the company was acquired by US-based Edstrom, a specialist supplier of automated drinking water systems for animal research. Triple Red had focused purely on its domestic market, as had Edstrom, but together they decided that they needed a new brand to underline global ambitions and Avidity Science was born. The scale of its subsequent growth has been impressive - even more so given the huge impact of the Covid-19 pandemic. “We’ve become genuinely global, with manufacturing here, in the US and China, a warehouse and sales operation in Tokyo and a subsidiary in France,” says McDougle. “Across the group, we employ 380. In the UK, we have 80 staff, including 20 service engineers, and a 30,000 sq ft facility including manufacturing,

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warehousing and R&D space, which we moved into in April 2022.” Avidity’s UK arm supplies water purification systems and related technologies to the laboratory research, life science and healthcare markets. “A university campus, for instance, will often have animals used for research in the basement using our systems and in the floors above, we’re also supplying products and services to their various research labs,” says McDougle. “We serve healthcare because the UK strictly regulates the purity of water used to clean surgical and medical instruments. “We’re the main pure water supplier to the NHS for these applications and the sole supplier and service provider to several private hospital networks.” Avidity UK has three core lab research product ranges. Systems providing pure water, controlled clean

air and biological safety and sterilisation/media preparation, which deliver safe and environmentally friendly sterilisation via steam for labs dealing with liquids, solid bodies, waste, and biologically hazardous materials. “We represent NuAire, the pioneers of biological safety cabinet technology, in the US and represent Systec for sterilisation techniques, such as autoclaves,” says McDougle. “Clean air, pure water and sterilisation are the three operational pillars for every research laboratory. “Clients like us because we supply the products and then offer strong service and technical support, including calibration and validation services, specifically for Biopharma and biotech customers.” Avidity has a strong UK customer base and is now growing into the EMEA region with customers in France, Germany, the Middle East, Turkey, Italy and Scandinavia. “The hard work has been gradually building the network and the platforms over the last five years, but they’re all now in place to ensure we deliver a strong customer service and experience in all regions” says McDougle. ■

For more about Avidity Science, please visit: www.avidityscience.com/en_gb/

See Avidity Science on stand A29 at Lab Innovations on 1 & 2 November.

The i-Series portfolio offers a complete range of water purification systems to meet the most stringent applications and laboratory requirements

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STAND E80

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With the RSC, you really do feel like you’re being supported, and not just by one person or scheme, but the whole society.

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ADVANCING CHEMISTRY. TOGETHER.

L A B I nno v ation S

Jacqueline Balian, head of GAMBICA's laboratory, test and measurement sectors, calls for urgent action to clear the backlog of export licensing decisions.

eopolitics can wreak havoc on any business sector, so it was reassuring to see the UK negotiate a deal restoring access to Horizon Europe, the EU’s key funding programme for research and innovation, this autumn. Companies, start-ups and entrepreneurs across the UK’s laboratory equipment industry immediately began considering how they could prepare bids to win a slice of the expected EUR 95m budget. Unfortunately, it swiftly became clear that the government’s increasingly hardline attitude to China was wreaking damage on the same sector and its partners, particularly academic institutions. Overseas students have provided an ever-increasing element of income for many such bodies, and there’s been a huge influx from China. One major London university, for instance, is reported to generate almost a third of its annual revenue through Chinese undergraduates, postgraduates and research students. However, hostile comments from ministers and MPs are starting to have major and negative impacts on both the number of overseas students coming here and on UK companies looking to employ science graduates. Jacqueline Balian, GAMBICA’s head of science technologies, says the government has written to universities, warning them not to become too dependent on income from China. “Unfortunately, our world-leading laboratory supply industry, which employs many graduates and also often acts as the ‘sales arm’ for university spin-offs, is suffering because of repeated diplomatic and administrative failures,” she says. “Lab equipment manufacturers wishing to sell hi-tech products to China are now required to ensure that their university clients are not ‘suspect’ and that an export licence is required before they can then supply the kit. “Predictably though, the department which considers these applications is so under-staffed that responses are now taking

Exporting expectations up to ten months, by which time the potential sale has usually been lost to a German, American or Japanese competitor.” Mirroring the migrant crisis caused by a significant shortage of Home Office staff to vet asylum-seekers, the government’s Export Control Joint Unit (ECJU) is not seeking additional financial or physical resources to reduce the backlog. “Civil servants describe their targets as increasingly challenging to meet, because they are seeing a significant increase in the types of cases where goods or destinations are more complex, and therefore take longer to properly consider, than others,” says Balian. “We also know that the ECJU’s operational teams are under further pressure as they help to develop their new licensing platform (LITE), which was still in a private Beta phase at the end of September. “Inevitably, its staff are faced with overcoming the multiple challenges of a new system, testing and providing feedback to the development team in advance of its

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

planned public roll-out during 2024.” Balian says urgent action is needed to allocate sufficient trained officials and lab industry specialists to clear the current backlog and maintain a fast turn-around on export licence decisions. “Now that we have left the European Union and are no longer part of the single market, it is more important than ever that we support our high-tech industries to exports products and services,” she says. “We have begun lobbying the government, via physical and digital means, directly and via our members and I’d ask anyone who wishes to support our cause to get in touch with me.” ■

For more information about GAMBICA and its activities, please contact: jacqueline.balian@gambica.org.uk

See GAMBICA on stand B49 at Lab Innovations on 1 & 2 November.

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Growth THE RIGHT FORMULA Sharing your success, best practice, and lessons learned

MEPC Silverstone Park’s commercial director Chris Kimber-Nickelson explains how the historic location became a global technology hub.

ilverstone has been an international icon for motorsport since the RAC astutely realised that although post-war Britain had no racing circuits, it had redundant airfields aplenty. The former RAF base hosted the first British Grand Prix in 1948, and the first Formula One Grand Prix two years later, and though even the presence of George V1 couldn’t inspire a British driver to victory at the latter event, Silverstone had cemented its place in motorsport history. For decades, the Northamptonshire site was under the stewardship of the British Racing Drivers’ Club (BRDC), but in 2010, its members mandated the board to attract an investment partner able to realise the potential of its 760-acre estate. The club needed finance to upgrade its facilities for ever-more demanding visitors, enhance the industrial estate, repay its loans to the Lloyds Banking Group and Northamptonshire County Council and offer a development vision to match its own ambitions. Understandably, as BRDC had owned and operated the sprawling site for almost 60 years, the process of identifying suitable candidates, and concluding negotiations which fairly represented the interests of both parties, was far from straightforward, as KimberNickelson explains. “The club had invested around £27m in Silverstone’s Wing Building, designed by the same architectural practice which created the stadium for the London Olympics, and which is still eye-catching. “They were advised by a consultancy to get planning consent for the land, to add value for potential buyers, and that

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went through, but months then passed without a deal being agreed despite significant interest. “We (MEPC) came along towards the end of the process and worked extremely hard with a small team, to negotiate a deal with the BRDC and Silverstone Circuits, which owned the land. “Agreeing a price wasn’t everything, because they also needed to be reassured that we weren’t going to ruin the place, as the historic home of the British GP and for their other motorsport events and activities. “It was hard work, and we spent the best part of a year in negotiations. The deal also had to be attractive to MEPC’s shareholders, of course, which added to the complexity. “In September 2013 we completed the acquisition, which was quite an achievement given the state of the real estate industry.”

si g ni f icant up g r ades

The final price-tag, for the industrial estate and 130 acres of development land around the circuit, was a chunky £32m for a 999-year lease, but if there were doubters among the BRDC’s ranks, they were soon mollified by the work of Kimber-Nickelson and his team. “The central element was to extend the Porsche Driving Experience track, which was an interesting civil engineering project not least as it had to be done to very exacting German engineering standards,” he recalls. “We started in January and completed the work before the British Grand Prix that September, which I

believe gave more reassurance for the BRDC and then got consent to extend the space for an existing tenant, alongside the Ducati Building.” Silverstone’s electricity and water provision required significant upgrades, and new foul water drainage systems had to be installed, as did the site’s first gas supply - a rather puzzling omission given how long the location had been occupied. “We invested several million, which then enabled us to proceed with the first development phase of several small terrace industrial units and two slightly larger ones,” recalls Kimber-Nickelson. A subsequent phase delivered seven ‘mid-box’ units and six smaller ones, and as demand from current and potential tenants remained strong, a third tranche followed. “Two units in the current phase were for existing occupiers, and we also built one of 48,000 sq ft and another of 90,000 sq ft,” says Kimber-Nickelson. “We are seeing a lot of interest from hi-tech engineering companies, and they’ve both been in solicitors’ hands, though neither has completed. It is slightly disappointing, though in the current economic climate, not entirely surprising.” Reflecting both MEPC’s confidence in the location, and the park’s appeal, almost all the space delivered over the last decade has either been let precompletion, or shortly afterward. “We adapted the original planning consent, allowing us to build around 2.1m sq ft on our land and have delivered around 915,000 sq ft to the end of August,” says Kimber-Nickelson.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

Silverstone Park, managed by MEPC, is adjacent to the British Formula 1 Grand Prix circuit

“I think the BRDC is as pleased as ourselves to see how the presence and the profile of the park has grown since 2013, and how it’s become an international location for technology businesses. “Some new tenants come from motorsport because of the Silverstone brand, and others are vehicle-related, but some operate outside that sector, including aviation, defence and logistics.” The park’s occupiers certainly seem pleased to be there. More than 300 of their employees attended its summer barbecue in July, a record since the event was first staged in 2014. With tenants now from Germany, Spain and elsewhere in Europe, alongside others from the US and the UK, it’s become a cosmopolitan affair. Asset manager Ruth Williams says a busy social calendar, shaped by tenant feedback, helps the park to attract and retain talent. “We’ve got at least 15 events scheduled for the year ahead, which might seem a lot for a business park, but we believe they’re an important element of the Silverstone Park model. “It’s unusual for institutional investors and business park landlords to have a management team based permanently on-site, but we like to walk around and engage with our residents.”

