East Anglia in Business 13 by Distinctive Media Group Ltd

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FO REWORD

FOREWORD CREATING AN EQUAL PLAYING FIELD FOR LOCAL BUSINESS wo clear trends crop up in this issue. The first is the bullish outlook of the region’s medium-sized companies. Many say they are confident of recovery, despite the many difficult headwinds – Brexit, Covid, inflation, to name just a few – which have threatened to blow them off course so often in recent years. But one recurring issue could still scupper their chances … the recruitment and retention of key workers. BDO’s Rethinking the Economy survey investigates why agile thinking is a necessity on page 10. Then there are the huge variations in economic performance. Why do some areas of East Anglia thrive while others struggle? And why is there so much inequality even in the most prosperous places?

being one of the UK’s most water-stressed environments. It’s well-documented that the Fens have a rich agricultural tradition, but are also home to some of the area’s poorest communities. So, what can be done to level up from a regional perspective? On page 31, Norfolk Rivers Trust explains how collaboration between the food and drink industry can help guarantee better water security. Billions of litres of water have already been replenished thanks to the Trust’s Water Sensitive Farming initiative – it’s the policymakers who now hold the key to creating a viable future water supply for industry and locals alike.

The new Regional Productivity Forum promises to piece together the puzzle of low productivity, and put forward innovative, long-lasting solutions. Owen Garling who leads the team outlines the challenges and opportunities that lie ahead on page 7. One of the key issues highlighted by the Forum is responsible land and water management, with East Anglia earning the dubious title of

Karen Southern Editor, East Anglia in Business

issue 13

CO NTE NTS

CON T E N TS

Regional Infrastructure 06|09 Even within the region, there are big disparities in economic performance. Owen Garling, of the Regional Productivity Forum for East Anglia, examines the root causes and possible solutions.

Regional Infrastructure 10 Optimism is high among local businesses who are planning a recruitment drive this year, despite ongoing challenges.

Energy 14|15 Marex Risk and Marine Consultancy (Marex) has been awarded the marine services contract for the East Anglia ONE windfarm off the Suffolk coast.

Legal 16|19 Now is a time of transition as employees return to the workplace, says Dermott Thomas of Barker Gotelee. The impact of the pandemic on some of your employees’ health may only come to light as employees move away from homeworking.

International Trade 20|21 The Government has launched a new 12-point export strategy to help the region’s businesses sell their products around the world.

Training and Development 22|23 Under-representation of women in the renewable energy sector is down to a number of factors. But with the potential for 10-15 million jobs in the anaerobic digestion industry alone by 2030, opportunities are clearly there to be encouraged and promoted.

CO N TENTS

Editor Karen Southern karen.southern@distinctivegroup.co.uk

Design Distinctive Media Group Ltd, 3rd Floor, Tru Knit House, 9-11 Carliol Square, Newcastle, NE1 6UF Tel: 0191 580 5990 distinctivegroup.co.uk

Advertising Distinctive Media Group Ltd, 3rd Floor, Tru Knit House, 9-11 Carliol Square, Newcastle, NE1 6UF Tel: 0191 5805990 distinctivegroup.co.uk

Training and Development 24|25 Meal kit company Gousto, founded by Cambridge Judge Business School alumnus, has reached ‘unicorn’ $1bn valuation and says the boom in online food will continue after the pandemic.

Training and Development 26|28 A new hi-tech partnership aims to help local manufacturers and their supply chains reach their full potential.

Social East Anglia in Business

Green Issues 32|35

@EAinBusiness

A Cambridge eco-cleaning company has put the traditional laundry industry in a spin.

East Anglia in Business eastangliainbusiness.co.uk

Green Issues 36|37 The University of Suffolk has started construction on an ‘EcoLab’ at BT’s Adastral Park.

Technology 36|37

Green Issues 30|31

National Grid signs up to a LOOP trial, developed by local climate tech business Levidian.

East Anglia is home to one of the UK’s most water-stressed areas. A major regional initiative which aims to reverse that decline has started its fourth phase of works.

Technology 40

Distinctive Media Group Ltd or East Anglia in Business cannot be held responsible for any inaccuracies that may occur, individual products or services advertised or late entries. No part of this publication may be reproduced or scanned without prior written permission of the publishers and East Anglia in Business.

New university ARU Peterborough and inventors of LCD 3D printing Photocentric have signed a Memorandum of Understanding to explore joint research projects, develop apprenticeships and continue professional development (CPD) routes.

MAN R E GI ON UFACT AL IURING N F RAST RU CT U R E Sm R e gaion r t Aa l l Pi aro nce duc t i v i t y For um

REG IO N AL IN F RASTRU CTURE R e g ion al Pro duc t iv i t y For um

THE PRODUCTIVITY PUZZLE Even within the region, there are big disparities in economic performance. Owen Garling, of the Regional Productivity Forum for East Anglia, examines the root causes and possible solutions.

R E GI ON AL I N F RAST RU CT U R E R e g ion a l P ro duc t i v i t y For um

he UK government, like that of many other Western countries, is concerned about the country’s productivity. In recent decades, productivity performance has become a major drag on our economy, threatening future economic growth and the potential for shared prosperity across the country. Historically, UK labour productivity has grown by around two per cent per year. But since the 2008-09 recession it has stagnated. The productivity gap between the UK and the other G7 countries of the United States, France and Germany stands at 14 per cent; the largest gap since the Office for National Statistics data series began in 1995. Against this backdrop, the Prime Minister has pledged to restructure the UK economy and create a “high-wage, high-skill, high productivity” society. But how?

Regional differences The productivity picture is not the same across the UK. One of the most striking features of the puzzle is the the variability by international standards of productivity between regions. The UK has regions that are amongst the most productive in the developed world and others that are now less prosperous than regions in the former East Germany. If the picture is different in different places, then a logical conclusion may be that differing conditions in different places require different types of policy response rather than assuming that ‘one size fits all.’ 2020 saw the launch of the ESRC-funded Productivity Institute with the aim of advancing the understanding of UK productivity performance. A central aim of the Institute is to examine these regional disparities in productivity, understand their root causes, and identify how

We believe our work is essential in drawing together expertise from across the region’s private, public and third sector organisations to map out the opportunities, risks, and linkages between the different functional economies in the region.

policy makers, businesses, and individuals can make changes that improve productivity performance in all parts of the country.

Our Forum To drive this element of the agenda, eight Productivity Forums have been established across the UK with five in England and one in each of the three devolved nations. One of these Forums is based at the Bennett Institute for Public Policy at the University of Cambridge and covers East Anglia. The ‘goldilocks principle’ of ‘not too big and not too small’ came into play when deciding on geography for the forum. On the one hand, focusing purely on Cambridge and its hinterland – the footprint of Greater Cambridge – felt too small; and on the other, taking a step up to the scale of the East of England felt too big. We therefore settled on the footprint of East Anglia as being ‘just right’ – a region that covers the counties of Cambridgeshire (including Peterborough), Norfolk and Suffolk, and which makes sense to people as more than just an administrative unit. To support the work of the East Anglia Productivity Forum, an Insights Paper setting out the productivity performance of East Anglia has recently been published by the Productivity Institute.

