UKSPA Breakthrough Issue 18

In tune with your science

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INTRODUCTION

UKSPA CHAIR, J OHN le AK e

Inspiring inclusive innovation

December saw members and stakeholders gather at Circle Square in Manchester for the UKSPA Winter Conference 2022.

My thanks to our hosts, Bruntwood SciTech, for providing a fantastic venue for the event, which encompassed a wide range of discussions, including the challenges of the energy crisis for science parks and innovation locations, the need for greater cyber security vigilance and training and what innovation and business support means in the context of city-based innovation locations.

Manchester was a fitting location for discussions around the burgeoning Innovation Districts movement, which included presentations from several members of the UK Innovation Districts Group (UKID). In particular, we were delighted to welcome Emma Frost, chair of UKID and Director of Innovation, Sustainability & Community at SHIFT London, the initiative to capitalise on the

Queen Elizabeth Olympic Park legacy.

Manchester has been at the forefront of driving an innovation-led regeneration since the devastating IRA bombings in the 1990s. The development at Circle Square and the plans for ID Manchester are now clear evidence of the level of ambition Manchester has, to be a driving force in areas of innovation, from materials to cyber security and digital technology to life sciences and healthcare.

We had insights from not only Manchester but also Liverpool, Glasgow and East London, detailing their visions and plans for further developing the innovation districts in these locations. There were clearly common challenges and opportunities faced by all of them. These included the need for robust and reliable transport infrastructure, investment in scalable workspace, as well as appropriate living accommodation and amenities in these locations. These all flagged the importance of true partnerships

“ A S SCI e NC e PARK AND INNO v ATION l OCATION le AD e RS , IT IS INCU mbe NT ON US TO P l A y OUR PART IN THIS INC l USI ve INNO v ATION A ge NDA - RAISIN g ASPIRATIONS f OR THOS e IN TH e l OCA l CO mm UNIT y, AND INSPIRIN g TH e N ex T ge N e RATION TO TAR ge T CAR ee RS IN SCI e NC e, T e CHNO l O gy AND b USIN e SS ”

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

OPEN BOX MEDIA & COMMUNICATIONS

l Director Stuart.Walters@ob-mc.co.uk

l Director Sam Skiller - Sam@ob-mc.co.uk

l Production Manager Mark.Lamsdale@ob-mc.co.uk

l Design Matt.Hood@ob-mc.co.uk

l Advertising Sales Frances.Murphy@ob-mc.co.uk

l Editor Ian Halstead - halsteadian@aol.com

We are committed to sustainable forest management and this publication is printed by Buxton Press who are certified to ISO14001:2015 Standards (Environmental Management System). Buxton prints only with 100% vegetable based inks and uses alcohol free printing solutions, eliminating volatile organic compounds as well as ozone damaging emissions.

between local government, central government and the private sector to enable these innovation districts to reach their full potential.

I was also struck by a further significant challenge, which is to ensure that the benefits from this innovation-led growth are felt by all in the local communities, not just a select few.

Such inclusive innovation is needed, to improve economic wealth, social mobility and skills levels across the board and not just in pockets, in order to really have a lasting impact in those and other cities. It was highlighted that this requires a commitment over a generation, not the short-term, to really achieve the impact that is required.

As science park and innovation location leaders, it is incumbent on us to play our part in this inclusive innovation agenda, specifically by raising aspirations for those in the local community, and inspiring the next generation to target careers in science, technology and business. However, it also requires us to support the companies we support to be more creative about the range of education and training pathways that can be taken to access the highly-skilled jobs in their businesses. This will be essential to create both the real diversity of employment we hope for, but also to maximise the wealth of talent that exists across our communities for the benefit of the UK. ■

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.

28 Years Providing Chemistry for Small Molecule Drug Discovery and Chemical Biology Research

CNS-focused Small Molecules and Macrocycles for Hit Generation

DIVERSet-CL Library Expanded Further

More

than 450,000 small molecules and 3,000 macrocycles for use in CNS disease drug discovery

ChemBridge Corp. has created a CNS-focused small molecule screening compound selection, the CNS-MPO Library from its stock of more than 1.3 million screening compounds.

Compounds included in the CNS-MPO Library are predicted to have a higher probability of crossing the blood-brain barrier (BBB) based on a multiparameter optimization (MPO) approach (see box below right).

Highlights of the CNS-MPO Library:

High quality, PAINS-free, small molecule compounds for CNS drug discovery

· CNS MPO analysis applied to identify compounds with higher probability of BBB penetration

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ChemBridge also offers the Macrocycle CNS Subset, a subset of more than 3,000 macrocyclic compounds from ChemBridge’s Macrocycle Library predicted to have a higher probability of BBB penetration based on conformational analysis and an MPO scoring approach.

Highlights of the Macrocycle CNS Subset:

· Extensive conformational analysis performed to identify low energy macrocyclic conformations with internal hydrogen bonds

· CNS MPO analysis applied to identify compounds with higher probability of BBB penetration

· 3,000+ macrocycles available; custom select or purchase all available macrocycles

Novel, High Quality, Diverse Compounds for Hit Finding

For hit finding across different targets, with orphan receptors or novel targets with few, or no, existing small molecule ligands, ChemBridge offers the newly expanded DIVERSet-CL pre-plated library of small molecules. DIVERSet-CL is designed to present structurally dissimilar and pharmacophore diverse subsets of compounds from within the proprietary CORE Library of in-house designed and synthesised small molecules.

The newly added subset is taken from the more recently designed and synthesised CORE Library additions. Users can acquire subsets of DIVERSet-CL arrayed in 96-well or 384-well plates, including acoustic qualified plates, for use in discrete biochemical assays, phenotypic assays, yeast and whole-cell based assays and whole organism assays.

To date, DIVERSet libraries have been used in thousands of assays across hundreds of disease areas resulting in a large number of published research results and subsequent citations. Databases of DIVERSet libraries in SDF format are available for evaluation.

CNS Multiparameter Optimization (MPO) Score

ChemBridge selected the CNS MPO approach described in Wager et al. ACS Chem. Neurosci. 2010 Jun 16; 1(6): 435–449. The algorithm uses a weighted scoring function assessing 6 key physicochemical properties (clogP, clogD, MW, TPSA, HBD, and pKa) for BBB penetration, CYP mediated metabolism and inhibition of dofetilide binding. Higher scoring compounds (those with scores of ≥ 4.0 out of a potential score of 0 to 6.0) were selected for inclusion in the 2 options for hit finding in CNS therapeutic area drug discovery programs.

Data... Data... Everywhere!

in this new era of big data, where an ever-increasing number of aspects of our lives are being recorded digitally for analysis, it is vital that organisations of all sizes utilise every available data source to both guide their strategic direction and shine a spotlight on their continued relevance, importance and successes.

To this end, UKSPA has historically taken the traditional route to obtaining information about its member locations via an annual survey, with the consolidated data gathered being used to demonstrate the growth and impact of the sector. There has been a hiatus in this activity since the last survey was conducted in 2018/19, primarily as a knock-on effect of the Covid pandemic on member resources.

However, given the increasing focus being placed on the key role that science and technology innovation must take in the nation’s economic recovery, and particularly the importance of technology clusters in driving investment in innovation, it is essential that UKSPA is able to clearly articulate and demonstrate the vital function that our members play in creating, supporting and stimulating these ecosystems, right across the four nations of the United Kingdom.

UKSPA S U rv E y 2023

I am therefore pleased to announce that we have recently launched to the membership the ‘UKSPA Survey 2023’

In order to extend the longitudinal data collected through previous surveys, this contains a core of standard questions that will be familiar to established members, but also seeks to ascertain more detailed information which will be of particular use to the UKSPA Data & Research Group when it comes to benchmarking member organisations, as well as looking at the implications of net-zero carbon policies on current and future infrastructure investment.