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gro w th po w e r o f pa rtne r s h ips

Meanwhile, after a quick burger and a listen to the mariachi band, Kimber-Nickelson was soon back in MEPC’s site office planning the next expansion phases. “It’s become a cliché in business to talk about ‘partnerships’, but for me, a genuine belief in the power of partnerships has been the catalyst for our achievements over the last decade,” he says. “As we’ve come to each phase, we’ve been careful to ensure that the style and appearance of each new building doesn’t just mimic the previous ones. “They’re all based on the same design code, of course, but equally, they’re all different, which I think adds to the character of the place. All our space is also designed to achieve BREEAM Excellent ratings, because we want to attract quality tenants.” He praises the park’s long-term development partners, Bath-based SRA Architects and Gloucester-headquartered Barnwood Construction. for their commitment to the MEPC cause. “Anyone involved in real estate and property development at scale will tell you it’s hard work and particularly so when the market and the economy are static, and so teamwork is absolutely crucial,” says Kimber-Nickelson. “We spent a lot of time looking to identify our design and construction partners, and it’s paid off for everyone involved. “Partnerships with the local authorities who assess our planning applications have also been important, not least as the site is split between West Northamptonshire and Buckinghamshire, which would have been quite a challenge, if they hadn’t proved so flexible.” Kimber-Nickelson hopes work will start on the next development phase this month (correct for OCT publication), which will deliver between four and eight units depending on demand,

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alongside a café and gym, open to the public as well as tenants. Into 2024, and his calendar already has multiple discussions lined up with SRA and Barnwood about almost 190,000 sq ft of industrial space, across four units, and further ahead there are plans to add significant chunks of space for office, education and hotel uses. The presence of the Silverstone Technology Cluster (STC) helps attract companies to the location, and again, it’s pleasing to hear Kimber-Nickelson outline its partnership model. “We were a co-founder of the STC, but despite its name, membership is not limited to companies based here,” he says. “We realise that very few SMEs have the time and expertise to go trawling through multiple sites to see what grants, contacts and advice on (say) R&D tax credits might be available, so we do it for them. “The STC has members from the business communities in Buckinghamshire and Northants, membership fees are based on their size, so the smaller ones don’t find them a burden and I know they really appreciate the services we provide.” Silverstone’s accumulated expertise within the auto sector and related technologies, and the global focus on sustainability and pathways to Net Zero, helped persuade two especially innovative companies it was the place to be. Lunaz Applied Technologies (LAT) takes bin lorries operated by local authorities after their natural life has come to an end, strips them down to their basic components, refurbishes them, installs electric drivetrains

powered by Tesla batteries, and then sells them back to their previous owners. “It is amazing to watch,” admits Kimber-Nickelson. “It’s impressive just to see them shot blast and respray each chassis, but honestly, when the lorries have completed their refurb, you’d swear they were brand-new.” LAT’s commercial success has seen it quadruple the size of its ‘vehicle upcycling’ campus to 200,000 sq ft in less than five years, making it the largest member of the STC. The company’s potential has also proved alluring to major investors, and David Beckham took a 10% slice of its equity back in 2021, following investments by several of the UK’s richest families. Kimber-Nickelson also highlights the presence of the Digital Manufacturing Centre, which operates Industry 4.0 practices and principles across multiple business sectors, including motorsport, aerospace, defence, medical and space. “Put simply, they create a range of additives by using different powders, chemicals and metals which go into a laser-powered 3D printer, and manufacture components which couldn’t be produced by a traditional CNC milling machine,” he says. “You can watch something being built a micron at a time and it’s quite mesmerising. This year, they expanded their collaboration with the Manufacturing Technology Centre at Coventry, enabling them to address critical challenges within the mobility and transport sectors.” ■

For more information about Silverstone Park, visit: https://silverstone-park.com and see the new space coming on stream at: https://silverstone-park.com/availability Unit 1136, totalling over 90,000 sq ft, is one of the latest properties available to let at Silverstone Park

GROWTH

THE UNITED KINGDOM SCIENCE PARK ASSOCIATION UKSPA promotes, represents and supports Science Parks, Incubators, Innovation Centres and other areas of Innovation in the United Kingdom and beyond. www.ukspa.org.uk | 01799 532050

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

i s s u e 2 0 | U K SPA b r e a k t h r o u g h | 4 3

gro w th

GROWING UP FAST Emily Roberts, Outreach & Community Manager at M-SParc on how the team at the Welsh-based Science Park are creating a generation of young innovators for Wales and beyond.

s your workplace one of the 38% in Europe reporting a lack of digital skills that is damaging your business? Hyperbole as this sounds, and despite the cliche that the next generation are already natural tech geniuses, statistics show an emerging sector skills gap that threatens business growth, displaces skilled workers, and prevents career progression. So, what are we going to do about it? At M-SParc, Wales’ first dedicated Science Park with a sector focus on low carbon, digital, and life sciences, the answer is clear. We’ll introduce a new programme that changes the way children think about and are prepared for career opportunities and skills requirements; a sentence which is both simplistic and extremely ambitious in its target, but a target we nevertheless believe is essential to drive economic growth across north Wales, and beyond. M-SParc houses over 50 tenant companies and supports a further 30 in the region as virtual tenants, and although we opened in 2018 and faced a global pandemic before our 2nd birthday, we are almost at capacity and in the process of building a second building on our greenfield site, 5 years ahead of the projected schedule! Time and again, the message from our tenants is that the biggest challenge they face is the ability to find people with the skills to help them grow. Over 105 new jobs have been created since 2018, and the average salary at M-SParc has been £5,000 higher than

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the Welsh average. There is an opportunity here to grow the economy for north Wales are starting to reap the rewards, that’s the reason M-SParc exists...if only we had the skills! In north Wales in particular, as many as 27,000 people are under employed, only 4% of A level candidates are choosing ICT as a subject, and only 12% of the construction sector say that new entrants are workplace ready. Despite the assumptions one may have about rural and indeed Welsh industry, north Wales is currently a hotbed of innovation and the work at M-SParc and in our wider ecosystem is a big part of this. We stand at the cusp of changing industry and perceptions in Wales, we have visited MIT to learn and share learnings, we have taken innovation to London to showcase expertise at the capital of the UK. The skills gap desperately needs to be closed, and quickly, to continue this trajectory.

Above: Ten schools competing in the final of ‘Miwtini Bach’ – an entrepreneurial challenge for primary schools

Below: Primary school children learning creativedigital sills

Skill-SParc, then, could well be the answer. Developed specifically for this purpose, and with approval from industry partners including MIT’s own education programme, from local authority and government, and from schools, Skill-SParc is a unique programme. A year in development, it responds to both the skills requirements in the region, and importantly the new

Healthy, Confident Individuals Skills-SParc helps build resilience and a logical approach to receiving new information and overcoming challenges; skills which are essential to a workplace.

curriculum for Wales, which emphasises encouraging the learner’s interest and developing ‘real world ready’ problem solving skills. Mapping against the curriculum for Wales was essential – launched this September, the Curriculum for Wales aims to help each school develop its own curriculum and acknowledges that nothing is so essential as universal access to, and acquisition of, the experiences, knowledge and skills that our young people need for employment and lifelong learning. The curriculum is an important step forward but a time-consuming one for teachers, and by supporting its delivery M-SParc adds an additional benefit to taking part in Skill-Sparc; fully funded so that no school faces a barrier to access. Skill-SParc provides this knowledge by mapping against the four purposes of the curriculum, which include creating:

Ambitious, Capable Learners Skill-SParc ensures that its programmes can be differentiated depending on each learner’s individual skills. There is not one clear answer to each task, but rather an outcome which can be achieved in many different ways. Enterprising, Creative Contributors Skill-SParc supports learners to apply their knowledge to real world settings, making decisions based on what they know and thinking creatively to solve problems. Ethical, informed citizens Skill-SParc supports the ability to evaluate information and form views based on learning from information rather than by repeating information. Skill-SParc also creates a sense of culture and community by being relevant specifically to Welsh industry and is delivered through the Welsh language.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