How is the region faring? Productivity is as much of a puzzle in East Anglia as it is across the UK. At an aggregate level, measured in terms of output per hour worked, productivity in East Anglia in 2019 ranked 19th of the 41 similar sized regions (ITL2) that make up the UK. Output per hour in East Anglia was about eight percent below the UK average. But productivity hardly increased over the past decade, with productivity in East Anglia increasing at only two percent – half of the UK’s growth rate – over the entire period. Within the area, there are places and people that are doing well and experiencing high living standards. Elsewhere there are places where people struggle. And even within those places seen to be achieving, there are large disparities. As productivity is such a fundamental part of how society and the economy function, we need to find ways to engage with it that enable us to consider the bigger questions around it, as well as identify ways in which issues particular to East Anglia are affecting productivity in the area. The forum has therefore identified a number of themes that link to the wider productivity challenge. Together, these will act as the core of the Forum’s regional research base. The Fens sit as a bowl in the middle of East Anglia surrounded by the cities of Cambridge, Peterborough and Norwich; places that have historically benefitted from the resources that the fens produce. The very land of the Fens is the result of many generations of innovation and ingenuity,

REG IO N AL IN F RASTRU CTURE R e g ion al Pro duc t iv i t y For um

with much of it having been drained centuries ago to create some of the best agricultural land in the country. And yet the Fens are home to some of the poorest communities in the region. A focus on the Fens will enable us to consider issues relating to agricultural productivity, the tensions between different land uses, the management of water, the importance of biodiversity, and the role that the people, communities and businesses of the Fens can take in tackling climate change.

infrastructure, housing and access to labour markets? Given the ongoing uncertainty about the future of the OxCam Arc a question also remains about how Cambridge connects more effectively with the surrounding area; should it face west or east, south or north?

Sharing knowledge and learning

The final two themes focus on two specific issues in relation to productivity and the economies of East Anglia. A focus on leading-edge activities Resilience is key and the foundational economy is an opportunity Climate change is also an issue for the to consider both the cutting-edge Coast: East Anglia’s coastline is businesses in East Anglia alongside eroding at the fastest rate the importance of supporting in the country. It is also sectors of the economy, such at the forefront of as health and care. As the tackling climate change Coronavirus pandemic has through its role as shown, these different the ‘Energy Coast’, areas are significant in home to huge fields their own ways and a of wind turbines likely source of future and other sources of employment growth, renewable energy. so it is important Understanding to consider how the role that the productivity issues should Energy Coast can play in the generation be addressed. A question of renewable energy and we are particularly interested related innovations is another in is whether we are providing area of interest. The enough opportunities to connectivity of the share knowledge and learning Owen Garling Coast to the rest across sectors. Owen works at the Bennett Institute for Public of the region and Policy at the University of Cambridge. The East Anglia Forum is part of the Productivity Institute, beyond is also of The public sector a £32 million investment which aims to lay the interest. Home to foundations for sustained and inclusive productivity Finally, we are interested a number of ports, growth. It is one of eight across the UK, examining productivity issues and stakeholder needs. in how the structure of including Felixstowe the public sector in East – responsible for 40 per cent of the Anglia affects productivity. UK’s container traffic – the area is of national East Anglia’s current governance arrangements importance to the UK economy. The pre-Christmas – like those of many places – have emerged in backlog of containers at Felixstowe demonstrated a piecemeal fashion over time and may face the impact that disruptions can have across the further changes following the publication of the country. We need to ensure that economies locally government’s Levelling Up White Paper. Across and nationally are taking the full advantage of the region there are questions as to whether these these assets and that they remain resilient in the arrangements have an impact on private sector face of future economic shocks. decision-making and investment planning. Equally, there are further questions to be asked around The Cambridge connection public sector productivity and how this could be improved across the region. The western edge of East Anglia is also of particular interest. For the last 50 years, we We believe our work is essential in drawing have seen the emergence of the ‘Cambridge together expertise from across the region’s private, Phenomenon’ and the development of the area as public and third sector organisations to map out a source of comparative advantage in relation to the opportunities, risks, and linkages between the the knowledge economy. Cambridge is often seen different functional economies in the region. East as a city of international importance and a success Anglia is at the forefront of both the challenges story for the UK. But how do Greater Cambridge’s and opportunities of climate change and, as we successes contribute to the wider East Anglian move into the next phase of work, we are keen that economy? Are Greater Cambridge’s successes our work can bring forward proposals that allow spread as far and effectively as possible? Coupled us to address the former and maximise the latter, to this, what changes does the greater Cambridge driving up both productivity performance and area need to see to ensure that its successes can continue and are not constrained by insufficient quality of life for all who live and work here.

REGIONAL PRODUCTIVITY FORUM productivity.ac.uk/business/eastanglia-productivity-forum/

R E GI ON AL I N F RAST RU CT U R E BDO

AGILE THINKING KEY TO GROWTH IN EAST ANGLIA Optimism is high among local businesses who are planning a recruitment drive this year, despite ongoing challenges.

orty per cent of medium-sized companies say they intend to increase their workforce, and more than a quarter expect to return to preCOVID-19 revenues within the next 12 months. The survey, by business advisory firm BDO, called Rethinking the Economy says that growth ambitions will be supported by new hires, together with an adjustment in the price of products and services (40%). However, a shortage of workers and the rising costs of employment could hamper recovery. When asked about skills shortages, 30% of local businesses said that finding enough people with the right skill-set (particularly entry level workers) was one of their biggest concerns, and 17% said they would have to increase wages to attract and retain talent. Two years on from Brexit, a third of businesses are also concerned about a shortage of overseas workers. This is leading to an increased focus on hiring UK-based employees, with one in five relying on a greater percentage of domestic workers this year.

BDO bdo.co.uk

Head of BDO in East Anglia Peter Harrup said: “There’s little doubt that businesses in the region are facing immense challenges when it comes to finding the right people to fill vacant roles. When you couple that with the rising cost of employment, and an impending increase in National Insurance contributions, then East Anglia companies could be forgiven for looking at alternative ways to achieve growth.