I would urge all members managing an innovation location, irrespective of size or location, to complete the survey as fully as possible – with one submission per location wherever possible. The data we gather from this exercise will allow us to provide insights regarding the current state of the membership and its growth plans, alongside benchmarking data that will assist with future planning.

Of possible greater significance, this data will also enable us to construct strong advocacy and policy arguments to local and central government, as well as innovation support agencies, highlighting the strength of the sector and the importance of ensuring that it is given the maximum assistance possible to enable it - and the scaling business it nurtures - to survive and thrive.

IMPACT AND DI v E r SIT y

If you manage a member innovation location and haven’t already received an invitation to complete the survey, please do let us know, as we want to ensure we collect as many responses as possible in order to fully reflect the impact and diversity of the membership.

I hope to share some of the key findings and insights from the survey in future editions of Breakthrough, as well as details of further targeted research projects, as we look to expand the arsenal of collateral at our disposal, to include compelling case studies on successful and innovative initiatives, as well as academic-led research into the factors determining the success of innovation clusters and ecosystems –watch this space! ■

16

Dr Catherine f letcher, the principal of Science Creates v entures, talks to Ian Halstead about its portfolio, its success, and its sizeable ambitions.

C y TOSEEK E y ES NE w PAT hwAy S CytoSeek C e O Dr Carolyn Porter explains the strategic vision and future direction of the synthetic biology start-up.

44 NET z E r O CA r BON BUI l DIN g S STANDA r D In development for Science and Technology buildings.

C r EATIN g DEEP -TEC h SCIENCE

COUNTIN g DO w N TO NET z E r O Keith Papa, Architect Director at b DP, on the environmental requirements of buildings to reduce carbon emissions.

34 Th E A r C'S r ESI l IENT r EA l ESTATE Investing in the Oxford Cambridge Arc makes the entire UK economy stronger this year and beyond says b idwells’ Partner e mily Slupek.

h A z EM ' S h AT-T r ICK Consultant cardiothoracic surgeon Dr Hazem f allouh explains the background to his latest innovation.

INNO vATION C r EATO r

Steve f oxley, C e O of the Advanced m anufacturing Research Centre (A m RC) talked to Ian Halstead about its work with regional S me s, decarbonisation, sustainable propulsion and more.

40 KNO wl ED g E T r ANS f E r

PA r TNE r S h IPS

Dr Stuart m cKay, Senior Knowledge Transfer Partnership m anager at the University of the w est of Scotland’s award winning KTP Centre, discusses the centre’s achievements and continued success of the KTP programme.

SUPE rh E r OES

Produmax's co-owner and f D, m andy Ridyard, discusses the precision engineer’s transformation.

28 B ENC h MA r KIN g

l ABO r ATO ry PE rf O r MANCE

IN T h E US AND gl OBA lly

The latest in I2S l’s series of contributed articles discusses the flagship l aboratory b enchmarking Tool.

TIME TO C h AN g E

Dr e lena m erisor, who oversees Actalent's laboratory practices' initiatives across the UK and e urope, provides a summary of recent publications on the challenges and opportunities for 'green' chemistry.

49 UK f ACES SCIENCE AND TEC h D r AIN

l iz Sparrow, Partner at Ridge and Partners, analyses the findings of their ' b uilding a f uture for Science & Technology' report

The world according to UKSPA and its members

Advocacy

fish and chips have long been Britain's favourite fast-food, but the trays which carry the nation's tasty suppers have become a blight on its streets. Their contents may provide sustenance for millions, but they are an all-too visible symbol of the scourge of single-use plastics.

From October, such trays, cutlery and cups, along with some forms of polystyrene cups and other plastic food containers, will be banned in England, but the dead weight of bureaucracy won't be the catalyst for sustainable alternatives.

However, an innovative Bristol-based enterprise which uses seaweed to create sustainable coatings for card and paper packaging just might.

When the words 'Bristol' and 'innovation' surface, Science Creates Ventures (SCV) is usually close at hand, and it's absolutely no surprise to discover from Dr Fletcher that the deep-tech investment fund has already identified the scientific talent within Kelpiand backed the venture.

“We currently have 11 companies in our portfolio, believe their ideas and products all have game-changing potential and Kelpi are the latest to join our 'family',” she says.

“They specialise in creating compostable polymer fabrics from seaweed, which is of course very good at absorbing CO2 and an extremely sustainable material.

“They've taken space at our Old Market incubator, and I love their model and their products, as they really will make a difference.

“There's way too much 'greenwashing' where people think they're making good choices -- which is all you can do as a consumer -- but all too often they're being deceived.

“People buy something which claims to be 'compostable', but don't realise has to be heated to very high temperature on an industrial scale, so if you put it into your garden waste, it couldn't break down.”

SCV's portfolio includes spin-outs from academic institutions in Bristol and Bath, others based elsewhere in the UK and several virtual companies.

Dr Fletcher joined SCV in May 2020, prior to the raise of the first fund, which closed in Q1 2021 and raised £13.5m to invest in early-stage companies.

“Over the last two years, we've delivered on our promise that we would identify exciting technologies, which were ahead of their peers in terms of innovation and vision and had the potential to disrupt existing markets or create new ones,” she says.

EA rly STEPS

SCV was established by its managing partner, Dr Harry Destecroix, and it supported ten companies through funding and hands-on mentorship, before gaining £15m from British Business Investments last October to expand support for its existing clients and grow its portfolio.

Some 80 investors helped fund SCV, but the financial 'cornerstone' came from the capital Destecroix gained by selling his health-tech start-up to Novo Nordisk for a potential $800m in 2018.

It was the multiple obstacles he encountered when trying to commercialise his PhD research on the journey towards this landmark deal that inspired him to found Science Creates: incubator space allied to a support network and a deep tech investment fund.

SCV is chaired by long-term investor and serial entrepreneur Jon Craton, who has been involved with the technology and software sectors for more than 30 years.

“There wasn't a pathway there for Harry, but forging the way forward for himself gives him tremendous insight into what other students and researchers require,” admits Dr Fletcher.

“He also understands the mindset of an investor, and Jon has significant experience in mentorship because he's the kind-of angel investor who selects a few companies, and then sticks with them for a long time, and I've been learning from them.

“We've also learned an awful lot as individuals, because most of the team is new to venture capital. Yes, it's been demanding but it's always exciting, and much of what we've learned has informed how we will now go forward.

“Obviously Science Creates has always had huge ambitions, because

Harry has a vision of where he wants Bristol to be in ten years, and we're all working to deliver that aim, but we've added more granularity to that vision and are now seeing all the steppingstones ahead.

“We've been carefully formulating our strategy for Fund Two, as it was clear there is still a great need for finance for companies at the pre-seed stage, and that they need investors prepared to commit time, energy and expertise to helping them through the spin-out stage.

“It's one thing for a company to present you with a pitch, where you can evaluate their proposals and assess their potential for success, but quite another when someone comes to you and says they have an idea, but don't know how to turn that into a company.”

C h A ll EN g IN g f UND r AISIN g SCV is currently raising a second - and significantly larger - fund, with first close imminent, and Dr Fletcher concedes that it's a challenging fundraising environment.

“It's a difficult economic climate for many reasons, but we've had a tremendously positive reception. Most of our investors in Fund 1 are following us to Fund 2, and we're also getting lots of new ones,” she says.

“We believe this scale of ambition is what the Bristol eco-system needs, is what we are capable of delivering and

also what we need to see more of in the UK.