Skill-Sparc delivers long-term projects in primary and secondary schools, delivered by qualified educators, on the themes of energy, digital, creative-digital, and entrepreneurship. Delivery has only just begun, with four new members of staff on board and delivering in schools, at M-SParc, and out as part of industry visits. The ambition is that children will have several interactions with Skill-SParc throughout their school life, adding value and learning beyond what they gain in school and ensuring they are both aware of and armed with the skills local industry needs. Post-16, there is access to the Skills Academy; a 6 month placement to support people into industry whereby M-SParc pays the wages and local science and tech businesses provide mentoring and support to create ‘workplace ready’, skilled employers. The Skills Academy has a 78% success, meaning 78% of ‘graduates’ go straight to work in industry after the 6 month period, where previously they were un- or under-employed. Moving forward, the success of Skill-SParc will be measured in terms of children’s attitudes towards local careers, and long-term in how many people who’ve engaged with Skill-SParc go on to be employed locally in the science and tech sectors. The aim is that in years to come, M-SParc and its tenants will not be one of the 38% of business across Europe whose businesses are damaged by the skills gap, and the ambition is that Skill-SParc can be developed and shared so that it can benefit schools and industry across the UK. ■

For more information on Skill-SParc, visit: https://m-sparc.com/grow-withus/stem-skills/. If you’d like to discuss the programme, please contact Emily: emily@m-sparc.com

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AUTHORITY OF STAMP

o-location and data are the twin catalysts of the future for many business sectors, but none more so than in life sciences and health innovation. The benefits of siting research, academics, clinical, entrepreneurs, commercial spinouts and start-ups, alongside manufacturing space and data centres, are both self-evident and significant. The concept is already evolving in the UK and overseas, but Edinburgh BioQuarter aims to take the model to a new level, by creating a new £1 billion health innovation district around its existing healthcare hub which spans almost 200 acres. The Golden Triangle is regularly cited as the UK’s most successful example of co-location in life sciences, but its ability to expand deeper into the historic hearts of Oxford or Cambridge, or further into London’s dense urban environment, is becoming increasingly constrained. “When you start trying to move academics, researchers and staff around Edinburgh BioQuarter is a leading location for healthcare delivery, groundbreaking medical research and health innovation

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Edinburgh BioQuarter’s programme director, Anna Stamp, gave Breakthrough a passionate overview of its history, achievements and potential. multiple urban sites, you encounter serious connectivity issues, but we don’t have that issue here,” says Stamp. “Here, you can walk across BioQuarter from the research space to the clinical buildings and the commercial innovation accommodation in 15 minutes - and we’re also barely three miles from Edinburgh’s wonderful city centre”. With 25 years in architecture to underpin her observations, Stamp believes BioQuarter is now ideally positioned to take advantage of the spatial and strategic advantages it holds over its peers. “We already have an established community of more than 8,000 people who work and study here, and an

international reputation for the quality of our medical teaching and healthcare delivery in life sciences,” she says. “The Scottish Centre for Regenerative Medicine, which opened in 2012, is a genuinely world-class facility. The new IRR South building completed this year and with the IRR North building has capacity for more than 1,000 staff and research students. “When the new Usher Building comes on stream next spring adjacent to those buildings, it will enhance Edinburgh’s reputation as a major European data centre and accelerate our ability to deliver data-driven innovation. “Within Usher, there will be more than 900 researchers, healthcare providers, industry partners and data specialists right in the heart of BioQuarter.”

bo l d mo v e

Stamp praises the ability of the city’s decision-makers to identify a site of such scale and potential during the 1990s, long before co-location was considered crucial. Edinburgh’s Little France district hadn’t previously been noted for anything other than its historic name and as a sprawling agricultural location. “The Royal Infirmary of Edinburgh had been founded in 1729 and was Scotland’s oldest voluntary hospital, so it was a bold move by the city forefathers to move it out of the centre, and to build the new hospital here, with 800 beds, and at a cost of more than £180m,” she recalls. “Since it opened in 2003, other research institutes, specialist medical

centres and clinics moved here, until we achieved critical mass. When our first commercial lab and office space was delivered in 2012, it made us a destination for start-ups, spinouts and established life science companies.” However, Stamp doesn’t allow her commitment to BioQuarter, or her passionate belief in its huge potential, to dilute her objectivity. “Over the last 30 years, we’ve attracted in the region of £600 million in investment, funding and grant support, but to reach the next level, we will require finance of a different order and over a relatively short-term,” she admits. Infrastructure is a major challenge, as with around 50% of the site yet undeveloped, it doesn’t have the core utility supplies and other energy provision required for a regeneration project on this scale. Observers of the sector reckon BioQuarter would need around £100

million for those elements alone, and infrastructure of a different kind is a much larger obstacle to be overcome. “At the moment, we are effectively a major science park with clinical functions, so we also have the limitations of an established science park,” says Stamp. “The individual buildings are fantastic, but many of the early ones were built in silos, the spaces between the buildings aren’t what they should be, and we have very few amenities on site, so we have no shops, nurseries, gyms or cafes, and very limited catering provision. “To attract and retain talent which can be considered ‘best-in-class’, we need to put place building at the heart of our decision-making.”

GLO B A L S C A L E

BioQuarter is governed by four of Scotland’s most prominent public organisations: the University of Edinburgh, Scottish Enterprise, the City of Edinburgh Council and NHS Lothian.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

“Our partners realised that the current trajectory had to change if we were to transition into an innovation cluster and a life sciences centre of excellence on a global scale,” recalls Stamp. “They were equally aware that the pace of development of the site needed to accelerate, alongside huge investment into the public realm and amenities. “The price tag was around £1 billion, so way beyond the financial capabilities of the public sector. The decision was made to create a public-private partnership and a procurement exercise was launched in 2022." “We have a vision which is very ambitious, so the procurement process must be meticulous, and our assessment of potential partners must be absolutely rigorous. It’s equally important to find a company who shares both our cultural values and our strategic mindset.” The new partnership will not be established until 2024, but Stamp promises that it will be very much worth the wait. Among BioQuarter’s notable assets is the Anne Rowling Regenerative Neurology Clinic, funded by author JK Rowling in memory of her mother, who died of complications related to multiple sclerosis. Its flagship research project, FutureMS, revealed in August that more than half the 440 people identified with the condition across Scotland, had joined the study shortly after diagnosis to map their personal journeys to assist its pioneering work. The clinic has research teams based in Aberdeen, Dundee, Glasgow and Inverness, as well as Edinburgh, to ensure that it spans the country. “JK Rowling was a huge part of the strategy behind the clinic, and even for someone of her wealth, it was a huge commitment to donate £10 million so it could be created to help tackle the ghastly condition which ended her mother’s life,” says Stamp.

u ltimate v ision

BioQuarter’s vision for its future evolution is likewise not lacking in scientific ambition or personal desire. “In the short-term, it’s about placemaking and creating a critical mass of people, so we need new residential accommodation to ensure that the shops, cafes, nurseries and other amenities are sustainable, and capable of supporting a community of around 8,000 people 24/7,” says Stamp.

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“Our ultimate vision is to become a global destination for life science innovation, based around our quadruple helix of research functions (academic, clinical, commercial and healthcare). “However, it’s not just about regenerating BioQuarter, it’s about inclusive growth whilst ensuring that our neighbouring communities are also transformed in terms of education, schools, jobs and skills, so that they can come with us on our journey. “Our ultimate goal is to become a new health innovation district - a mixed-use neighbourhood supporting a community of more than 20,000 people. “I like to think we’re visionaries, but with a strong sense of realism. It’s not just about ‘opportunities’ for our future partner, but about sharing a tangible vision with them and seeing a defined pathway, whilst also accepting the challenges which will lie ahead.” BioQuarter’s public sector partners have equally demanding ambitions for both it and the wider city, as Stamp explains. “Edinburgh aims to become Europe’s data capital. Scotland has excellent access to health data going back for decades which will be a powerful lure for start-ups and growing companies looking to operate in life sciences and healthcare,” she says. “Our new innovation space will start to come forward soon, to attract new companies, accommodate existing enterprises looking to expand and

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Edinburgh BioQuarter's existing healthcare hub spans almost 200 acres

spinouts from the university, and other academic and research institutions. “Creating an ecosystem needs a broad range of health innovation and commercial work in parallel, because we’re in such a competitive sector, competing not just with other UK locations but internationally. “Nurturing a new generation of talent, as well as attracting existing talent, is also key, and our new private sector partner will be crucial because we need the buildings for accommodation and research and clinical trials to be masterplanned and delivered.” Stamps believes the easiest element in this ‘grand project’ will be to attract researchers, academics, entrepreneurs and investors to Little France.

As someone who returned to the city of their university studies in 2005, she well understands its appeal, whether for architecture, art, culture, creativity or lifestyle reasons. “It is a great place to live, always in the top places where people outside the city wish to live, and I am confident that no-one will need persuading to come here.” ■

For more information about Edinburgh BioQuarter, please visit: https://edinburghbioquarter.com/ The Institute for Regeneration and Repair (IRR South) carries out world-class research to better understand how damaged tissues regenerate and repair

UKSPA Autumn Conference 2023 Coventry University Technology Park Thursday 9th & Friday 10th November 2023

KSPA members and stakeholders will gather in Coventry on Thursday 9th and Friday 10th November, for the UKSPA Autumn Conference 2023, incorporating the Association’s AGM. The Conference will be hosted by Coventry University Technology Park. Throughout the two days, leading speakers from the UKSPA network and key partners and stakeholders will discuss in depth the challenges, opportunities, and innovative ways the sector continues to further engage, inspire, and grow. For more details and to register www.ukspa.org.uk

Dates for your diary:

UKSPA 40th Anniversary Conference 16th–18th October 2024 University of Warwick Science Park Full details to be announced shortly www.ukspa.org.uk

MEM B E R P R O F I LE S

arts Life Sciences (BLS) is at the core of establishing East London as a major new Life Sciences Cluster, with a key focus on population health, disease prediction and precision medicine. A powerful partnership between Barts Health (the largest NHS Trust in the UK) and Queen Mary University of London (one of the best research-intensive universities in the country), BLS offers integrated access to the capabilities of both organisations, accelerating the translation of impactful research and innovation to clinical deployment. Working with a large, diverse population of over 2.5 million people and a growing range of industry collaborators, BLS offers a “bench to bedside” opportunity with access to a wealth of diverse data through our Precision Medicine Data Platform, capacity for phase 1-3 large-scale clinical trials in a new purpose-built facility, and availability of three national oncology biobanks.