“While it’s extremely encouraging to see such optimism within the East Anglia business community, both in terms of the speed at which they expect revenues to return to pre-COVID levels and the confidence they have in the rewards of new hires.” The Rethinking the Economy survey also found that East Anglia businesses will look at a variety of different ways to overcome the problem of staff shortages this year, with a third admitting that they’ve been able to hire from a more diverse pool of candidates as a result of the rise in remote working. As such, one in six businesses said they plan to be more permanently agile in their working practices, including offering greater flexibility for people to work at home / remotely, and being less fixed around working hours. A third of regional companies intend to introduce a number of new perks in 2022, such as increasing salaries and new joiner bonuses to attract and retain staff. Peter added: “As a result of the pandemic and other factors, such as Brexit and rising inflation, businesses are having to stretch their thinking when it comes to increasing and maintaining workforce numbers. “The reality is that these factors will remain front and centre for businesses throughout 2022 and it’s vital for companies to continue to rethink recruitment and retention strategies to stay in line with an evolving landscape.”

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FIN AN C E

L a r k i ng G owe n

ON THE BALL: WHEN IS VALUING A FOOTBALL TEAM LIKE VALUING A BUSINESS? As a Norwich City fan, I was recently appalled to see that despite our stunning run of form in mid-January (surely the most representative part of our season so far), the value of the squad has fallen relative to the 20/21 season, according to footballer statistics and market value website Transfermarkt. Despite effectively being a big spreadsheet and online forum, Transfermarkt is taken pretty seriously; in the last few years, player market values have been referenced in court cases by the financial documents of clubs like Lyon and Porto, and in an interview with the (now former) chairman of FC Barcelona. Here, in the Corporate Transactions team, we sadly don’t get to value footballers, but we do get to value businesses! In my indignation at the obvious undervaluing of our brave, relegationavoiding NCFC, I decided to take a closer look at this mysterious measurer of teams and players. As football is big business, I thought it might be fun to go through some examples of where similarities might exist, and where they might not.

Who determines the value? In the community-led model of Transfermarkt, a player’s value comes out of a moderated discussion of that player by the site’s users, which is then updated a few times a season by a staff member. By contrast, with a business valuation, you’re better off with qualified valuation experts – like us! There is an interesting similarity, though, while Transfermarkt’s values are often talked about as unshakeable facts, clubs in practice often take a different view; a recent investigation (www.ftm.eu/articles/ transfermarkt-volunteers-european-football) found player market values were often quite different from the actual transfer fees paid. This can happen with the sale value of a business too, one buyer might see the assets of the business very differently from another and offer a different price. Like beauty, price is in the eye of the beholder.

What is value based on?

How can value be increased? Naturally, any conversation about value turns to how it can be increased. For a footballer and for a business, value will grow with performance, with reputation, and with demand-side factors like general prices in the market and the number of interested buyers. The only time I comment on a footballer’s performance is over our coffee on a Monday morning! However, one of the things we do best, as a Corporate Transactions team, is to help a business to get ready for a sale. If you’d like to know some of the things you can do to prepare your business for sale, then read our partner James Lay’s blog Business Sale Readiness Factor #9: Sales and marketing on his LinkedIn page.

Need help? If you’d like to find out more, please get in touch with Larking Gowen for a confidential discussion about how we might be able to help. You can call 0330 024 0888 or email enquiry@larking-gowen.co.uk.

To value a football player, the Transfermarkt community look at a wide range of factors, including age, performance and injuries, as well as the player’s contractual arrangements with their club and their own interest in moving on. A variety of factors are considered in valuing a business too, but within the framework of one of the methods of business valuation, which focuses on the net assets of the business, on earnings, or on the longer-term cashflows the business will create. Applying a different model will usually result in a different value e.g. think of valuing a major brand like Tesco by the value of their fixed assets alone. This highlights how important it is to use the right method of valuation for the business, and when looking to sell, to find the buyer who sees a business’ highest potential.

Aaron Hunter Corporate Transactions Executive

LARKING GOWEN larking-gowen.co.uk

Corporate tax advice from our team of experts Our dedicated team of corporate tax accountants will help you with advice and planning, and take care of all compliance issues. We’ll advise on capital expenditure to minimise your tax bill, and take care of all taxation matters for your employees. larking-gowen.co.uk

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E N E R GY

E a s t A ng l i a ON E

The East Anglia ONE windfarm.

EAST ANGLIA ONE scottishpowerrenewables.com/ pages/east_anglia_one

EN ERGY

E a st A ng li a ON E

CONTRACT WIN FOR EAST ANGLIA ONE Marex Risk and Marine Consultancy (Marex) has been awarded the marine services contract for the East Anglia ONE windfarm off the Suffolk coast. East Anglia ONE is the first operational offshore windfarm in a joint venture project between ScottishPower Renewables and Macquarie’s Green Investment Group (GIG). The two-year contract with a one-year extension option covers all marine services for the operations and maintenance phase of the windfarm. Marex, an Aberdeen-based risk management consultancy, has opened an office in Lowestoft to support the regional growth, which recognises the significant steps the company has been making in its diversification into green energy. The move will create two jobs in the Great Yarmouth area, with expansion expected in future. Wayne Henderson, managing director at Marex, said: “We are proud to be part of the East Anglia ONE project that is delivering such a significant impact on the UK’s low carbon future. “Our experience and expertise in providing marine services will support ScottishPower Renewables in the efficient, safe and successful operation of the windfarm development. “We have developed that expertise in over 20 years of offshore operation, and more recent work in the renewables sector.

It’s a really exciting time for the industry and having a dynamic supply chain that can support our growth and ambitions for a clean energy future is exactly what’s needed.

“This project is our first marine services contract in offshore wind and is a key step in our international growth and energy transition strategy.” ScottishPower Renewables is part of the Iberdrola Group. Charlie Jordan, Iberdrola’s Offshore Wind Director for the UK and Ireland, said: “We’re really pleased to bring Marex on board and it’s great to welcome the business to Lowestoft to support our East Anglia ONE operations. “More than half of the windfarm’s supply chain has been provided by the UK market, and more than £140million has been invested locally in companies working across the east of England. That’s clearly reaping the benefits for local people and communities. “This contract award is a terrific example of the opportunities offshore wind can offer businesses and the supply chain across the UK, creating opportunities and supporting jobs, and is also testament to the agility and the responsiveness of businesses looking to expand and transition into the renewables market. “It’s a really exciting time for the industry and having a dynamic supply chain that can support our growth and ambitions for a clean energy future is exactly what’s needed.” The last two years has seen Marex expand its international reach, with more than 20 consultants in various locations worldwide. It is continuing to expand its international presence to support not only oil and gas but also renewable clients. The company has been supported in this by the Offshore Wind Growth Partnership (OWGP). Participation in the WEST programme in 2021 provided Marex the market intelligence, specialist advice and insight required to develop their confidence and crystallise their offering to the offshore wind sector, supporting them to successfully enter the supply chain.

L EGAL

B arker G o te le e

RETURNING TO THE WORKPLACE: AWARENESS OF EMPLOYEE DISABILITIES Now is a time of transition as employees return to the workplace either on a hybrid basis or for all their working time. The impact of the pandemic on some of your employees’ health may only come to light as employees move away from homeworking. Dermott Thomas, of Barker Gotelee, summarises employers’ responsibilities in relation to their employees’ disabilities and key areas to look out for in managing this transition.