“There's always been a 'big and bold' culture from US entrepreneurs, and their British peers have traditionally been more reserved and understated about their growth journey.

in partnership with the university of bristol and research england, science creates operates two incubators, st philips and old Market, in central bristol

“Saying that though, I do think more parallels could be drawn, and perhaps aren't highlighted as often as they deserve to be, because it seems to make a 'better story' that the US is doing things right, but the UK is lagging behind.

“When people say 'the US', they typically mean Boston and Silicon Valley. Yes, we know they're nailing it, but what about the rest of the country? What about the Mid-West, Illinois or Texas? The US has just the same geographical disparities as here.

“We've got Oxford, Cambridge and London. I like to think we can now add Bristol to those three, although we're still developing our eco-system, and there are huge swathes of the country which don't have the right space, the right support or access to the right level of finance.”

Dr Fletcher's expectations are further strengthened by the success of the two incubators established in Bristol by Science Creates.

“We'd always planned for several phases, and once it became clear that St Philip's would soon be full, we had to expand to satisfy demand,” she says.

“We signed a lease in the Old Market and managed to build a whole new unit during Covid by retrofitting existing space, which was very exciting.

“From opening the site in St Philip's, it took two years to fill 15,000 sq ft of space, but from opening the Old Market, we created 30,000 sq ft and filled it in just one year.”

OPPO r TUNITIES f O r SPACE

It's no wonder Dr Fletcher describes those figures as her favourite statistics, particularly as all the lettings were done by an in-house team, with no need for external property agents.

“Ash Brewer has done a fantastic job as head of the incubator team. Some people are choosing us over other locations, but most just want to be here and haven't looked elsewhere.

“There are a lot of opportunities for space in Bristol, and as previously, we'll be going big, and the third building will likely be around 45,000 sq ft, or larger.

“Our current companies are growing at pace, the demand remains very strong, and Bristol needs somewhere which can accommodate them.

“We need grow-on space and start-up space, and this time, we'll be looking for a multi-storey building where a company could take an entire floor.”

Despite all the achievements of Science Creates and SCV, one aspect of working with the financial community and universities still niggles her though - gender diversity.

“We have 11 companies in our portfolio. Two have female CEOs and another has its female founder on its board. I sit on the board of several companies, and when I'm present, in groups which range from (say) five to 10 people, I'll often be the only woman.

“At university, the lack of diversity among senior academics is embarrassing. When I did my first degree, it was about 50:50, for my PhD it was 75:25 in favour of men, and among academic staff, the presence of women is down to about 10%.

“At the moment, I'm working in finance and the diversity is even more shocking. When I'm meeting people in finance and our partners, there are almost no women.

“Huge progress has been made in some areas, but it is feels systemic and I don't see how we make significant progress. It's not about imparting blame, it's about recognising the issue.

“Everyone has internal misogyny, I can find sometimes myself thinking that a doctor will be a man, and it's an issue on which we all have to do better.” ■

For more about Science Creates Ventures, please visit: https://sciencecreates.co.uk/

science creates old Market incubator, opened just over a year ago, provides 30,000 sq ft of r&d/wet laboratories, office and events spaces

United Kingdom Science ParK aSSociation annoU nceS new board aPP ointment S

he United Kingdom Science Park Association (UKSPA) recently announced the appointment of three new Board Directors following its recent Annual General Meeting, which took place during the UKSPA Winter Conference at No.1 Circle Square, Manchester. Announcing the appointments, UKSPA Chair John Leake welcomed Grant Bourhill, Chief Executive Officer, Surrey Research Park, Prashant Shah, Co-Chief Executive Officer and Co-founder of o2h group and Philip Macdonald, Managing Partner, Oberlanders Architects.

experience in the science and technology innovation sector. This will prove invaluable in driving forward the continued development of UKSPA’s exciting ambitions and further enhance its key role within the UK innovation ecosystem’’. Following his appointment, Grant Bourhill said “I am delighted to be joining the UKSPA Board. Science Parks are a critical component of the UK’s infrastructure and UKSPA is in a unique position to support local, regional and national economic growth, fuelled by innovation. I look forward to working with the rest of the Board in supporting James and the management team.”

Prashant Shah commented “The UKSPA organisation does incredible work in terms of knowledge sharing, ecosystem building and representation/ advocacy. The UK science base is hugely important to the UK economy and it needs on-going proactive nurturing to compete with the best clusters

Below: prashant shah, co-chief executive officer and co-founder, o2h group left: philip Macdonald, Managing partner, oberlanders architects

important role in sharing our knowledge, experience and expertise. A collaborative and inclusive approach is essential. I am delighted to take on this role as Director and representative for our Business Affiliates. I look forward to representing and facilitating the contribution of all our Business Affiliates to support the Association and its members in the coming years.”

John also thanked the outgoing Directors, Vice Chair Professor Patrick Bonnett, Graham Hewson, Company Secretary and Honorary Treasurer, and Business Affiliates Director Bob Cushing, for their hugely valuable contribution to the continuing growth of the Association.

Speaking after the announcement, James Chaffer, Chief Executive, UKSPA said ‘’ I am delighted to welcome Grant, Prashant and Philip to the UKSPA Board. They bring with them not only a wealth but also a broad cross-section of knowledge and

The recent Board departures have also resulted in two new Officers being appointed, with Rhian Hayward MBE, Chief Executive Officer, AberInnovation being appointed Vice-Chair, while Ian McFadzen, Chief Executive Officer, Plymouth Science Park has been appointed as the new Company Secretary and Honorary Treasurer. ■

The strategic direction of the Association is driven by the UKSPA Board, alongside the Chief Executive.

Please visit: ukspa.org.uk/ about-ukspa/board/ to view the current list of Board Directors.

Bottom: Grant bourhill, chief executive officer, surrey research park

for close on 20 years, Dr Carolyn Porter's scientific nous and irrepressible enthusiasm have underpinned a host of biotech and pharma ventures across the Golden Triangle.Business development roles at Novartis and Chiron testify to her ability to help grow companies already of significant scale, whilst director-level positions at start-ups and spin-outs reveal she can also coax and cajole enterprises just beginning their journeys.

Commitment to the cause has been the hallmark of her career, since completing her undergraduate studies in pharmacology at University College, Dublin, and moving across the city to take her PhD in immunology at Trinity College.

So, whilst Porter can suffer fools (briefly), no-one is ever going to be lacksadaisical whilst she's on the premises.

CytoSeek is a technology platform spun out of Bristol University to develop and then commercialise next-gen cell therapies using artificial membrane-binding proteins (AMBP).

Its founder, Professor Adam Perriman, chose Porter as CEO to lead the fledgling venture from academic concept and scientific theory to corporate reality.

“Before I got involved in January 2020, they worked with an entrepreneur-in-residence at Cambridge, to consider where this treatment could have the greatest therapeutic benefits,” she recalls.

“Like many technology platforms, there are multiple potential applications, but observers of the healthcare sector clearly identified oncology as the area with the greatest unmet need.

“Way back, cancers were often treated with radiotherapy, but as science has evolved treatments have taken different forms and cell therapies are the latest weapon in a clinician's armoury.

“It's often described as the first living therapy, as cells can be taken either from the patient or a healthy individual and then modified to make them better at killing the cancer.”

c ytoseek eyes new pathways

l I v IN g T h E r APIES

Six living therapies have been approved and are on the market for liquid tumours, such as leukemias or lymphomas, which live in the blood and are easier to access, but they haven't yet been successful in the treatment of solid cancers.

“Although enhancing care and outcomes for patients with solid tumours is our ultimate goal from a medical perspective, we're a technology platform, so in addition to developing our own products, we want to be in a

position to deliver our technology to potential partners,” says Porter.