The planned Life Sciences Cluster, at over 1 million ft2 with substantial new lab capacity, will be situated adjacent to the Royal London hospital and Queen Mary University, providing access to clinicians, academics and new graduates. The Cluster will bring together an

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We would love to discuss more with you: bartshealth.bartslifesciences@nhs.net

Royal London hospital

Victor Phillip Dahdaleh Heart and Lung Research Institute (HLRI)

he Fairhursts Design Group (FDG) is a multi-discipline architectural practice with a rich history spanning over 125 years and a reputation for being at the forefront of designing buildings for science – it’s in our DNA. With offices in Manchester, Southampton and Cambridge, FDG’s award-winning team has delivered some of the most exciting science facilities in the UK, from highly flexible incubator hubs, to complex research laboratories and large pharmaceutical manufacturing plants. With years of experience and a commitment to support the UK’s science community, we continue to push boundaries with our innovative and sustainable design solutions to create environments that are truly world class. At FDG, we believe that the key to designing successful spaces for science

interconnected range of primarily industrial health-related organisations in close physical proximity, presenting an opportunity to drive inclusive growth, with high-quality employment, that will support over time a greater prospect for enhanced regional, national and global health outcomes. ■

research is born from actively listening to clients and a deep understanding of their unique needs and goals. Each FDG concept is tailored to your specific requirements and our highly collaborative working style enables us to consistently deliver exceptional results. Over the past 25 years, we are proud to have spearheaded the delivery of vital science buildings that are allowing research and development projects to take place that will positively impact our quality of life for years to come. These include the Heart and Lung

Research Institute, the Wellcome Trust Genome Campus, Oxford Science Incubator, the Cell and Gene Therapy Catapult, the Harwell Campus, Sciontec and the GlaxoSmithKline Centre for Sustainable Chemistry. We are also currently working at UKSPA member sites such as Discovery Park, Alderley Park and Begbroke Science Park. ■

For further information about FDG, its team or its projects, please visit: www.fairhursts.com Visualisation of Bruntwood SciTech lab redevelopment at Alderley Park

MEM B E R P R O F I LE S

eiss Technik UK Ltd, a subsidiary of Weiss Technik GmbH in Germany, global leader in Environmental Simulation, and part of the Schunk Group. We have an extensive product portfolio, boasting an impressive range of environmental test chambers designed to replicate extreme and diverse conditions. Weiss Technik is committed to supporting research and development in various industries and academies, including pharmaceutical, bio technology and plant science; providing scientists, researchers and innovators with the tools they need to simulate a wide array of real-world conditions. From testing the durability of materials under extreme conditions to evaluating the impact of humidity on sensitive electronics, our environmental test chambers serve as a playground for scientific exploration. We provide the complete package; from consultancy, design, manufacturing and installation. Our team work closely with you to understand your specific testing needs and challenges, delivering bespoke solutions to meet industry standards and requirements whilst helping you to get the most out of your research. By crafting equipment to the highest standards of precision and reliability, Weiss Technik empowers researchers to push boundaries and reach new heights of understanding. Moreover, Weiss Technik's contributions transcend the laboratory and tap into the heart of sustainability efforts that are currently a concern for all businesses. By aiding research and development in areas like clean technology, waste reduction, and climate change adaptation, we hope to play our part in shaping a more sustainable future. With environmental conservation at the forefront of public consciousness, Weiss Technik's dedication to

manufacturing advanced test Pharmaceutical Technology chambers reflects our deep from Weiss Technik sense of responsibility and foresight. Our commitment to sustainability is evident in our energy-efficient chambers, helping businesses to reduce their carbon footprint while maintaining top-notch testing capabilities. We are supporting the UK’s pathway to delivering the Net Zero revolution, incorporating battery testing, electronics, space and advanced materials. Being part of a technology driven foundation Our plant growth chambers create organisation ensures that we are at the precise conditions for cultivating forefront of technology and are actively organisms and studying their seeking to work with businesses alike. behaviours, contributing to advancements in the field. How we can help: Through encompassing all these skills and • Aerospace: We support the aerospace expertise within one organisation, Weiss industry in ensuring the reliability of Technik is embracing the technologically aircraft components and systems under that’s required of today’s, and tomorrow’s, extreme conditions. Our test chambers research and development teams. Weiss replicate altitude, temperature and Technik is equipped to implement, action, humidity variations to validate realise, provide and manage aerospace technology's endurance. developments at a project strategy/ provision level with active projects, • Automotive: Automotive services and complete commitment. ■ manufacturers rely on our test chambers to validate the performance of vehicles, parts and electronics. From To find out more about Weiss Technik, cold-start testing to thermal cycling, visit: www.weiss-technik.co.uk/en our solutions contribute to the efficiency and safety of automobiles. Alternatively, if you’d like to speak to a member of the team, please email: • Battery: In the fast-evolving battery enquiries.gb@weiss-technik.com or industry, safety and efficiency are call 01509 631 595. paramount. Our test chambers help battery manufacturers simulate realworld conditions, ensuring that their products can withstand temperature changes and rigorous testing regimes. • Pharmaceutical: Pharmaceutical companies trust our test chambers to evaluate the stability and shelf life of drugs and medical products. Our controlled environments replicate storage conditions, enabling compliance with regulatory standards. • Biology: In the realm of biology, controlled environments are critical for research and experimentation.

ClimeEvent temperature and climatic test chamber Dry room system for battery cell production i s s u e 2 0 | U K SPA b r e a k t h r o u g h | 5 1

Impact

Taking care of your people, places and public perception

FORCE OF NATURE Dace Dimza-Jones, Northern Powerhouse’s deputy head for life sciences, biotech and pharma investment, offered Ian Halstead insight into her role.

he fierce winds which sweep across the Baltic states have been noted for their remorseless power for centuries, but a much newer force of nature has been sighted in Manchester … and it’s most definitely from Riga. The Latvian word for ‘whirlwind’ is a real tongue-twister for nonnatives, but Dace Dimza-Jones is certainly a bundle of ideas, data and observations. The public sector is slowly shedding its long-term reputation for preferring painstaking bureaucracy to passion and commitment, and she is definitely of the new breed. It’s a year since Dimza-Jones switched to the Manchester office of the Department for Business and Trade (DBT), after establishing impressive healthcare credentials in both her native Latvia and the UK. A degree in public health from the Riga Stradins University, where she holds a guest lecturer role, was underpinned by a Master’s in the same subject at the University of Salford. A consultancy at Latvia’s centre of health economics indicated her direction of travel, and nine years at

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the Salford Royal Foundation Trust added practical expertise in lab work and clinical research. Almost four years with the NIHR’s Clinical Research Network was then her springboard into her role with the DBT, and she also finds time to be a board member for an association which provides the Latvian dispora with support from nurses and midwifes. Pleasingly too, there’s no mincing of words when she’s asked to identify her complex role’s biggest single challenge. “It’s crucial to attract investment in life sciences where it’s needed the most, and Northern England has some of the worst instances of health inequality anywhere in the UK,” says Dimza-Jones.

“Many of the current problems are down to the region’s heritage, because for centuries, the economy was dominated by heavy industry and mining, which has left a heavy burden of chronic kidney and cardiovascular diseases and respiratory conditions. “It surprised me when I came to this area, and I don’t think it’s widely-known outside the healthcare sector, to discover that the rate of lung cancer in the North West is higher than anywhere else in England.