E N E R GY LEGAL

E a sr ke B t Arng G ol ite a le ON eE

What is a disability? Employers should not wait for employees to tell them that they have a disability. Instead, you need to be alert to signs of disability. This could mean, for example, if an employee’s performance is below par and there are signs that they are feeling low, it may be appropriate to explore this with them, rather than moving straight to performance management. The employee may have depression which can be a disability under the Equality Act 2010. To be protected under the Equality Act 2010, the employee has to have a health condition which meets the statutory definition. This is a physical or mental health impairment which has a substantial and long-term adverse impact on the employee’s ability to carry out normal, day-to-day activities. You may need to ask the employee to attend an appointment with an occupational health advisor for advice.

What are my responsibilities?

Check with the employee if anything has changed while they were working from home. A condition may have worsened that may require additional reasonable adjustments. While working from home, the employee may have developed their own adaptations that help them work and they may wish to replicate these at the workplace. For example, this could involve an employee with a back problem breaking up the working day with lots of short walks. Two important points with adjustments; consult with the employee and make sure that the workplace and working arrangements are ready for the employee’s return. It may be necessary to extend working from home until equipment or other adaptations are set up.

Covid impact on existing disabilities The impact of the pandemic on mental health has been widely covered. Lockdowns, isolation and anxiety around coronavirus can worsen existing mental health conditions. For example, an employee’s depression may have become more severe and they may no longer be able to cope with full-time working and travelling to work. An employee with anxiety may find it very difficult to start commuting again on public transport. Requiring them to work full-time from the office may be discriminatory.

In addition to your responsibilities for your employees’ health and safety while working (as set outlined in the Health and Safety Executive’s The basics for your business guidance), employers need to ensure that they do not directly or indirectly discriminate against a disabled You should discuss with employee. An the employee whether important obligation any adjustments can be on employers is made, such as changing to make reasonable working hours to allow them adjustments to the to travel at quieter times. You workplace or an employee’s may need to consider allowing working arrangements that them to remain working from help accommodate their Dermott Thomas home, particularly if it is hard to Partner & Specialist in Employment disability and allow them to justify insisting on a return to Law, Barker Gotelle, employment law work effectively. Employers solicitors in Ipswitch. the workplace. also generally need to act reasonably so that they An employee with an do not breach the mutual duty of trust and underlying health condition may not have been confidence, which can allow an employee to able to be vaccinated, or the vaccine may not resign and claim constructive unfair dismissal. be as effective for them. If they are reluctant to return to the workplace, you may need to carry out an individual risk assessment. Before Existing disabilities insisting on them returning, we can advise you If you are already aware of an employee’s to ensure that you do not discriminate or breach disability, you need to ensure that any reasonable the mutual duty of trust and confidence between adjustments that were in place at home are you and the employee. still necessary, appropriate and effective in the workplace. Employees who work partly from home New disabilities and have special equipment will need to bring it in to work with them. If that is not possible, for Employees may have developed a health example if they have an ergonomic chair, they may condition during the period of working from home. As part of your return-to-work need one at home and one at the workplace.

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programme, managers can ask employees if they have any concerns about returning. As always, managers need to be alert to any signs of mental or physical health conditions that may have a significant impact on the employee.

not a disability, employers may need to support staff with long Covid before moving to deal with sickness absence or reduced performance under the formal absence or capability procedures. Acas has published guidance for employers.

Long Covid Widely reported symptoms of long Covid include fatigue and ‘brain fog’ (difficulties with memory and concentrating). On some days, employees may struggle working their full hours and performing to their usual level.

To be protected under the Equality Act 2010, the employee has to have a health condition which meets the statutory definition.

As a new condition, not a lot is known about long Covid. If it is likely to have an impact on the employee for 12 months, it could well be a disability under the Equality Act. Even if it is

It is worth bearing in mind, that long Covid is reported to affect women, people from ethnic minorities and older people more seriously. Please get in touch for advice if the employee falls within one of these groups, as your treatment of them in relation to long Covid could be indirect discrimination.

BARKER GOTELEE barkergotelee.co.uk

This article is for general information only and does not constitute legal or professional advice. Please note that the law may have changed since this article was published.

IN T E R N AT I ON A L T RA D E E x p or t s

NEED HELP WITH YOUR EXPORTS? The Government has launched a new 12-point export strategy to help the region’s businesses sell their products around the world. ‘Made in the UK, Sold to the World’ is backed by the Department for International Trade (DIT), and aims to reap the benefits of current free trade deals. For example, the Export Support Service offers a one-stop shop for exporting advice, while the UK Tradeshow Programme is tailored to help businesses, particularly outside London and the South East, to attend and promote their products around the world. The UK Export Academy will also be expanded, with specific help for SME owners and managers in the form of masterclasses, roundtables and networking events to overcome common challenges faced by first-time exporters. The UK exported £600 billion in goods and services last year1, but only around one in ten GB businesses currently export2 – well behind continental competitors like Germany, Denmark and the Netherlands3. The Government believes that unlocking the UK’s exporting potential will help level up the

country and boost the UK’s economy (e.g. exports supported 6.5 million jobs across the UK in 2016). International Trade Secretary Anne-Marie Trevelyan says: “This is a defining moment in our national trading story. As we agree ambitious new trade deals around the world, it is more vital than ever that businesses across the UK take advantage of these opportunities and unleash their full exporting potential. “Reaching £1 trillion worth of exports by the end of this decade means more jobs, more opportunities and higher wages helping the UK to level up and build back better.” Minister for Exports, Mike Freer MP, added: “We know businesses are at different points on their exporting journey. Some are already successful exporters but want to sell more products or reach new markets. Others are yet to take the leap and export for the first time.

IN TERN ATIO N AL TRADE E x p or t s

“Whatever your story, our tailored support, expertise and international network is here and ready to help you maximise your ambitions and sell to the world.”

The Strategy includes: Plans to replicate the South East’s high export levels across the country, championing the UK’s priority sectors through a localised marketing campaign to promote the best of British. An Export Support Service which provides a single point of contact for exporters to Europe via a hotline and online services. A UK Export Academy teaching SMEs how to navigate the technicalities of exporting and find new opportunities overseas. A new UK Tradeshow Programme to give UK companies, especially SMEs, a leg-up and exhibit their first-class products at the world’s biggest tradeshows. UK Export Finance offering new products and a wider delivery network to make it easier for UK exporters to secure business from overseas buyers. Export Champions, ensuring businesses can build and learn from exporting successes through business-to-business networking and peer-to-peer learning Internationalisation Fund, open to SMEs in England, which aims to grow international sales, and has facilitated £4 million of support to SMEs attending Trade Fairs.

The Government believes that unlocking the UK’s exporting potential will help level up the country and boost the UK’s economy.