“The next stage will be to engage with larger biotech and pharmaceutical companies, to see if our technology can resolve problems for them.

“At the same time, like every young company, you live or die by the strength of your data, so whilst we're looking to expand in different areas, making sure our data package is as strong as can be is crucial in supporting all our activities, our partnerships and securing more capital.”

CytoSeek CEO Dr Carolyn Porter explains the strategic vision and future direction of the synthetic biology start-up.

Porter greatly enjoyed her previous roles in biotech, but admits the CytoSeek opportunity was immediately appealing for several reasons.

“I've worked with a lot of academics, but Adam really stood out. He was extremely creative, very energetic and dynamic, but also a lot of fun, and I knew immediately that I could work well with him and the CytoSeek team.

“Having previously spun sixteen companies out of Oxford University, I had long realised the importance of personal chemistry if you're going to have a productive professional relationship with everyone.

“To build a successful company, you have to really gel, particularly in the early stages of growth. To me, life is also about having fun, so whilst you must respect the others around the table, you also need to know you can engage with them outside work.

“Equally, it is always likely that one line of research doesn't deliver what everyone hoped, so you must be confident that you've got the firepower alongside you to pursue other options with equal commitment and conviction.

“Not every route takes you to a killer application, so you need a strong and a resilient team. Adam had closed the funding round, and one of his best PhD students (Ben Carter) had come across to CytoSeek as its COO.

“They'd done their sales pitch on me, because it's obviously a two-way process, and we all came away feeling this was something which would really work.

“The second aspect which appealed was the technology. I've worked in and around the cell therapy field for years and could really see this platform's potential to address the current cell therapy challenges.

“The thought that this technology was being used to help cancer patients also attracted me at the personal level. Like many families, ours has been touched by cancer. My sister-in-law has had breast cancer and a close friend had a melanoma.

“Our work is hard, there will be challenges, and you have to be driven in a purpose-led way, and there's no sector like biotech for making you want to get up each day because what you're doing will make a difference to people, which is why I've enjoyed all my roles within that niche.”

SCIENCE C r EATES

The third element which attracted Porter was the Bristol eco-system, known as Science Creates, and Dr Harry Destecroix, who had the vision, finance and determination to deliver incubation space and a support network of advisers for early-stage enterprises.

“He is very passionate about every aspect of the model, and I really bought into his vision. His record of delivery at Ziylo is evident and the combination of all three aspects made it a very easy decision,” admits Porter.

“Once I'd settled here, I also realised how the different start-ups dovetailed with each other in a kind-of unofficial support network, which confirmed I'd been absolutely right to come.”

Shortly before Porter arrived, the founders and advisers closed an Innovate funding award, which was equity matched, for c£1.1m.

However, biotech companies are voracious consumers of finance, and one of her first tasks was to help close its first funding round, which raised just over £3.5m, and was led by the Science Creatures Ventures deep-tech investment fund created by Destecroix.

Further tranches of capital will be required, allowing CytoSeek to keep progressing its AMBP technology until clinical trials can finally begin.

It may be an early-stage enterprise, but the potential of its technology and the strength of its leadership team has already attracting interest in the UK and overseas, and inevitably, glances are being cast from the US.

“One of my roles is to raise the company's profile and develop relationships with both investors and partners. Our current fund-raising is primarily looking to attract UK and European investors, but further ahead, we'll be looking to build relationships on both sides of the Atlantic,” says Porter.

Given the strength and scale of the US bio-tech sector, and the giant venture capital funds which invest so hugely in it, it's a possibility that CytoSeek could ultimately relocate from Bristol to the US.

“I would love to stay here, as would everyone, but there are always challenges for the UK economy, particularly in sectors which require huge amounts of capital,” admits Porter.

“There will come a point when our shareholders and investors require a return, and the biggest markets for going public are in the US. The LSE isn't much used for biotech flotations, if at all, and Nasdaq has a very powerful pull.

“It's already been seen, and will continue to be seen, that when UK-based companies are acquired, the corporate HQ relocates to the States, and their C-suite is then populated by local executives.

“We'll certainly stay in the UK as long as possible, and even if change does happen, we're already training the next generation of biotech entrepreneurs here.

“However, the UK needs to do much more to give growing companies in strategic sectors access to the depth of capital they require, to achieve the size and scale which the demand for their innovative technologies and products dictates, without having to migrate to the States.”

In the near-term though, CytoSeek's core concern is completing the next round of raising finance, which is a 'Back to the Future' moment for Porter.

“I was born and bred on the transaction side, and my background was business development, early-stage funding and corporate finance in a scientific context,” she says.

“Getting transactions and new funding streams over the line is my bread and butter, so closing deals is my kind-of fun. In my career, I've sat on every side of the corporate table, so I'm just as happy to be the gamekeeper as the poacher.

“Equally, I also love how developing and then commercialising technologies generates yields, which translates into better patient care, and creates employment and wealth.” ■

For more information about Cytoseek, please visit: www.cytoseek.uk

cytoseek is a technology platform spun out of bristol university to develop and then commercialise next-gen cell therapies using artificial membrane-binding proteins (aMbp)

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innovation creator

Steve Foxley, CEO of the Advanced Manufacturing Research Centre (AMRC) talked to Ian Halstead about its work with regional SMEs, decarbonisation, sustainable propulsion and more.

Britain's industrialists transformed the world throughout Queen Victoria's long reign with innovative processes and remarkable technical advances.

Today's manufacturing entrepreneurs are equally inventive, though their achievements are underpinned by automation, cloud computing, analytics, and data sharing - not mechanical might.

However, whilst their 19th Century peers were fiercely competitive individuals, determined to crush commercial rivals and make their fortunes, the current generation's watchwords are collaboration and co-operation.

It takes only moments in the genial company of Steve Foxley, to realise he's ideally suited to the opportunities and challenges presented by Industry 4.0. Pleasingly, he is also absolutely awash with enthusiasm for the manufacturing cause.

His coffee mug sits untouched, as he first outlines his decision to swap the international landscape of Siemens for South Yorkshire and the AMRC.

“I love it, every day is different, and we're right at the interface between academic research and the challenges facing industrial production,” says Foxley.

“I had been with Siemens for around 20 years in different roles; manufacturing, smart infrastructure, logistics and airports. I really enjoyed my time, particularly working across so many sectors and in different countries.

“However, I also felt it was just a step behind the forefront of what was happening in the UK, even though Siemens did lots of great stuff, helping to regenerate Hull, for instance, some remarkable innovations in offshore wind, helping to transform our rail industry and other great work.

“The difference here though, is that you are right in the middle of those conversations about challenges with which industrial companies are struggling.

“You're also engaging with the best universities about their research, and with government about where it should invest, and you're all coming together to identify and resolve gaps in both skills and technology.

“Everyone at the AMRC is extremely proud that they're working on projects which will have a legacy. With no exaggeration, there are tangible parallels with the great Victorian age of invention and ingenuity.

“People from here will sit down with their grandkids, point to amazing things and tell them they played a part in their evolution. Yes, working with a large stakeholder group can be complex and challenging to manage, but we're also more fleet-of-foot than a giant multinational corporation.

“We're looking at where manufacturing needs to be in the future, and so much of what we're dealing with each day will still be having an impact in the next five, ten or even 20 years. I'm in a magical place and it really is my dream job.”

rOCKET f UE l

Foxley draws parallels between the impact which Siemens' giant wind turbine manufacturing and assembly plant is having on Hull, and South Yorkshire's revitalised industrial sector.

In recent years, the East Coast city has undergone the economic renaissance it desperately needed after the decline of both its fishing industry, and the engineering companies which had powered its economy for decades.