“Issues related to oncology are a tragic legacy of the North’s pivotal role in the first industrial revolution, and although we have two excellent cancer research centres in Manchester and Liverpool, their pioneering work in precision medicine needs more financial support. “Equally too, it’s important that we try harder to reach all the social and economic groups within the region, as some areas and some demographics are still not being served as we would like. “I live in Salford, for example, and it’s one of the districts where the NHS is bringing screening opportunities closer to people by using mobile medical units. “We also need to better explain to different demographics how they can access healthcare and perhaps become involved in research. The North had one of the highest vaccine hesitation and anxiety levels during the pandemic, which underlined the need to break down barriers based on culture and language.”

idea l f o r in v estment

Much of her first year was spent meeting representatives from pharma and biotech companies, identifying the region’s centres of excellence, and then dovetailing with her colleagues tasked with attracting foreign direct investment (FDI). The Leeds City Region, for instance, has been identified as ideal for a cluster based on the

development and commercialising of new tissue regeneration and wound care technologies. “Given its record for translational medicine, and the presence of a strong entrepreneurial community, FDI can be the catalyst for biotech and med-tech firms to test and trial new technologies, products and devices for use in the NHS and private healthcare,” says Dimza-Jones. Across Greater Manchester, Warrington and deeper into Cheshire, she sees a significant opportunity to design, test and commercialise products and technologies to help the ageing population, with a strong focus on diagnostics. Bruntwood SciTech’s Alderley Park campus is already a flagship for bioscience innovation, and August saw Alderley Lighthouse Labs Ltd receive just over £1m to deliver new diagnostic tests for oncology and genome sequencing. Sci-Tech Daresbury has established an equally notable reputation as a science and

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

Above: Due to complete Q2 2025, CityLabs is the new Bruntwood SciTech scheme on the Oxford Road corridor in Manchester, consisting of 125,000 sq ft of lab space and offices

Below: Bruntwood SciTech's Alderley Park campus is a flagship for bioscience innovation

technology campus, not least for the development of its HealthTec cluster. “The government began focusing on the concept of ‘healthy ageing’ back in 2018, and we think overseas investors will increasingly want to capitalise on the existing strengths in that niche within this area of the region,” says Dimza-Jones. Elsewhere in the Northern Powerhouse region, she believes that overseas investors should take more note of the healthcare achievements in the North-East. “The world’s first ‘three-person IVF’ technique was developed there, and surgeons carried out the UK’s first transplant of a baby’s heart at the Freeman Hospital in Newcastleon-Tyne,” says Dimza-Jones. “One of my main ambitions for 2024 is to work closer with rare disease specialists in the NorthEast to attract FDI to that area. “The region is more widely known for its expertise in biomanufacturing, which can deliver low-carbon solutions to industrial sectors, offering potentially viable routes towards clean growth. “We are also creating the Northern Bio-Accelerator Partnership at Darlington’s Central Park, which has excellent access via rail, road and air, which offers investors tremendous opportunities to develop, scale up and commercialise sustainable manufacturing processes. “Biopharmaceuticals, food and feed, biochemicals and fuels are all multi-billion global industries, and I can well understand why my colleagues at the DBT refer to the Tees Valley as Britain’s biomanufacturing engine room.”

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h ome - g r o w n h i g h l i g h ts

However, there’s much more to her role than acting as a beacon for FDI, and she’s keen to stress the scale of the ‘home-grown’ expertise. “We have amazing specialists in more than 30 therapeutic areas, a tremendous reputation for delivering clinical trials and particular expertise in precision medicine within oncology,” says Dimza-Jones. “The Christie in Manchester is Europe’s largest single site specialising in cancers. The Liverpool School of Tropical Medicine has just been shortlisted for ‘University of the Year’ by the THES awards and there are many other centres of excellence. “It was fantastic to see in May that the UKRI’s infrastructure fund was awarding more than £120m to the UK Biobank to fund the development of a larger, faster, more efficient and purpose-built building at Manchester Science Park. “It’s already the world’s most significant source of data and biological samples for health research and will become an even greater asset when it occupies the new 131,000 sq ft space during 2026. “The Christabel Pankhurst Institute in Manchester has very quickly earned an international reputation for digital health and care.” Elsewhere, Dimza-Jones highlights how a public sector partnership has teamed with a private sector development partner to deliver some 1m sq ft of commercial space on an 80-acre zone at the Sheffield Olympic Legacy Park. “The collaboration of key public sector institutions created a major cluster for sports, health and wellbeing, and it has now also become a strategic destination for innovation in advanced manufacturing and green energy,” she says. “However, just as Northern England needs to be better connected, our individual locations where outstanding research and innovative technologies are being delivered, also need to be better connected to each other.” Connectivity comes in many forms, of course, and one promising and innovative concept is the Liverpool-Manchester cancer vaccine clinical trial corridor.

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expand in Spain, Poland, Australia and elsewhere in recent years,” says Dimza-Jones. “I believe that in the shortterm, creating this corridor would provide innovative treatment options for patients, as well as generating income and reducing costs for the regional NHS. “In the longer-term, engagement with next-gen pharma opportunities will increase the number of highquality jobs across life sciences, bring innovations close to patients, accelerate the introduction of new medicines to market and increase tax revenues. “The clinical, academic and commercial reputation of the corridor will, I believe, attract FDI to the North-West and elsewhere, enable regional companies to expand at pace, and act as a pillar for re-establishing the UK’s reputation as a superpower in life sciences.” ■ “The North-West has so much to offer from academic, clinical and supply chain perspectives,” says Dimza-Jones. “I believe this corridor would position the region as the world’s best for both the delivery of cancer vaccine trials and the development of oncology vaccines.” The benefits of greater collaboration between the NHS and academia were identified by KPMG research in 2019, but according to the Association of the British Pharmaceutical Industry, the UK has since been falling behind in its commercial clinical trials activity. “Rather than using this country as a destination for their clinical trials, sponsors have preferred to

Above & Below: Alderley Park is the UK's largest single site for life sciences

For more information about the Northern Powerhouse, visit: https://northernpowerhouse.gov.uk/

IMPACT

Journey to Net Zero future

EPC’s Milton Park delivered a glimpse of the Net Zero future, when occupiers and visitors recently travelled to and from the giant science, business and technology community on autonomous electric buses. Hundreds of passengers used the services between Didcot Parkway and multiple stops on the 300-acre campus, which ran every 30 minutes from 7am to 6-30pm, six days a week, during September. It’s the first time fully electric autonomous vehicles have been used to provide public bus services in the UK, according to the MultiCAV consortium behind the pioneering project. The Mi-Link trial was operated by First Bus, and the vehicles were converted to autonomous use by Bristol-based Fusion Processing. The latter has established an international reputation for its AV technology, winning contracts from the UK government and in Australia, Canada and Sweden. A bus driver was on board each service as a safety precaution, but all functions were carried out by the autonomous systems.

The project was launched in March 2023. The first two phases saw more than 1,000 passengers use a 15-seat minibus between the campus and Didcot Parkway, with the second alone completing more than 500 journeys and saving 1.5 metric tonnes of CO2. The third and final phase involved a full-size single-decker bus, supplied by the North Yorkshire-based EV manufacturer, Switch Mobility, the British arm of India’s Ashok Leyland and one of the world’s largest manufacturers of buses and commercial vehicles. Milton Park’s sustainability and community manager, Veronica Reynolds, said: “We are home to so many innovative occupiers that I believe we were an apt choice as a ‘living lab’ for this landmark trial. “We wanted to determine how autonomous capabilities could be applied to mainstream bus operations, providing regulators, operators and manufacturers

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

with experience of the practice issues encountered when putting this exciting technology into practice. “The feedback we received from occupiers, visitors and local residents was overwhelmingly positive, and will be invaluable in advancing our knowledge of sustainable and autonomous transport.” Even before the trial, Milton Park was making steady progress to becoming a sustainable location. Some 4,400 bus journeys are taken weekly between the campus and Didcot Parkway, and the use of single occupancy cars by occupiers has fallen by 12% since 2021. First Bus’s head of policy, John Birtwistle, was delighted with the trial. “September’s phase gave us the opportunity to show more customers the exciting possibilities afforded by combining zero emission and digital autonomous technology to provide a smarter, cleaner and quicker way to travel. “Buses are vital for access to employment and the local economy, and by taking the lab ’on the road’ we explored how we can build a more sustainable future for travel. “First Bus has learned valuable lessons from this project, which will help in the future deployment of innovative mobility solutions.” ■

For more information about the Mi-Link trial, please visit: www.miltonpark.co.uk/ mi-link-autonomous-bus/

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IMPACT

net zero all the way for UKAEA A multidisciplinary team of experts from within Ridge has assembled to solve the challenges of providing an innovative Net Zero building on the UK Atomic Energy Authority’s highly secure site at Culham. Liz Sparrow, a partner in the architecture practice at Ridge has coordinated this large in-house team of experts to solve the multitude of challenges and juggle evolving sustainability demands.

here’s nothing more gratifying than working with organisations that are solving the planet’s most challenging scientific dilemmas. So, our multidisciplinary team here at Ridge was delighted to provide expert counsel and practical hands-on support for the UK Atomic Energy Authority (UKAEA) at The Culham Centre for Fusion Energy. Fusion is the process that drives the sun. When mastered on earth, it will have the potential to bring a limitless supply of low-carbon electricity to the National Grid. This momentous challenge is being driven on the former

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airfield site in Abingdon, home to the UKAEA’s international fusion research since the 1960s.

THE BRIEF

The Main Gate approach to UKAEA’s campus is in need of a refresh to bring it in line with the site’s world-renowned status. Its team wants to create a strong public interface through a contemporary building that will welcome and educate the public, and inspire the next generation of British scientists by showcasing the progress made by UKAEA in nuclear fusion. A seemingly straightforward brief that has uncovered many challenging layers as the journey has progressed.

P r o j ect oppo rtunit y… • Evolving focus on sustainability drives an opportunity for UKAEA to deliver its first Net Zero building. • Key aspect of the science park’s long-term strategy for unlocking the masterplan.

… A N D C H A LL E N G E S • Need to maintain high site security alongside a strong public interface. • Rigorous cost controls throughout the project in a construction-changing market.