Federation of Small Businesses National Chair, Mike Cherry, said: “As the voice of the UK’s small business community, FSB has been pleased to help develop today’s Export Strategy. For too long small firms have been faced with difficulty getting onto the exporting ladder, so we’re pleased to see many of these fundamental issues tackled headon in this export plan. “Our recent export report proposed simplifying how small firms can export, improving access to tradeshows support service and information on FTAs, as well as boosting trade skills. These will go a long way to seeing the numbers of exporters rise. Increasing small business exports will drive prosperity and growth, protecting the economic recovery from COVID.”

Source: ONS UK Trade September 2021

Source (data is for 2019): ONS Annual Business Survey

Sources (data is for 2017): OECD Trade by enterprise characteristics and OECD Structural and Demographic Business Statistics

T RAI N I N G AN D D E V E LO P M E N T REA

CHAMPIONING WOMEN IN RENEWABLES

Stevie Leeks, of Privilege Finance, believes most women in renewables have come across their jobs by chance.

TRAIN IN G AN D D EV ELO PMENT REA

Under-representation of women in the renewable energy sector is down to a number of factors. But with the potential for 10-15 million jobs in the anaerobic digestion industry alone by 2030, opportunities are clearly there to be encouraged and promoted. Dr Nina Skorupska, chief executive at the Association for Renewable Energy and Clean Technology (REA), looks at challenges and prospects.

tatistics suggest that just 22% of employees within the energy industry are women, with the renewables sector being only marginally higher than this at 32%. But these figures don’t come as a surprise to Dr Skorupska. A lack of specific qualifications, diversity barriers and public perceptions are just three of the numerous hurdles women have to overcome in their journey to a career in renewables, but what can be done to inspire them to enter the industry?

Promoting the role of women within the workforce As mentioned above, the AD industry could create millions of jobs within the next 10 years, offering the perfect opportunity to create a diverse and dynamic workforce. However, more needs to be done to promote roles for women in the renewable energy sector and promoting diversity should be action-orientated. What is stopping women from applying? What solutions can be developed to overcome this? And how can these solutions be delivered in order to make an impact?

Encouraging a younger generation Stevie Leeks is marketing manager at Cambridgebased Privilege Finance, a specialist funder in climate reduction and mitigation projects. She says that most women currently working in renewables have come across their jobs by chance.

Offering an AD or renewable energy focused qualification would definitely encourage young people into what is a very important sector. – Stevie Leeks, Privilege Finance.

She emphasises the need for roles in renewables to be highlighted to a younger generation, and points to the absence of a specific qualification which makes this really difficult. Stevie explains: “The sector is growing in response to the climate crisis; there is so much career potential in the sector, but it just isn’t widely recognised. “Offering an AD or renewable energy focused qualification would definitely encourage young people into what is a very important sector, both now and in the future.”

Changing public and self-perception Dr Skorupska was one of the first female power station managers in the early 1990s, and explains that facilitating conversations with male employees was crucial for her success. “You have to establish a level of respect and the best way to do that is through creating conversations and changing those perceptions of women in the industry.” But she emphasises that it’s not just about educating your male peers but a whole industry-level change. “Job descriptions need to be more encouraging for women. Women respond to roles where they can make an impact, so the wording of these job descriptions should be a key consideration of all companies. It requires a complete mindset change from everyone on all levels,” she added.

DR NINA SKORUPSKA Chief Executive, REA r-e-a.net

Implementing policies Dr Skorupska also advises the need for strict policies in the sector. “We need policies which address gender discrimination and the barriers which women in the sector face. “Everyone needs to be aware of the underrepresentation of women and the gender imbalance in the industry to overcome this,” she explains. “And by implementing policies, we can encourage new members into the sector and create a much more open culture in renewable energy.” Both women agree that they were fortunate enough to have a brilliant support network around them when venturing into the world of renewables, but they appreciate that not everyone is so lucky and a lack of external support can vastly impact career choices.

T RAI N I N G AN D D E V E LO P M E N T C a m br id ge J ud ge B u s i nes s S cho ol

RECIPES-IN-A-BOX: STILL JUST SCRATCHING THE SURFACE Meal kit company Gousto, founded by Cambridge Judge Business School alumnus, has reached ‘unicorn’ $1bn valuation and says the boom in online food will continue after the pandemic.

TRAIN IN G AN D D EV ELO PMENT C ambr id ge J ud ge B u siness S cho ol

ounded by Timo Boldt, an alumus of the Executive MBA programme at Cambridge Judge Business School (EMBA 2014), meal kit company Gousto achieved ‘unicorn’ status – a valuation of more than $1bn – after new investment and rocketing sales during the UK’s coronavirus lockdown Timo is convinced that the boom in his “recipein-a-box” sector is not a temporary blip, but is here to stay. “We believe the shift to online in grocery is permanent and is simply an acceleration of a pre-existing trend,” he says. “Figures from the Office for National Statistics show online food sales accelerating from +85% year-onyear in April 2020 to +99% in October 2020 despite less stringent lockdown measures” following the summer easing of the UK’s initial lockdown.

“There are one billion meals eaten each week in the UK and Gousto is just over 1m of them,” he says. “We are just scratching the surface.” Timo joined the Executive MBA at Cambridge Judge in 2014, graduating in 2016, and is a member of Pembroke College. The programme, which sees executivelevel professionals from different industry sectors all over the world come together to gain an MBA on a part-time basis, was an opportunity for Timo to expand his network and learn from the experiences of others. “For me it was all about people and I was fortunate to meet some amazing individuals,” says Timo, who worked as a finance professional in London before pivoting to entrepreneurship. “Two people I met subsequently joined Gousto, which was a great outcome.”

Gousto founder Timo Boldt.

The latest investment in Gousto comes from existing partners Perwyn and BGF, following a scramble for grocery delivery service subscriptions during the COVID-19 lockdown and a high-profile endorsement by celebrity fitness coach Joe Wicks, known for his workout videos. The company says the new funds will enable greater investment in technology and fulfilment capacity to better serve its customers. With a 300-person office in west London and two fulfilment centres in Lincolnshire, the company now employs more than 1,000 people. Gousto is opening two further fulfilment centres in Thurrock and Warrington over the next 18 months that it expects to create thousands of more jobs. “Unicorn status is a milestone for the team and something to be proud of, but our focus is firmly on serving customers and building additional capacity,” says Timo, 35, a native of Germany who founded Gousto in 2012 with a mission to become the UK’s “most-loved way to eat dinner.”

Timo is confident the company is well-placed to maintain this momentum, even after the hospitality industry and restaurant dining further opens up.

Along with rival meal kit delivery companies Hello Fresh and Simply Cook, Gousto is a key UK player in a market that is estimated to reach nearly $20 billion globally by 2027 following a compound annual growth rate of 12.8%.