“In Hull, we saw the power of manufacturing to revitalise a city, its community, and the wider region, it was like rocket fuel. In South Yorkshire, it's Rolls-Royce, McLaren Automotive and Boeing,” says Foxley. “I suspect most people don't realise Boeing has its only production plant in Europe here.

“Manufacturing has, of course, been through a tough time, but I think it's going to be absolutely critical for this country's future and will be instrumental in solving the enormous challenges which we face between now and 2030, especially around reducing carbon emissions.

“There's certainly been progress towards our national targets –although that's mainly been by decarbonising electricity production, notably via offshore wind – but the levers we must pull in the next eight years are very different.

“We now need to decarbonise homes, transport, and manufacturing in construction, and so we need to understand how things are made, what raw materials are used, how (and where) they are sourced and what processes need to be followed to deliver sustainability.

“The pandemic reminded everyone who wasn't aware of the crucial importance of manufacturing. In our case, being able to design and manufacture a ten-year supply of ventilators in just ten weeks confirmed that we are still a major location for world-class manufacturing.”

The South Yorkshire centre focuses on four strategic areas: manufacturing, decarbonising manufacturing, future sources of sustainable propulsion and supply chain resilience.

Asked to highlight recent projects involving digital technology, Foxley identifies the launch of the AMRC Data Cloud, and a related skills programme around data science at the EyUp Science Academy.

Fittingly, the latter venture was announced at Sheffield's Kelham Island Museum, which pays tribute to the city's Victorian industrialists who pioneered the commercial use of the Bessemer process which allowed iron to be easily converted to steel.

“I think it will be very exciting and productive for the region's SMEs because it's a collaboration between ourselves and a Silicon Valley company, WANdisco,”says Foxley.

“We're going to create a platform where we can share all our non-IPrelated data from all our machines and manufacturing projects. There isn't a huge amount of manufacturing research underway, so being able to access all that data will really help SMEs and should encourage more.

“Any companies in this region which want to get into machine learning, AI or data science will also be able to access a rich source of data via the platform, and hopefully we'll help to create more start-ups.

“We'll also use the AMRC Data Cloud for educational purposes, directly via teachers, and through our partnership with the NextGen and AI programme which allows manufacturing staff from regional SMEs to go through a subsidised ten-week 'boot camp' to become data scientists.”

l ON g O v E r DUE

It's an idea long overdue, as it's clearly far more rational to enhance the skillsets of those who already well understand manufacturing, than try to shoehorn data scientists into alien environments.

The idea of flipping the long-established skills model came out of the 'Digital Meet Manufacturing' initiative, set up between the AMRC and Sheffield Technology Parks to connect the region's digital creatives, from all sectors, to manufacturers.

“The CEO and co-founder of WANdisco, Dave Richards, admitted he hadn't initially been convinced by the concept, but he then monitored a cohort through a boot-camp,” recalls Foxley.

“Everyone on the course subsequently won a job in data science, which persuaded him that the idea had genuine merit and we absolutely agreed.”

Richards was well aware of the crucial importance of training for sectors of the future, having been born into a Sheffield family with three generations of steel industry entrepreneurs before him.

Having then to watch painfully from the sidelines as the city's furnaces and forges closed in their legions during the 70s, persuaded him to enter the then-fledgling sector of computing, which later led him to

California's hot-bed of technological innovation.

The AMRC has also set up an Open Access platform, Factory+, operating on a standardised framework allowing manufacturers to collect, collate, store and consume all its data, via whatever platform or software package they choose.

A steadily-growing number of the centre's industrial partners are using it, which should gradually whittle away a major barrier to market entry by SMEs.

“Everyone must realise that the concept of digital manufacturing isn't just something for academic ivory towers and global plcs, it has to stretch right down to the foothills,” says Foxley, whose overview of the AMRC's strategy then moves on to sustainable propulsion.

“It's a huge challenge, not least because we don't have these technologies, or the manufacturing processes to develop them.

“If we looked at just one element, flying by electric motors, we're going to need motors of more than 1MW, but which are also light enough to power short and medium-haul flights.

“It's impossible to scale-up existing motors from automotive, and so we're doing lots of innovative work around both potential designs and the production processes which will be required to manufacture them in large volumes.

“All this work is very early-stage, and unlikely to reach production until at least 2030, but I believe we'll see substantial long-term employment and economic benefits by establishing a leadership position in these sectors.”

SUPP ly C h AIN

Such thoughts lead naturally on to the evolution of supply chains to meet the differing requirements of such fledgling products and designs.

SMEs can seek advice and support from seven High Value Manufacturing (HVM) Catapult centres across the UK, which includes the Manufacturing Technology Centre in Coventry.

“We're all collaborating more than ever, and very aware what is happening elsewhere on battery research, particularly at the MTC,” says Foxley.

Above: the south yorkshire site of the aMrc - a network of world-leading research and innovation centres working with advanced manufacturing companies around the globe

“There's also what I call a 'green aerospace' cluster evolving in South Yorkshire. For instance, a company specialising in hybrid air vehicles, which will be a very novel form of future travel, has come to Doncaster.

“UK companies interested in decarbonisation are setting up here because of our presence, and it's very pleasing that the AMRC has become a magnet for such advanced technologies.

“It's equally satisfying being able to guide local SMEs along the pathway. We had a company which was taking 55 minutes to place each one of 24 heavy components onto a structure they were manufacturing, and they came to us for assistance.

“In just a four-week sprint, with a little automation, we were able to reduce that cycle to about 50 seconds. It's unfortunate that automation rarely gets the spotlight it deserves, because its benefits can be game-changing and the costs of installation are really coming down.”

Equally though, it seems that many SMEs across the country still aren't aware of the help they could receive from the HVM Catapult manufacturing network.

“In its first decade, it was often confusing for SMEs to gain access to the correct centre, because the centres tended to act independently,” admits Foxley.

“Now though, we are desperately trying to make a difference. Everything is more joined-up and we're also implementing more standardised offerings for SMEs, so a firm in the South-West will receive the same advice and level of support as one here in South Yorkshire.

“The first point of contact for an SME (or a start-up) should always be their nearest HVM Catapult centre. If it's a query or technical issue which can't be resolved there, the local one will then act as a doorway into the expertise of all the others.

“As an example, if an SME needed support on composites, the National Composites Centre in Bristol could certainly help them, but if they needed support on

castings or forgings, they'd most likely be referred to either ourselves or the HVM Catapult at Glasgow.

“We've also expanded from South Yorkshire, so the AMRC now has satellite centres in North Wales and Lancashire. The wider support network isn't yet quite as comprehensive or cohesive as we'd all like, but we are certainly getting close.”

It's always good to end on a positive note, but our informative conversation closes with just one unresolved issue.

Foxley's mug of coffee remains untouched, its contents now too old and unappetising to be even considered. The boundless enthusiasm of 'Cold Coffee Steve' has claimed another caffeine casualty. ■

For more on the Advanced Manufacturing Research Centre (AMRC), visit: www.amrc.co.uk

"T H e f IRST POINT O f CONTACT f OR AN S me ( OR A START - UP ) SHOU l D A lw A y S be TH e IR

e AR e ST H vm C ATAPU l T C e NTR e - A DOOR w A y

TH e ex P e RTIS e O f A ll TH e OTH e RS ."