E mb r acin g oppo rtunit y

As UKAEA’s mission is to provide abundant, low-carbon energy across the world, any development on one of its sites must of course surpass its own rigorous standards. Ridge Architects and Sustainability experts have been working alongside our client team to maximise every possible opportunity to reduce embodied and operational carbon and to calculate and communicate the likely payback timescales.

As the project progressed, we navigated a local authority policy amendment requiring a 40% betterment on Part L of the Building Regulations and a change in the brief to achieve net zero energy, tackling it head-on with an optimised fabric approach. The rigorous thermal analysis we conducted led to an optimum level of insulation, roof and carportmounted PV panels, sophisticated glazing, solar shading and advanced ventilation treatment. We designed the circular pavilion building’s walls and floor deck with sustainably sourced crosslaminated timber that was manufactured offsite to speed up the construction programme.

U n lockin g t h e secu r it y c h a l l en g e

There was a pivotal security conflict the team at Ridge needed to solve. The UKAEA is uncompromising in its desire to educate the next generation and inform wider communities about the importance of their low-carbon energy research. The Main Gate project provides the perfect response, delivering rich opportunities for the community to interact with the technology and science that is under development. The external amphitheatre will be a focus for special events, exhibitions and visitor Open Days. However, opening a secure and sensitive site to the public required us to thoroughly assess the

existing site conditions and security, scrutinising this against the project phasing and new infrastructure works. The resulting solution seeks to blend the desire for transparency with the no-compromise inner secure core.

ease the inherent constraints on the site. The selection of the façade treatment and finishes will ensure that maximum value is achieved without compromising on the UKAEA’s high level design standards.

C onside r in g costs

Progress is certainly being made at Culham. The main contractor has been appointed for this globally significant facility and the team is due to break ground later this year. There’s an energy and drive behind the project that matches every other of the UKAEA’s undertakings and the organisation’s determination and clarity of purpose will result in a successful outcome. Our team at Ridge is very proud of our contribution to the Main Gate. But most of all, we look forward to a future where everyone can access a reliable, safe, infinite source of energy-efficient and sustainable power derived from the UKAEA’s work on fusion. ■

Cost control is a significant factor in every sense for the UKAEA. The Ridge team was challenged with developing the design through the COVID years and recent inflation rises, whilst working towards a fixed budget. We worked closely with UKAEA to carry out studies at each stage of their design journey, associating costs to every element. So, whether they are attributing a cost to the carbon emissions from developing a fusion power plant or calculating the financial costs of the Main Gate development, the same diligence has to be applied. The Cost Management team at Ridge was therefore integral to every project stage, providing rigorous value engineering to make a meaningful impact on the bottom line. Modern methods of construction will speed up the programme and

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

E ne r g y- d r i v en p r o g r ess

For more about Ridge and Partners, visit: https://ridge.co.uk/ More about the Culham Centre for Fusion Energy can be found by visiting: https://ccfe.ukaea.uk/

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IMPACT

Charlie Trumpess, Marketing Manager at Modern Networks Ltd explores the advantages and disadvantages of technology for ambitious start-ups looking to grow.

How Technology Can Drive or Stall Start-Up Growth

echnology can be both a help and a hindrance for start-up businesses. While technology can drive growth and success, smaller businesses may struggle to figure out when, where, and how to use it. Here, we explore the advantages and disadvantages of technology for ambitious start-ups looking to grow.

T h e Rise o f T ec h no lo g y In recent years, technology has revolutionised the way start-ups operate, levelling the playing field and enabling them to compete with established organisations. The advent of the Internet and Cloud computing has significantly reduced barriers to entry, allowing entrepreneurs to build and scale their businesses with minimal upfront costs. Research by accounting software firm Xero suggests that if the UK’s 1.1-million micro-businesses were to double their uptake of key digital technologies, the economy would get a boost of £16.6 billion. According to the Politico website, UK small firms that use at least two business management technologies show productivity gains of around 25 per cent.

Ho w T ec h no lo g y C an He l p S ma l l B usinesses In today's fast-paced business environment, small businesses need to stay up-to-date with the latest tools and technology trends to remain competitive and profitable.

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I nc r eased E f f icienc y and A utomation Technology can help small businesses by streamlining operations and automating tasks for improved efficiency and costeffectiveness. Project management tools, CRM systems, and collaboration platforms like Microsoft SharePoint enhance productivity and workflow management. The introduction of AI can automate tasks like customer service, inventory management, invoice processing, and appointment setting. AI-powered systems can reduce errors and improve work quality. This automation frees up time for core business activities, reducing costs.

A ccess to D ata and A na ly tics Big data and advanced analytics are powerful tools for start-ups and scale-ups. They can provide valuable insights into market trends, customer behaviours, preferences, and pain points. These insights can be used to create new products and services. Data analysis can also help improve operational efficiency and risk management.

S ustainabi l it y Technology can enable small businesses to be environmentally friendly by reducing energy consumption and optimising operations. Energy-efficient technologies like smart lighting, IoT sensors, and HVAC systems can save energy and reduce environmental impact. Today, even the humble office printer can reduce energy consumption, minimise waste and reduce printing costs.

B e wa r e : T ec h no lo g y P it fa l l s While technology presents numerous opportunities for start-ups, it can also act as a barrier to growth when not used appropriately.

Hi g h I nitia l I n v estment C osts Outsourcing IT to a managed service provider benefits start-up businesses by cutting their capital costs. Technologyoriented start-ups often face a heavy investment in research, development, and infrastructure. The high costs of cutting-edge technologies and equipment can strain their finances and make securing funding a challenge. However, by teaming up with a reliable MSP like Modern Networks, start-ups can reduce upfront costs and focus on scaling up.

Rapid T ec h no lo g ica l O bso l escence Keeping up with the latest technologies can be costly, complex, and risky for small businesses with limited in-house expertise. To mitigate the risks of rapid technological obsolescence, small businesses should partner with a technology expert. This can help them get the advice and support they need to adopt new technologies successfully.

The right technology

Not all technology is created equal. There are a wide range of technologies available, so it's important to choose the right ones for your business. Consider your budget, your needs, and your goals when making your decision.

The right people in place

Technology is only as good as the people who use it. Make sure you have the right people in place to implement and use the technology effectively. This may mean hiring new employees, training your existing staff, and using the expertise of trusted partners.

Data security and privacy

Implement robust data security measures and ensure compliance with relevant regulations to protect sensitive information.

Be adaptable

Technology is constantly changing. As new technologies emerge, you'll need to be prepared to adapt your business accordingly. This may mean upgrading your existing technology or investing in new technologies.

Measure results

It's important to track the results of your technology investments. This will help you determine whether the technology is meeting your needs and whether it's helping you achieve your goals.

Seek expert help DOWNTIME If a critical piece of technology fails, it can bring a small business to a halt. This can lead to lost revenue, customer dissatisfaction, and damage to the business's reputation. To mitigate the risk of unexpected downtime, every small business should have a backup plan in place to continue operating should the worst happen.

T ec h no lo g y and Re g u l ato ry C omp l iance High-tech, scientific, and medical start-ups often deal with complex legal and regulatory frameworks, particularly concerning intellectual property, data privacy, and research ethics. Technology can be complex, insecure, and expensive, so businesses need to be aware of these risks and take steps to mitigate them. Small businesses should choose the right technology for their

needs and budget and implement security measures to protect their systems. Businesses should avoid becoming overly dependent upon a single technology, which can make them vulnerable to any sort of disruption.

Ho w to Le v e r a g e T ec h no lo g y E f f ecti v e ly Despite the challenges, technology remains a crucial ally for many start-ups and scale-ups. Here is some advice on how to leverage technology effectively:

Start with the Basics

Before you start investing in new technology, take some time to understand your business needs. What are your goals? What are your pain points? Once you understand your needs, you can start to look for technology solutions that can help you achieve your goals and solve your problems.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

If you do not have in-house expertise, get some advice from a trusted service provider like Modern Networks who can help you with technology adoption. Technology is like an engine that can drive or stall business growth. When used effectively, it can be a powerful catalyst for growth, reducing costs, improving efficiency, and engaging customers. However, many small businesses, especially those in high-tech, scientific, and medical research domains, face unique challenges that require a careful balance of innovation and prudence. By understanding the potential of technology and acknowledging its limitations, aspiring entrepreneurs can navigate the competitive landscape and build resilient start-ups that will thrive in the digital age. ■

For more about Modern Networks, visit: www.modern-networks.co.uk

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Trends

Quantitative and qualitative analysis of the innovation ecosystem

MISSION FOCUS IS THE SECRET Tom Bridges, who heads Arup’s UK Cities Advisory team, offers his personal, and impassioned, take on the government’s investment zone strategy.

n these digital days, when everyone has instant opinions on every subject, nuance is in danger of becoming extinct, so it’s pleasing to discover that it’s still thriving in Arup’s Leeds office. A chartered town planner with more than 20 years of experience in economic development, urban regeneration and regional infrastructure, Bridges prefers to base his views on observation, analysis and reflection. He recalls his reaction when the short-lived Truss administration floated the concept of investment zones within the government’s oft-discussed ‘Levelling Up’ strategy. “My immediate thought was that it wasn’t a new idea. We’ve had urban development corporations, regional development agencies, special purpose vehicles and regeneration companies ever since the early 1980s, under government of different persuasions,” says Bridges. “The concept was presented as radical, but it wasn’t. However, we are desperate for proposals to kick-start growth, there is a huge shortage of modern and flexible space for commercial, office, manufacturing and lab uses, as well as a need for new homes, and I thought the idea had merit. “Certainly, there was potential for the zones to become a useful