CAMBRIDGE JUDGE BUSINESS SCHOOL jbs.cam.ac.uk

In such a highly competitive marketplace, Timo says advanced technology is vital to determine and meet demand, minimise food waste and ensure timely delivery – but tech alone is insufficient for success.

Customer obsession is the most important ingredient. – Timo Boldt

After experiencing a surge in registrations during the UK’s first lockdown in March, which saw it briefly halt new registrations to cope with demand, Gousto has gone on to double its monthly meal deliveries, from 2.5m to 5m, over the course of 2020.

“Customer obsession is the most important ingredient,” he says. “Place your focus on customers, not competitors, and obsess about improving their experience. Our focus is on offering our customers the best choice, most convenience and an amazing experience powered by technology and data.” Article reproduced courtesy of University of Cambridge Judge Business School.

TRAIN IN G AN D D EV ELO PMENT SMA

HI-TECH SUPPORT FOR LOCAL SUPPLY CHAINS A new hi-tech partnership aims to help local manufacturers and their supply chains reach full potential.

ambridge-based (RTO) TWI Ltd and the Smart Manufacturing Alliance (SMA) have joined forces to steer businesses through ongoing challenges thrown up by the pandemic, Brexit, skills shortages and supply chain disruption. They can also advise on strategies and activities to proactively address key changes in the wider operating environment. The SMA is a joint venture between Opportunity Peterborough and the Cambridgeshire and Peterborough Combined Authority.

It aims to develop a world-class manufacturing cluster across Greater Cambridgeshire and Peterborough, currently home to over 3000 manufacturers, specialising in everything from 3D printing to pharmaceuticals, engines and robotics. Members have access to a network of like-minded manufacturers, supported by connections to relevant experts within industry, and across technology development, finance, education and academia. TWI is an international, industry-focused research and technology organization: its TWI Innovation Network (TWIIN) offers support for innovation through funding, collaborative working, and other dedicated services. Plus, its Technology Innovation Management team, Innovation Centres and tech experts work closely with SMEs, larges companies and RTOs to help draw up proposals for engineering-tech R&D, and attract public funding from schemes such as Horizon Europe and Innovate UK. The Alliance and TWIIN also run annual events and networking programmes, where manufacturing innovations are shared.

T RAI N I N G AN D D E V E LO P M E N T SM A

at-Hean Gan, TWI’s Director of Research and Innovation, explained: “Some of the most pertinent subjects for manufacturers to address now, and in the coming years, are the drive towards net zero operations, adapting to industry 4.0 developments, and the transition to smart factories and automation.

One of our top priorities is to encourage higher levels of innovation among Cambridgeshire and Peterborough manufacturers.

“Therefore, TWI’s Innovation Centres for, respectively, Joining 4.0, Circular Economy and Recycling, Industrial Decarbonisation and Hydrogen, Industrial Net Zero, Renewable Energy, and Artificial Intelligence, together with TWI’s technical sections, TIM team and extensive networks, are ideally placed to support the Smart Manufacturing Alliance, with its aims for the regions manufacturing supply chain members.”

SMART MANUFACTURING ALLIANCE sma-uk.co.uk/acmi-4-0

Bob Hart, SMA Programme Director, added: “One of our top priorities is to encourage higher levels of innovation among Cambridgeshire and Peterborough manufacturers. With such a heavy concentration of manufacturers and broad range of specialisms across the region, it’s imperative that we bolster their R&D and new product development to ensure our manufacturing sector can compete at a global level. “TWI’s Innovation Centres, TIM team, and technical sections are a huge asset to our region 3D Imaging Camera

and we’re very excited about the potential our new partnership is creating for our members.”

What types of innovation does the partnership support? The PCML Group has sites in March, Peterborough, Cambridge, and Sandy, and specialises in the precision engineering and manufacture of custombuilt parts and components for use in medical, biotech, scientific and industrial technologies. PCML recently partnered with a UK 3D Mobile Mapping Company to manufacture and build the precision parts and bespoke components for one of their 3D imaging cameras, used to map changes within difficult to reach places, such as mines and caves. PCML Group manage the complete design for manufacture, production, and assembly for all the required parts and looms –with full control of the BOM, manufacturing process and supply chain Partnering with clients at the early design stages and working in collaboration with specialist design consultants ensure the smooth delivery of products through the entire manufacturing, quality, test, and assembly process.

Digitisation funding Local SME manufacturers can get 12 hours’ free consultancy and capital grant funding through Advanced Capacities for Manufacturing – Industry 4.0 (ACMI4.0. The £1.2 million European Regional Development Fund (ERDF) project helps SMEs to adopt and integrate Industry 4.0 technologies and design principles more effectively. It’s being delivered by the SMA in partnership with Opportunity Peterborough.

WORKING WITH EMPLOYERS TO DELIVER APPRENTICESHIPS We offer two HNC Level 4 apprenticeships! HNC ENGINEERING (LEVEL 4) (pathways of Electrical/Electronic & Mechanical) HNC CONSTRUCTION (LEVEL 4) • Small group sizes • Work based assessments • Flexible delivery • Taught by industry experts • 30+ years experience of offering HNCs • High levels of tutor contact, professional guidance and individual support KELVIN BRADY

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“I did not find returning to learning difficult, but whenever I have had any questions, I have found the lecturers are always very helpful if I have any concerns. The facilities are very good, in particular the purpose-built University Centre for higher education courses. The tutors are excellent and the online resources available through the CWA LEARN platform are also very good for distance learning”

01553 815 600 employers@cwa.ac.uk

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Developing Skills Through Learning 29

GR E E N I S S UES

T he Nor fol k R i ve rs Tr u s t

RENEWED BACKING FOR WATER SENSITIVE FARMING East Anglia is home to one of the UK’s most water-stressed areas. A major regional initiative which aims to reverse that decline has started its fourth phase of works.

he Water Sensitive Farming (WSF) initiative aims to reverse the decline of freshwater environments in Norfolk, and parts of Suffolk and Cambridgeshire. It focuses on improving soil health and water quality and quantity, and help boost flood risk management, carbon storage, groundwater protection and biodiversity habitat. Organised by The Norfolk Rivers Trust (NRT) and The Coca-Cola Foundation, the initiative has replenished 2.75 billion litres of water – or around 917 Olympic-sized swimming pools – provided over 300 farmers with one-to-one advice and support, and improved approximately 3,100ha of agricultural land (including cover crops, buffer strips, reduced cultivations and riparian management).

It has crucially improved the health of Britain’s largest protected wetland, the Broads National Park while globally, it has protected rare chalk streams, including the river Wensum Special Area of Conservation (SAC) and Site of Special Scientific Interest (SSSI). The fourth phase, which has been identified as one of the four key UK projects to deliver the Courtauld 2030 Water ambition, will: Replenish 500 million litres of water. Work with farmers to create a minimum of 20 on-farm wetlands, ponds and silt traps. Restore stretches of degraded chalk stream. Implement land management changes including agroforestry and the creation of floodplains and meadows.