Below: aMrc cymru, a cutting-edge r&d facility, is part of the university of sheffield advanced Manufacturing research centre and a member of the high Value Manufacturing (hVM) catapult

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benchmarking laboratory performance in the US and globally

The

latest in

I2SL’s series

of

contributed articles discusses the flagship Laboratory Benchmarking Tool.

he LBT is an established and valued tool used by many in the US lab sustainability community to assist with assessing and tracking building performance. At our 2022 Annual Conference in Pittsburgh we announced our latest LBT upgrade, which added access for users worldwide. The timing is therefore perfect for an introduction to the LBT and a discussion of the ways in which it empowers users to make meaningful comparisons of lab building performance.

DECA r BONI z ATION D r I v E r

To move forward, we must first know where we stand. Benchmarking the performance of our buildings against their peers provides important context, prioritizes attention within portfolios,

facilitates carbon emissions tracking and target-setting, and drives critical conversations about how and where we can reduce our environmental footprint. Additionally, sustainability certification programs routinely use benchmarking to recognize high-performing facilities.

l AB f ACI l IT y T r OUB l ES

While tools for benchmarking general commercial buildings are widely available, laboratories are underserved by the major platforms in the US. For example, the EPA’s ENERGY STAR® program does not currently provide an energy score for lab buildings. This omission is largely due to the more nuanced approach needed to benchmark lab building performance. The laboratory category is near-unique in its huge internal diversity: while office buildings

all broadly share the same functional requirements, it’s not particularly meaningful to rank the energy performance of an undergraduate teaching laboratory against that of a nanotechnology research facility. Meaningful benchmarking for labs requires comparison between true peer facilities, which are always a subset of the overall lab category. However, building performance ordinances in US cities and states typically treat labs as a monolithic population.

I NT r ODUCIN g T h E l BT

The Laboratory Benchmarking Tool (LBT) fills the lab benchmarking gap in the US: using the tool, lab owners can select true peer facilities from a growing database of nearly 1,000 buildings across a wide range of lab types.

alison Farmer phd secretary oF the board, international institute For sustainable laboratories

The LBT’s key feature is that it contains not only energy consumption data but also information on lab space types, amount of lab space, number of fume cupboards, and many other critical functional requirements of lab buildings that allow a true peer group to be identified. Once the peer group is selected, users then make meaningful comparisons of energy use, carbon emissions, energy cost, water use, and operational practices like energy management and ventilation policies.

The LBT is free to use and is a true community tool: the database is assembled from users’ own building data, which is periodically reviewed and anonymized before being added to the searchable dataset. A pillar of the US sustainable labs community, the LBT has been collecting performance data for 20 years. Its use has been incorporated into programs like LEED O&M and the AIA 2030 Challenge, as well as countless energy audit reports. The tool covers all types of lab facilities, including university, government, bio/pharma, and many others.

wh AT ' S NE w

Climate change is a global problem, and our decarbonization toolkit must reflect the international nature of our challenge to reduce carbon emissions. For 20 years, the LBT was restricted to US buildings and was limited to US units for energy and currency. I2SL embarked on the LBT

Internationalization Project in 2021, and the project was completed in October 2022 with the support of Lawrence Berkeley National Laboratory and Siemens Smart Infrastructure. The LBT now fully supports worldwide addresses and currencies, as well as metric units for energy and building properties. Using the LBT is therefore now an option for non-US users, who can now compare their own buildings’ performance with the LBT’s peer group database. An example of this is provided below.

lOOKIN g A h EAD

The number of building performance ordinances at US city, state, and federal levels is growing rapidly. We are hopeful that the LBT will be adopted as a meaningful and equitable method of benchmarking lab building performance as part of the regulations being developed,

b enchmar King a ScottiSh bio lab

This example illustrates the use of the LBT for a biology/biochemistry university research lab in Scotland. Using the tool’s filters for climate zone, lab type, organization type, and percentage of lab space within the facility, the lab owner selected a peer group of 34 buildings and learned that their facility performs relatively well compared to its peers: it ranked 6th lowest in site energy consumption at 609 kWh/m2/yr. This implies that energy

efficiency efforts at this Scottish university should perhaps be targeted towards the other lab buildings on their campus (not shown) that compare less favorably to their respective LBT peer groups.

as well as forming the basis for I2SL’s own lab certification offerings in future. We welcome all feedback and suggestions for the LBT at lbt@i2sl.org ■

The LBT is a collaboration between I2SL and Lawrence Berkeley National Laboratory (LBNL). The LBT was launched in 2019 to replace the Labs21 Benchmarking Tool, which was created in 2002 and was operated by LBNL. Development of the LBT and its modules was supported by the US Department of Energy’s Federal Energy Management Program, LBNL, and Siemens Smart Infrastructure. I2SL is grateful to all of our sponsors and to our tool users for making the LBT possible and free to use.

Find out more at: https://lbt.i2sl.org

“ T H e lb T’ S K ey fe ATUR e IS THAT IT CONTAINS NOT ON ly e N e R gy CONSU m PTION DATA b UT A l SO IN f OR m ATION ON l A b

Innovation

e xtending the frontiers of UK science and industry

hazem's hat-trick

Consultant cardiothoracic surgeon

Dr Hazem Fallouh explains the background to his latest innovation to Ian Halstead.

innovation in cardiac surgery has long been defined by the remarkable achievement of Dr Christiaan Barnard, who performed the world's first human-to-human heart transplant. However, in the decades since his pioneering operation, numerous advances have been made to refine surgical techniques, develop greater understanding of the complex processes involved and, above all, improve the outcomes for patients. Most achieve only incremental benefits, but occasionally, a radical innovation offers tangible hope that thousands of lives could be saved.

The European Society of Cardiothoracic Surgery believes Fallouh's PerDeCT device, designed to provide early diagnosis of the long-term scourge of tamponade, has the potential to deliver benefits on such scale.

The condition kills thousands of heart patients every year when blood clots accumulate around the heart, but it can't be identified in time for them to have life-saving surgery.

The society gave the device its prestigious Techno-College Innovation Award against competition from 11 other technologies, so the judging panels of surgeons, cardiologists,

investment specialists and medical device manufacturers were clearly impressed by its huge potential.

Given the historical context, it is slightly disconcerting to meet Fallouh in person, as there are definite echoes of Barnard about him.

Like the pioneering surgeon, he's charming and confident, with the same lean and hungry look, as comfortable in sharp suits as surgical scrubs, and even has the South African's floppy fringe which requires regular restraint in mid-thought.

P r I z ED g I f T

Fallouh has recently diverted his daily clinical practice to operating on lungs as a thoracic surgeon, but remains immersed in cardiac surgery as a researcher and innovator, and is an active member in the innovation committee of the Society of Cardiothoracic Surgery for Great Britain and Ireland.

The ability to innovate is, of course, a prized gift in any sector, but he's well aware that in medicine, it's one which comes with caveats.

“It isn't something conscious, I think it's just a mindset. Some of us are born problem-solvers. It is not necessarily always a good thing, but when I see something which I believe could work better, I want to be the first to try it,” he says.

“However, in healthcare, I realise that such a mindset can send people off at a tangent and consequently, safety could become compromised, so I believe taking small and slow steps to potential innovations is always the most sensible approach.”

His device uses a probe and balloon placed in the sac around the heart during initial surgery, to measure cardiac efficiency and

Above: dr hazem Fallouh (left) with Fallouh healthcare programme director Mahesh uppara

predict the development of tamponade, by looking at the trend in the relationship between the balloon's inflation and the heart's efficiency.

The concept has just won a £500,000 grant from Innovate UK to build a prototype and conduct usability studies and his Fallouh Healthcare enterprise has taken space in Unit Nine, a medical tech incubator based at University Hospitals Birmingham's QE complex.

However, even to reach this stage, the device has been a long time in the making.

“It's not state-of-the-art technology, it's a simple innovation, but could be the solution to a long-term problem which is very specific to cardiac surgery and has always bugged me from the time when I was a junior doctor,” recalls Fallouh.