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mechanism to respond to those long-term strategic issues, but simply designating locations as ‘investment zones’ clearly wasn’t sufficient.” Bridges was pleased to hear the Truss-Kwarteng axis bring the topic into the political and public arena, but says it needed to be placed squarely within the government’s policies on economic growth, investment and urban regeneration. “Unless the structure of such zones is carefully considered and given wider context, there is a danger that existing businesses will simply relocate there (most likely for the tax breaks and availability of grant support) and jobs will simply be transferred, rather than created,” he admits. The announcement brought some 140 proposals for zones flooding into the Treasury, forcing it to pause the process until the incoming Sunak government could assess and re-evaluate the concept. January’s news that fewer than 20 zones would be considered, in urban locations, and via a partnership model with universities, local authorities and others was more attractive to Bridges. “The focus on innovation, job creation and productivity was certainly welcome, as was the desire to build genuine ecosystems in each area, rather than simply seeing the challenges as about bricks and mortar,” he says.

“The initial proposal had genuine potential, not least to unlock brownfield urban sites for development, but to make the most of the opportunity, I think several things need to happen.” Uppermost, he says, is taking time to identify the right location for each zone based on detailed and transparent economic criteria, and on companies in the government’s stated targets of digital technology, life sciences, advanced manufacturing, the creative sectors and green industries.

c r ucia l decisions

Whilst Bridges would also welcome the creation of linkages between two or more of those sectors, he says it’s crucial that location decisions are based on evidence and data, which he believes will tilt the government’s thinking towards urban areas within the UK’s core cities. There’s a perennial danger, of course, with governments of all persuasions and in all democracies, that major decisions are impacted by electoral considerations, policy wonks and think tanks, but he cautions against such influences. “The temptation to stretch these zones too widely, in locations which are less than ideal, lack the capability to house research-based businesses and have

sub-optimal potential for the generation of employment and wealth, must be avoided,” says Bridges. “The government, whether that’s civil servants and their advisers, the Prime Minister, or the Chancellor, must take hard decisions based solely on facts and analysis.” Over the decades, as RDAs, regeneration companies and other such regional bodies focused on economic growth have come and gone, perceptions about the location of new development zones have also shifted. Once, out-of-town was considered the only place to be, but increasingly, belief has grown that urban locations should be identified. “I think as our economy has become more knowledge-based and more focused on intangibles, it’s been widely accepted that face-to-face interactions are more important,” says Bridges. “Smart people love to work alongside smart people within cultures built on ideas and innovation. “Whether you’re in the public or private sectors, no-one should want to go to work and keep their thoughts to themselves, they should be eager to collaborate and enjoy the buzz which creativity brings. “City centres are almost always the best places because of their connectivity, which makes it easier to bring in talent from across wider catchment areas. “I still see a role for out-of-town science parks and strategic industrial locations, although they are also evolving with better public transport links, more creative spaces between their buildings and a wider mix of uses.”

w h ite r ose

Bridges highlights the evolution of the giant White Rose business park in South Leeds, where some 5,000 people work in around 500,000 sq ft of commercial space, where a £26.5m train station is under construction to dramatically increase its sustainability and connectivity. “It hasn’t gained as much nationwide publicity as it deserves, but it’s an excellent example of a public-private partnership working in practice to deliver a much-needed asset,” he says.

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

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TRENDS

Bridges says White Rose business park in South Leeds is 'an excellent example of a public-private partnership working in practice to deliver a much-needed asset'

“When you see how well the city council, the regional combined authority, the developer (Munroe K), Network Rail and the Department for Transport have worked together, it underlines what could be delivered elsewhere by a similar model. “The park has reinvented itself so significantly that it now has a sixth form college, a very impressive innovation hub (Ingenuity) and a powerful mix of occupiers, because it is now so appealing to knowledge-intensive occupiers.” Bridges uses the White Rose example to highlight the critical importance of enhancing transport infrastructure throughout Northern England. “We have fantastic assets in Leeds, Liverpool, Manchester, Newcastle, Sheffield and York, with great universities and innovative firms, start-ups, scale-ups and the presence of venture capital, but none of those individual eco-systems is powerful enough to compete at global level. “We need to realise that this region is only the same size as Los Angeles or Beijing, so we need far greater connectivity to link its assets, dramatically improve the mobility of talent and achieve much greater productivity. A genuine ‘levellingup’ if you like.” Bridges believes the government needs to adopt an equally international perspective when considering its approach to investment zones. “People often talk about the BostonCambridge-MIT corridor in terms of employment growth, wealth creation and life sciences’ innovation, but equally, there is one building in Kendall Square

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from which more venture capital has been invested than across the whole of the UK. “There are five elements which underpin everything there. Entrepreneurs have to be at the heart of the vision, alongside universities, teaching hospitals and other such establishments. “You also need investors of risk capital, large knowledge-intensive corporates which are willing to invest heavily in R&D in start-ups, and the public sector is also important. “The remarkable success achieved in Massachusetts was because all those different stakeholders worked so closely together, but also because they focused on the creation of a ‘softer’ ecosystem, before investing in bricks and mortar. “All too often, in the UK and elsewhere, there’s a rush to deliver shiny new buildings and great public space, before we’ve brought the entrepreneurs and all the other core elements together”.

M I S S I O N mant r a

Bridges also believes the Sunak government should follow the US model in terms of identifying a mission focus for its economic zone strategy. “It doesn’t matter if a country’s aim is to land people on the moon, or to significantly enhance its defence capabilities in response to a perceived geopolitical threat. Both worked very well in the US and elsewhere, but it is always important to identify your ‘mission’,” he says. “Getting the right culture is crucial too. If you look at our Cambridge cluster, it has achieved international success because academics are encouraged to work with start-ups and spinouts, but I think other of our world-class universities are still less good at the commercial pull-through.

“Overall, we’re good at the research in ‘R&D’ but need to be better at the development. It’s partly about educating people about the skills and merit of entrepreneurship, and we do need a new generation of role models. “In the past, we saw the rise of maverick entrepreneurs who became hugely successfully, such as Branson and Dyson, but today, I think we need a more diverse range of individuals (and investors), who have a more disciplined approach to innovation and wealth creation. “Particularly after the demise of the LEPs, we absolutely need to put business and industry at the heart of our economic zones. I like the government’s concept of Britain as a science superpower, and the shadow Treasury team has some good ideas based around what’s happening in the US. “Assuming that current and future governments adopt a measured and long-term approach to our challenges around economic and productivity growth, I remain optimistic.” However, Bridges also believes that the ‘levelling-up’ mindset must be adopted by decision-making on central funding allocations to regional institutions and organisations. “We spend almost half our science budget in London and the SE, just 5% here in Yorkshire and only 3% in the North-East,” he says. “Our major regional cities are successful by UK standards, but not on the international stage. It’s important that we continue to invest in Oxford, Cambridge and London, but equally so that we finally realise the potential of our regional urban centres by removing the long-standing spatial imbalances in government investment decisions.” ■

To see more about Tom’s views on investment zones, please visit: www.arup.com/perspectives/how-doesthe-uk-maximise-the-success-of-itsnew-investment-zones

THE CHANGING FACE OF HIRING IN LIFE SCIENCES

Luke C. Blaney (Managing Director)

"For people with big ideas… Head-hunters you can count on" – this is the rallying cry of ARx, a specialised recruitment organisation that is reshaping the Life Science industry with its groundbreaking approach to connecting top-tier technical professionals with cutting-edge pharmaceutical companies. For years, the field of Life Science recruitment has adhered to a traditional mould, but Luke Blaney and his team at ARx are on a mission to disrupt the status quo. Since joining ARx in 2019, Blaney has witnessed a noticeable difference in their approach. Unlike most recruitment businesses, ARx, founded in 2006, was established with a commitment to delivering top-quality service, reminiscent of a management consultancy rather than the typical sales-driven recruitment environment. Over the past few years, ARx has managed to onboard over 50 new life science companies as clients, a testament to their growing influence in the industry. In the world of pharmaceuticals, the demand for professionals with established reputations is high, and conventional recruitment methods no longer suffice. When asked about the shift, Blaney explained, "There is no one-size-fits-all explanation. Often, especially at the c-suite level and just below, companies already have specific individuals in mind, but they struggle to approach them or lack the expertise to craft compelling

offers

that

would

entice

these

accomplished professionals away from their highpowered roles. At ARx, our team is well-versed in various

critical

skills,

including

board-level

negotiations. These competencies enable us to attract and retain the industry's top talents." Whatever the underlying reasons, it is evident that companies are increasingly embracing this modern approach to talent acquisition and reaping the rewards.