G REEN ISSUES

T he Nor fol k R ivers Tr u st

Plant at least 1500 trees to stabilise banks and connect existing habitat filter water. Develop and implement a programme of citizen science monitoring schemes to provide an important source of information and support for understanding and restoring the health of local river catchments. Rivers Trust spokesman Ed Bramham-Jones said: “The renewed funding commitment comes at a time when farmers are adapting to a post-Brexit landscape, while facing significant changes to financial support and agricultural practices.

Alex Adam, of The Rivers Trust, said: “Improving our freshwater environment is a huge challenge that requires collaborative action across the food and drink industry. As such, Water Sensitive Farming has been placed as a key delivery mechanism for achieving the aims of Courtauld 2030 – a corporate water stewardship commitment and the associated roadmap towards water security for food and drink supply.

Improving our freshwater environment is a huge challenge that requires collaborative action across the food and drink industry.

The new phase of the initiative is really exciting – we hope to reach new farmers, strengthen our existing partnerships with the agricultural sector and supply chain, recruit and train a team of citizen scientists, and ultimately deliver nature-based solutions for our desperately polluted and degraded rivers.”

Water and the food and drinks industry Norfolk Rivers Trust will partner with The Rivers Trust (RT) to share best practice with NGOs and policymakers, and encourage collaborative water stewardship action across the entire UK food and drinks chain through the Courtauld 2030 Commitment.

“We’ve already seen other companies including Tesco, Sainsbury’s, M&S and Asda invest in the initiative, and we’ll be continuing to encourage other key businesses to engage collectively.

“We’re also keen to capitalise on the learnings and experience gained over the partnership by delivering a nationwide training programme for other NGO advisers, as well as engaging with policy makers.” Jon Woods, General Manager of Coca-Cola Great Britain, said: “Water is our most important resource and is central to improving food sustainability. We are proud The Coca-Cola Foundation has supported the Norfolk Rivers Trust for the last nine years to help local farmers and communities protect, reduce, recycle and replenish water supplies.”

THE NORFOLK RIVERS TRUST norfolkriverstrust.org

Undersowing maize event for farmers

GR E E N I S S UES Oxwash

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Oxwash

OXWASH: PUTTING A GREEN SPIN ON LAUNDRY A Cambridge eco-cleaning company has put the traditional laundry industry in a spin.

GR E E N I S S UES O x wa s h

An Oxwash lagoon.

sing space-age technology, green tech start-up Oxwash has set its sights on decarbonising the toxic washing and dry cleaning sector.

Oxwash was founded in 2018 by ex-NASA scientist and Forbes’ Europe’s 30 under 30 alumni, Dr Kyle Grant, and Oxford engineer Tom de Wilton. Kyle was still at university, finishing his Synthetic Biology PhD, when he and Tom launched a cleaning service for students – born out of frustration at constant washing machine breakdowns on campus. Together, the pair

We know being just another laundry app won’t cut it. Developing a model that is hyper local, carbon neutral and tech enabled … is absolutely critical.

re-engineered the cleaning process using technology more typically seen in space and hospital sterilisation, before setting up washing facilities (known as lagoons) in Cambridge, London and Oxford.

The UK’s industrial laundry sector currently processes over 743,000 tonnes of laundry every year, with the nation’s households using a collective 360 billion litres of water (equivalent to Lake Windermere) just by sticking a wash on at home. The Oxwash team is determined to help clean up the sector’s unsustainable working practices. Kyle explained: “Our team is not only developing chemistry that works at 20˚C better than at 40˚C or higher, but we have integrated water reclamation and reduction technology into our process that saves up to 60% of the water consumption versus you washing at home or any other typical commercial washing service.”

Their cleaning process uses ozone (generated by renewable electricity) and biodegradable disinfectants to sterilise fabrics at lower temperatures, achieving higher than medical-grade disinfection. Such tech is typically only used in hospitals and spacecraft!

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O x wa sh

Tom de Wilton, left, with CEO Dr Kyle Grant.

Cold water is used during wash cycles to cut down on energy bills, while water from a rinse cycle is put into the next wash cycle, saving up to 60% in traditional consumption. Heavily stained clothes are blasted with compressed air and water, negating the need for heavy chemicals, and micro-plastics and fibres are filtered, capturing 95% of shed materials before they disappear down the drain as pollutants. The team also use dissolvable laundry bags, and electric cargo bikes for ‘hyper local’ pickups and deliveries. Oxwash’s sustainable business model – online bookings, bike collection, eco washes and drop-off – has proved so successful that growth has jumped 15% month on month since the start of the pandemic. And their on-demand service offering is attracting eco-conscious investors such as Twitter co-founder Biz Stone, and angel investors like Magnus Rausing of Tetra Park and Kal Patel, exCEO of Best Buy. Speaking after a crowdfunder last winter raised £500,000 in 15 hours, Dr Grant said he was totally blown away by the level of interest. “Our goal was to build a wide network of shareholders who care about our purpose as much as we do, and can be true

ambassadors for the brand, which is why we capped the investment level at £5,000 per person.” He added: “We know being just another laundry app won’t cut it. Developing a model that is hyper local, carbon neutral and tech enabled, that reverses the sector’s adverse impact on the planet rather than adding to it, is absolutely critical. “Partnering with the likes of Reckitt, The Oxford Foundry and Founders Factory, as well as being part of the Collective Impact programme with Virgin StartUp has given us access to some of the best minds in business which has undoubtedly been a leg-up for the business. “There is a growing awareness and appetite for green washing services – and we’re confident that Oxwash can clean up and deliver substantial returns.” Looking to the future, the ‘green cleaning’ market is expected to reach over $11 billion by 2029, so Oxwash is currently developing a modular, rapidly scalable model for cities across the UK and overseas.

DR KYLE GRANT CEO, Oxwash oxwash.com/cambridge

And with 8000 individual customers, corporate clients like the Marriott Hotel Group, the NHS, the Astrazeneca Vaccine Trial and Peloton, plus a host of top-level investors on board, Oxwash looks to have hit the right cycle at the right time.

GR E E N I S S UES U n i ve rs i t y o f S u f fol k

The EcoLab construction. Credit: studiomanifest.co.uk

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Universi t y o f S uf folk

SMARTER HOUSEBUILDING TRIED AND TESTED The University of Suffolk has started construction on an ‘EcoLab’ at BT’s Adastral Park.

he EcoLab is a collaborative, research facility that aims to demonstrate the regional capacity for the design, build and occupation of sustainable homes. Partners in the project include the New Anglia Local Enterprise Partnership and BT. The EcoLab forms part of the LEP’s investment in the new DigiTech Centre, supported by its Growth Deal with Government. The initial targets for the brief are to achieve zero carbon occupancy; a reduction in embodied carbon of around 50% compared to a typical brick and block-house; and to construct the building using the latest construction methods.

construction industry has on this; and the UK housing crisis, which sees the chronic shortage of affordable housing. “This first stage of the project will see a finished two-bed home that achieves a zero-carbon occupancy and a 50% reduction in embodied carbon. At the same time, this is being developed through a model that can be built out at scale whilst achieving very significant savings in construction costs over similarly minded low energy schemes.