“I still remember the first time I had to deal with tamponade. A patient was bleeding at night, but it was hard to differentiate between tamponade and

signs caused by her weak heart from other causes, so the diagnosis was delayed and unfortunately the patient didn't have a great outcome.

“The most experienced surgeons have typically refined their techniques to get round the problem, but that requires a highly specialised team to be present next to the patient round the clock, which might not always be possible.

“There is a great deal of unmet need in our daily pursuit to best patient care, and in my experience, the need for early and accurate diagnosis for tamponade is often forgotten.”

Fallouh also needed several years to refine his original idea and develop it in practical form.

“There were problems with the probe, how to make it, where to position it, and everything didn't quite come together until I was performing heart surgery on children, because you become familiar with areas of the heart which you wouldn't with an adult patient.”

DE v E l OPMENT P h ASE

Although the idea and its evolution were down to Fallouh's instinct and remorseless desire to innovate, the next development phases will involve multiple partners.

The incubator unit was funded by University of Birmingham Enterprise, the Greater Birmingham & Solihull Local Enterprise Growth Hub and the West Midlands Combined Authority to provide flexible and low-cost space for medical research, proof of concept trials and prototyping.

The Innovate UK project will be delivered via a collaboration between University Hospitals Birmingham NHS Foundation Trust (UHB) and the University of Sheffield.

With the Innovate UK grant secured, Fallouh, programme director Mahesh Uppara and finance director Simon Mannings can now progress the prototyping phase.

“We're working with a design company in Cambridge, fine-tuning the probe design and also designing a simulation testing model out of rubber which will mimic the beating heart with the help of Prof. Zhang, Prof of Soft

Matter Engineering at the University of Birmingham” he says.

“At the end of this stage, we will have a high-fidelity device prototype which we know works as intended, but we still might be a long way from bringing it to market as a commercial product.

“We will then look at a second stage of fund-raising, perhaps through a National Institute for Health and Care Research grant, to go through clinical trials and safety assessments, and we'll also need to include validity studies.”

The current phase is likely to complete in autumn 2023, but the team at Fallouh Healthcare will begin to start putting together their next funding application from April.

“Further ahead, our progress to market will depend largely on the regulatory pathway which is being identified” says Fallouh.

an analysis of the topic for the house journal of the Society of Cardiothoracic Surgery for Great Britain and Ireland.

His personal journey in innovation began back in 2005 when he was a junior doctor at London's famed St Thomas's Hospital, and there was a particular problem with overweight patients during cardiac surgery.

“I designed an inflatable device which could be placed under the patient on the operating table to allow the two sides of their chest to be brought together under minimal tension, which had the potential to reduce wound complications and deep infection,” recalls Fallouh.

“It wasn't a great leap forward, but did resolve a problem, particularly in the Gulf region where there were problems with obese patients requiring cardiac surgery, and it was commercialised by the hospital.”

POSITI v E OUTCOMES

St Thomas's and King's College London, but couldn’t be commercialised by them at that time,” he says.

“However, with the help of private investors we took the patent to a pharmaceutical partner, we've been working to develop the original technique since 2017 and clinical trials are about to start at St Thomas'.”

That innovation has already received funding of around £500,000 and pharmaceutical companies are already showing an interest in its potential.

Barnard was still searching for healthcare solutions deep into his 70s, funding a foundation to help underprivileged children around the globe and always fascinated by innovation in myriad forms.

Fallouh has the same restless desire and is still shy of his 50th birthday. He may have completed a hat-trick of innovations, but as he smilingly admits, another eight or nine potential projects are still waiting on his laptop, although it's certainly not to acquire wealth and glory.

“For now, Unit Nine is enough for our needs. We are also collaborating on the usability and human factor-testing with the UHB through Professor Tom CluttonBrock, who has a fully-equipped operating theatre and a simulation model which we can utilise.”

Healthcare creativity for the benefit of patients - and his own peace of mind - has long fascinated Fallouh.

“Innovation is the destiny which defines us as human beings” he mused, in

Whilst the idea wasn't a notable advance in terms of medical science, it did give him greater awareness about how innovative ideas could have positive outcomes for patients.

His second came during his PhD studies into cardiac research, focusing particularly on how drugs might be used to stop the heart during surgery, and their impact on the heart - momentarily or for a longer time.

“I came up with a different use for existing drugs and published widely on the technique. It was novel, so it was patented through a partnership between

“I don't have aspirations in that sense, my pleasure has always been in the small moments. When you work hard, and demand a lot from yourself, it's very satisfying when an idea becomes a genuine innovation, because everything is about creating better outcomes for patients,” he says.

“When they show me a new design of a probe for instant or a prototype, I do get excited. It's almost like having a new baby. The thought of having a tangible and potentially life-saving device from an idea of mine really gives me a buzz.” ■

For more about the PerDeCT device, visit: https://fallouh.co.uk/innovation/

dr Fallouh's perdect device is designed to provide early diagnosis of the long-term scourge of tamponade

Fallouh healthcare has taken space in unit nine, a Med-tech incubator based in birmingham

“AlwAys HAppy To offer An HonesT r eview ”

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Most recently, Aspire Laboratories was fortunate to host two members of the Shimadzu Chromatography team who provided a training day on Gas Chromatography and the Shimadzu GC2030 for all analytical chemists.

Review by Samantha, QC a naly S t

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t he a rc’s resilient real estate

the tumultuous times Government recommitted to increasing public funding for research and development to £20bn by 2024/5.

Such growth in the economy, and the accompanying uplift in reputation of the UK as a global leader, will benefit all parts of the country.

Much of the now infamous mini-Budget was reversed in the Autumn Statement that followed six weeks later. Most measures were aimed at short-term damage limitation. Spending was reduced, taxes held (raised) and hatches battened down for a choppy and inflationary 2023.

But there was one bright spot: R&D. Almost the only part of the Government’s Budget not significantly cut back was R&D. In fact, despite

With the economy in a period of recession the long-term importance of this policy cannot be underestimated. We have to look to the areas of our economy - and areas of our country - that hold the key to delivering the levels of growth the UK needs to recover from a likely sharp recession in 2023.

As the UK’s largest hub for research, development and innovation, the Oxford-Cambridge Arc holds the key to unlocking the UK’s long-pursued growth potential. There is £8bn+ of RD&I investment currently being sought across the region and unprecedented demand.

If this potential is harnessed, it has been estimated the Arc could contribute a further £50bn to the UK economy by 2030.

But there are challenges. There is an estimated 2.8m sq ft of demand in the Arc currently and virtually no lab space available. If this demand cannot be met here, there is a risk that companies will move their business overseas. This shortage is also shaping the market in 2023 and it makes supporting the Arc so critical to us all.

Th E MA r KET IN 2023

There is an existing stock of laboratory space of around 1m sq ft in Oxford, 3.2m sq ft in Cambridge, and 350,000 sq ft in London. It is estimated the current pipeline of developments will provide a further circa 2.1m sq ft in Cambridge, 3.3m sq ft in Oxford and 1m sq ft in London by 2026.

Oxford and London are playing catch-up with Cambridge. They are seeing significant increases in activity compared to previous years with Oxford looking set to provide over 3 times their existing stock

Investing in the Oxford Cambridge Arc makes the entire UK economy stronger this year and beyond says Bidwells’ Partner Emily Slupek.

Below: emily slupek is a partner in bidwells’ project Management team based in oxford

over the next four years. That said, Cambridge still has a significant (and growing) pipeline too.