ARx

stands

the

forefront

this

transformative shift, proving itself as a trusted partner for those with grand visions in the Life

ARx Consultancy is a STEM focussed Head-Hunting firm based in the heart of the Sussex Downs

Science industry. i s s u e 2 0 | U K SPA b r e a k t h r o u g h | 6 3

TRENDS

t’s not always easy to settle swiftly into a large organisation, regardless of ability or experience, but Tarling and Morrice developed an easy camaraderie barely before the latter had his business cards printed. They’re not quite yet at the point of finishing each other’s sentences, although they do share a compelling vision of where life science is heading and what the next generation of science parks will look like. Tarling’s imposing CV features work on such diverse projects as the reconstruction of downtown Beirut, the creation of France’s Centre Pompidou-Metz and the construction and fit-out of the cell and gene therapy catapult in London’s Guy’s Hospital. As global head of life sciences and director for Gleeds, he supports its local teams across an array of specialisms: from procurement and risk assessment to programme management, and from construction finance monitoring to contract administration. Tarling’s focus on life sciences began some 20 years ago, and he’s now worked on 18 separate science and business parks which have shaped the Cambridge cluster and had a central role in the delivery of more than 5.5m sq ft of new space, primarily for life sciences R&D. “From a strategic perspective, most of those schemes have nestled between the three pillars of higher education, the technology sector and pharma companies, although some were in healthcare and agri-tech,” he recalls. “The organisations leading such projects have ranged from private sector developers and venture capitalists to REITs and higher educational establishments. “We also work with the pharma companies who tend to require a slightly different kind of building stock, with lab space, manufacturing facilities, warehouse space and logistics.” Morrice has been in the construction industry for more than 30 years, of which 25 have been focused on life sciences, pharma and biotech.

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FUTURE OF LIFE SCIENCE Gleeds’ Galvin Tarling and the consultancy’s newest recruit, Tony Morrice, offered Breakthrough insights into the evolution of UK life science.

A director in Mace Group’s pharma and technology interests for well over a decade, he then led IPS’s construction business across UK, Europe, before a spell with Turner & Townsend brought him to Gleeds as director and life sciences sector lead for the UK and Ireland. He’s been involved with large-scale project management offices and an array of innovative manufacturing schemes throughout UK, Europe, as well as in India, the US and Africa.

Morrice’s first foray into life sciences came in the early 90s when Glaxo SmithKline began developing what is now its global R&D campus in Stevenage. He’s since managed multiple large-scale design and project delivery teams within a PPCM (project, program and commercial management) environment. “Much has been what I call pharmaceutical consultancy, which is the ‘front end’ of design for these facilities, then delivering

through the design, construction and CQV (commissioning, qualification and validation) stages, and I’ve been fortunate enough to have worked with most of the top 10 pharma and biotech companies,” recalls Morrice. “It’s very exciting for us to get Tony on board, particularly as we see the sector evolving over the next few years so that manufacturing facilities and R&D space are increasingly delivered together and being embedded into life science clusters,” admits Tarling. “Looking ahead, it will be interesting to see how the government’s policies and investment strategies address the need to deliver the very significant amounts of new lab space which our life sciences and pharma sector requires.”

NEW BREED

Above: Global head of life sciences and director of Gleeds, Gavin Tarling Below: Gleeds' new recruit, Tony Morrice

Tarling also notes the ongoing evolution of the UK’s science parks away from their traditional focus on R&D space as they increasingly attract a wider mix of occupiers, and his observation brings a nod of agreement from Morrice. “We’ve seen on the R&D side over the last decade, particularly post-pandemic, that our client base has changed its model with regard to science parks,” he says. “BioMed Realty, Breakthrough Properties, Bruntwood SciTech, IQHQ, Kadans Science Partner, Mission Street and others have a model based on the delivery of new life science space and the creation of new life science platforms. “They are operating simultaneously across multiple sites in different locations to build real estate portfolios which appeal to the broadest section of the market, by offering space for potential tenants of different size, scale, and maturity.

“They want to attract companies across a diverse range of niches and to provide tenants with both start-up and grow-on space, so they are with them for the long-term.” Tarling considers Mission Street’s founder and CEO Artem Korolev to epitomise the new breed of science-focused real estate developers, so was delighted to welcome him to its Constructing Science (CS) consortium which was formally launched in July 2023. “He really gets the platform model, the evolving science community with spinouts from academia, and advocates that modern life science estate buildings must be genuine eco-systems, and not just occupiers simply operating within their own space,” says Tarling. “Artem also understands the scientific requirements of tenants, and the research of the universities and other educational establishments involved with his projects. He is very driven, very focused and Mission Street immediately became a very valued member of our consortium.” The collective aim of all CS members, which include Buro Happold, CPC, Cushman & Wakefield (C&W), EEDN, Gensler, Hoare Lea and MedCity, is to give non-technical investors greater insight into the UK’s life sciences’ sector and its pressing need for new lab space at scale. Morrice points out that as of June 2023, C&W had identified active demand for more than 2m sq ft of lab space, just within the Golden Triangle. “Over the last 18 months or so, we’ve seen many new entrants coming into the life science market, but without really understanding how the constituent elements of such buildings have to be designed and how the space will operate,” he says. “These buildings and their occupiers must be very actively managed, which is of course very different from traditional office space, so I was pleased to see Constructing Science being launched and am very pleased to now be part of the initiative.”

G e t y o u r d i g i ta l c o p y at: w w w. b r eakt h r ou g h di g ita l . co . uk

N E X T G E N E R AT I O N

As the conversation switches to how the next generation of science parks will look and operate, Tarling highlights Bruntwood SciTech’s (BST) ambitious plans for Melbourn, some 11 miles outside Cambridge. The Manchester-headquartered developer’s £250m masterplan envisages c400,000 sq ft of lab and office space being delivered over the coming decade, with space for more than 70 science and tech businesses, alongside enhanced amenities for tenants and the village population. “There’s going to be a wide range of occupiers, and also a diversified mix of accommodation and building sizes, from start-ups and incubator units to commercial-grade labs, institutional occupiers and Big Pharma,” says Tarling. “The new approach, pioneered by Bruntwood SciTech, Mission Street and their peers, is to fully engage with communities and explain what their schemes will deliver in terms of sustainable employment and other benefits, whilst also being willing to tweak proposals to address local concerns. “Opening up science parks, rather than hiding them behind fences and barriers, is an integral element of their ethos and I believe it will soon become a trend we’ll see elsewhere. “The next-gen approach understands the tangible benefits of opening up parks and innovation districts to the educational institutions in their areas, so they become engaged at multiple levels with the communities in which they sit.” Tarling and Morrice are clearly once more of like mind, as the latter nods approvingly to hear the former’s thoughts. “From my perspective, looking forward, there are several interesting discussions to be had with the public sector, particularly around DEFRA which is a slightly different proposition,” says Morrice. “My focus is on helping to commercialise innovative ideas by helping start-ups bring them to

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TRENDS

market, which in the past was the domain of the top ten pharma companies. “It is always challenging to bring embryonic products through to manufacturing and it’s an expensive process, so the start-ups can’t afford to make financial or strategic missteps, and they really do need support. “It’s not what you might imagine from watching documentaries about amazing technical advances, but very few start-ups reach commercialisation. “A small number get through the clinical trials, and even fewer eventually deliver a successful product. Equally, some start-ups, which are often spun out of academic establishments or the NHS, reach a certain stage, then divest their innovations to big companies.”

en l i g h tenment

Morrice shares Tarling’s perception that mindsets are changing, among developers and investors looking to deliver life science space. “Even a few years ago, you’d hear people in property refer to ‘commercial R&D hotels’, because they were just renting rooms and didn’t really care about what happened there,” he says. “Now, you’re seeing the more enlightened pharma companies helping start-ups, not least because of the huge costs of R&D. Covid really has changed their model - and for the better.”

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They also note the wider community’s post-pandemic realisation that, although pure research still has its place within science, greater commercialisation of products is desirable. “Increasingly, the questions we face are whether start-ups should look at small-batch production or partner/sell their ideas to the pharma/biotech giants, but we are not seeing blockbuster products,” says Morrice. “Personalised medicine is by definition made at small scale, and not by the millions. Everyone’s searching for the next ’big thing’ which is why cell and

Above: BioCity Nottingham provides state-of-the-art lab space for the life science sector, and is one of the largest bioecience incubators in Europe

Below: GSK Carbon Neutral Laboratories for Sustainable Chemistry at the University of Nottingham

gene therapy (CGT) is very popular and rightly so. It’s the forefront of innovation and transforming the way we treat and potentially cure certain diseases. “CGT took a back seat during the pandemic when everyone was scrambling for vaccines, but now it’s come into the forefront and it’s an area where the NHS can, and should, play a major role. “Tony’s right, and that’s very much what we’re seeing across established science parks and the new ones which are evolving,” adds Tarling. “Small-scale manufacturing is now being embedded within these locations, rather than just taking place in the Far East, Central Europe and in the Americas.” “There’s much greater focus on sustainability and reducing the length of supply chains, and so there’s a clear switch to manufacturing locally, and for uses in precision medicine, rather than generic drugs being produced at mass scale.” ■

For more information about Gleeds and Constructing Science, please visit: https://gb.gleeds.com/ news-media/news/constructingscience-building-consortiumlaunches-new-dynamic-modeland-guidance-to-help-lifesciences-real-estate/

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