This first stage of the project will see a finished two-bed home that achieves a zero-carbon occupancy and a 50% reduction in embodied carbon.

In the longer term, the completed build will utilise smart systems to evaluate the performance of sustainable materials, low carbon energy and water consumption. This is coupled with critical consideration of the wider landscape through ecological design.

Benjamin Powell, Lecturer in Architecture at the University of Suffolk, said: “The project brief was to address two of the most pressing concerns that we face; climate change, and the impact the

“We believe this is a fundamental requirement of making a low energy future attainable to all and, therefore, attainable at all.”

Chris Starkie, Chief Executive of New Anglia Local Enterprise Partnership, added: “Testing greener construction methods and materials is vital if we are to develop the clean growth skills which our region needs to support the transition to net zero. I’m looking forward to seeing the new sustainable technologies and innovative ideas which are developed and tested as part of this project.”

UNIVERSITY OF SUFFOLK uos.ac.uk

The EcoLab at Adastral Park is due to be completed in April.

T E C H N OLOGY L e v idi a n

LEVIDIAN IN THE LOOP TO TURBO CHARGE UK HYDROGEN National Grid signs up to a LOOP trial, developed by local climate tech business Levidian.

ational Grid has agreed to trial a cuttingedge decarbonisation device as part of a world-first bid to boost the amount of hydrogen in the UK’s gas supply. LOOP – developed by Cambridge-based climate tech business Levidian – uses plasma technology to separate methane into its constituent atoms: carbon, locked into high-quality graphene, and hydrogen, which can either be used immediately or stored for future use. Backed by Network Innovation funding, the project could allow National Grid to reinforce parts of the gas pipe network by using graphene as corrosionresistant internal coating, making it more able to carry increased quantities of hydrogen and less likely to crack.

“LOOP can deliver that vision, decarbonising existing energy sources and enabling our existing network to carry hydrogen through the power of graphene. The National Grid programme will showcase LOOP in action now as we scale the technology this year and into the future.” Antony Green, Hydrogen Director at National Grid, added: “While gas will remain critical to underpinning the UK’s drive to net zero emissions, we will leave no stone unturned in terms of reducing carbon emissions while ensuring reliable supplies to consumers.

“Graphene could be a key component in allowing us to repurpose our transmission assets, minimising disruption to consumers and reducing the overall costs of converting our transmission network to hydrogen as work towards net zero.”

Reinforcing the network using graphene – a honeycomb of carbon atoms so thin it is considered twodimensional – could increase the country’s ability to transport and access clean hydrogen, allowing existing infrastructure to be repurposed, minimising disruption and making the switch to hydrogen easier for consumers and businesses.

National Grid will also be trialling LOOP’s ability to reduce the combustion CO2 potential of the nation’s gas on a larger scale. When run through the device, natural gas is replaced with a hydrogen-methane mix with no loss of energy potential.

Levidian Chief Executive John Hartley said: “Levidian’s mission is to enable a decarbonised future fuelled by hydrogen, built on graphene.

With heating, cooking and other industrial processes accounting for 37% of the UK’s CO2 emissions, the project represents a huge

TEC HN O LOGY L e v idi a n

John Hartley, CEO, Levidian

opportunity to make progress on National Grid’s aim of increasing the amount of hydrogen used across the country, which, in contrast to natural gas, produces only water vapour when burnt.

production from Professor Krzysztof Koziol,

As part of the LOOP process, the hydrogenmethane mix – produced alongside graphene –can be delivered in any proportion, including pure hydrogen, to match the capabilities of the network or combustion equipment it is supplying. The technology docks easily with existing energy infrastructure at any site in the world with a supply of natural gas, including industrial sites, large businesses, housing developments, hospitals, or waste disposal facilities.

on graphene.

The trial follows ten years of research and development into hydrogen and graphene

amounts of waste methane such as anaerobic

following the company’s spin-out from worldleading nanomaterial development labs at Cambridge University, focusing predominantly

Since December 2020, Levidian has raised over £12 million in private investment to fund the next stage of plans to revolutionise the scale and

LEVIDIAN levidian.com/loop

accessibility of decarbonisation, with investment led by British businessman Jamie Edmiston. Further investment rounds are planned for 2022, as LOOP devices are scaled for highimpact deployment, including on sites with large digestion facilities.

T E C H N OLOGY A RU Pe te r b oro u g h

R&D CENTRE RE-IMAGINES MANUFACTURING New university ARU Peterborough and inventors of LCD 3D printing Photocentric have signed a Memorandum of Understanding to explore joint research projects, develop apprenticeships and continue professional development (CPD) routes.

hotocentric is moving into the new £16.7m Manufacturing and Materials Research and Development Centre, which is the second phase of ARU Peterborough. Construction work on the building, featuring 2,800 sqm of flexible research space over three floors, is due to be completed in December.

ARU PETERBOROUGH aru.ac.uk photocentricgroup.com

The new Centre will provide ARU Peterborough with important links with local industry and foster collaboration in advanced manufacturing and materials research. Photocentric is renowned for its innovations, including creating brand-new ways to digitally mass manufacture products using pioneering technology. The Peterborough company received its third Queen’s Award for Innovation in 2020 and last year opened a dedicated digital manufacturing facility in Arizona. Managing Director Paul Holt MBE said: “We are excited about the important role that the Centre will play in developing the engineers and scientists of tomorrow. “A strong and innovative manufacturing sector is at the heart of a modern economy and we are helping global businesses to reimagine their manufacturing processes. This Centre will play a key role in the development of the disruptive technologies and new materials that will shape tomorrow. We are delighted to be working alongside our partner, ARU Peterborough, in helping to place this region at the cutting edge of manufacturing innovation.”

Professor Ross Renton, Principal of ARU Peterborough, said: “We have made it clear from the beginning that ARU Peterborough will be a very different kind of university. We are working closely with local businesses to ensure we are providing the courses and skills they need, allowing our graduates to remain in this region, in turn helping to power local economic growth. “ARU Peterborough’s courses include BEng (Hons) Electronics and Robotics, BEng (Hons) Manufacturing Engineering and BEng (Hons) Mechatronics, and we hope our close relationship with Photocentric will provide enormous benefits for our students and future graduates, as well as the region’s economy.” ARU Peterborough is a partnership between the Cambridgeshire & Peterborough Combined Authority, Peterborough City Council and Anglia Ruskin University (ARU).

We are excited about the important role the Centre will play in developing the engineers and scientists of tomorrow.

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