The huge demand across the Arc is now also driving intense competition, so it is no surprise this interest has driven a spike in activity in Oxford and London. Bidwells have estimated there will be 21m sq ft of lab demand over the next 10 years, 15m sq ft of which is expected in the Golden Triangle. The speed of space provision will need to increase substantially to keep up. Government is looking like it wants to ensure that this growth trajectory is capitalised on and the momentum is not lost. At least we hope that’s the plan.

U N l OCKIN g POTENTIA l

With rising costs of construction, increasing interest rates and the country going into recession, there are already several factors working against developers in the provision of space to meet this demand. Which makes it imperative to reduce the uncertainties and hinderances, that can make worthwhile and beneficial development opportunities more onerous, risky and time-consuming, to avoid a dip in development activity.

A focus on delivering growth in the Arc, as the UK hub of R&D by improving transport connectivity, utility provision and simpler and shorter regulatory processes, would lessen the damage of current economic circumstances and build on the UK’s biggest strengths.

The UK is home to four of the world’s top 10 universities, all situated within the Golden Triangle. It is this access to talent which drives local enterprise and collaboration and already delivers growth well above the UK average.

S UPP ly AND DEMAND

The pipeline in the Golden Triangle looks promising, with activity in the sector increasing. Though there is a significant amount of space with planning consent, it is not representative of the whole pipeline predictions, and in no way is this predicated delivery of space guaranteed.

Economic uncertainty is causing some investors to look elsewhere, though the sector is still generally very active. Continuing our growth trajectory, servicing demand and simplifying the development process are paramount as the economic situation makes UK investment less desirable.

Nevertheless, many investors in RD&I buildings take a longerterm view. Rental income from laboratory buildings has been on the rise and will likely continue in the near-term. Labs have been tracking significantly above office rents in Oxford and the gap is predicted to increase, making labs even more desirable to developers comparatively.

Lab rental figures outstripped offices in Cambridge last year for the first time since 2016 and this trend will likely continue, with predictions showing rental increases to at least 2027. Generally, rents for both labs and offices are predicted to increase over the next five years. There may be some bumps along the way, but it can hopefully give some predicted comfort for the future.

A g r O w T h Ar C

What we have in the Arc cannot be easily or quickly replicated elsewhere. It is built on 800-year-old internationally recognised universities and is home to globally significant life sciences, techand emerging unicorns. This bedrock of history and precedent in producing cutting-edge research contributes directly and indirectly to the bottom line for UK plc.

Oxford, Cambridge and the wider Arc has real potential to make a leading impact to the future growth of UK GDP. This has a positive impact on the whole country in itself. But the emerging clusters outside the Golden Triangle, such as Manchester and Edinburgh will benefit too, as activity increases in the UK and the country furthers its international recognition.

To maximise this growth potential, we need significant focus and commitment from government. Only they can unlock the frictions that slows down delivery. And in a period of stagnating UK growth, a chronic lack of strategic vision for cities like Oxford and Cambridge will stymie attempts to grow the wider economy. But the future looks bright for the UK RD&I sector. We simply cannot miss the opportunity to unlock its full potential. ■

For more detail about Bidwells' work in the Oxford Cambridge Arc, please visit: www.bidwells.co.uk/ what-we-do/oxford-cambridge-arc/

Above: aerial view over the sprawling harwell science and innovation campus, oxfordshire left: hard at work inside the abcam building at cambridge biomedical campus

Bottom: deep in discussion outside the sherrard building, oxford science park

Growth

sUperheroes

Cartoon superheroes are created in the fertile minds of artists, given digital form in film studios and then test their mettle against imaginary foes on the big screen.

Engineering superheroes, such as Produmax, are cast in the white-hot environment of advanced manufacturing before competing fiercely with their rivals to sell products to giant corporations.

They might seem worlds apart, but there's a tangible link between the Hollywood superheroes and the ambitious entrepreneurs who acquired the Shipley-based company in their late-20s, and then ushered it into the world of international aerospace.

When Mandy and her MD husband Jeremy commissioned a new manufacturing plant at Baildon, between Leeds and

Bradford, virtual reality underpinned their corporate dreams.

“During 2015, we were designing a new factory to take advantage of the increased orders which were coming in,” she recalls. “Our existing premises were so cramped we'd taken down walls and corridors to create extra space.

“However, we'd just won the largest order in the company's history ($55m) for the Boeing Dreamliner, so it was obviously crucial that we could fulfil it from a modern and very efficient factory.

“We were considering possible layout designs when our technical director went to an exhibition and saw a 3D virtual 'cave' created for the automotive industry. We'd been using paper, but it was clear that VR would be a step-change.

“We set up our 'cave' in a local gym, closed the factory and invited every employee to get a feel for the new design and say how

it might impact their area, and didn't leave until everyone had agreed on a design.”

EMB r ACE AND IN v O lv E

The anecdote underlines the core elements which have driven Produmax steadily forward since the couple completed their buy-out: to be flexible, embrace external advice and always involve employees in decision-making.

The £3m cost of acquiring the site and delivering 28,000 sq ft of purpose-built space also emphasised just how much progress the company had made.

“When we bought Produmax, it was primarily in telecoms, but we took a strategic decision to move it into aerospace because we saw longer and greater opportunities, particularly at the technical and niche end,” admits Ridyard.

“We needed top-quality advice, so we used Eversheds for the legals and PwC for the financial aspects to help us put together a business plan.”

By 2014, the business was growing steadily, but the Ridyards were keen to take it to the next level and noticed the Sharing in Growth (SiG) programme operated by the government and Rolls-Royce.

Specialist advisors worked closely with ambitious aerospace supply chain companies, who were keen to grow and compete internationally, particularly in the US market.

The couple immediately realised its potential and were keen to join even though it required a four-year commitment.

Sharing your success, best practice, and lessons learned

Produmax's co-owner and FD, Mandy Ridyard, discusses the precision engineer’s transformation with Ian Halstead.

“It was very intensive, but we realised it would genuinely transform every element of the company, its culture, strategic vision, supply chains and manufacturing processes, all the technical aspects and our approach to recruitment,” says Ridyard.

“The core aim was to increase productivity at which it proved very successful. We'd also been working

closely with the AMRC on an array of projects, including tap-testing, which was to optimise the operations of our machine tools."

In 2019, the company achieved record sales, but like so many sectors, aerospace was badly impacted by the pandemic. However, Ridyard expects revenue to increase by some 40% and to set a new high during 2023.

A w A r D- w INNIN g Its achievements have been noticed well outside its West Yorkshire heartland too. In 2021, Produmax received the SME of the Year award from the manufacturing organisation, Make UK (formerly the EEF), and The Manufacturer presented it with an award for leadership and strategy.

The company has also won multiple accolades for both its innovative apprenticeship strategy and its operating model.

“Everything we do is about people, and we focus intensely on our core values. We embrace the concept of engineering superheroes, are passionate about what we do and constantly emphasise the need for everyone to be reliable in themselves - and reliable for others,” says Ridyard.

“As a company, we always seek to be dynamic and forwardthinking, and will never be satisfied with the status quo.

“Empowering everyone with the freedom to think laterally is another value, so anyone is free to make a challenge to others, regardless of their level, if they believe something should be raised. We definitely do not believe in a hierarchy where directors think they have all the answers.

British industry has long struggled to attract sufficient young talent, and at most engineering companies, the average age is more than 50. Impressively, the average age at Produmax is under 35.

“We want to make young people aware that we're successful, innovative and operate in global markets, but we also want them to find us interesting. Around 20% of our workforce are apprentices, because we're always looking to the next generation,” says Ridyard.”

She admits the recruitment focus is on people who share their values, rather than purely about qualifications, and even their approach to what defines a worthwhile skill is innovative.

Above: husband and wife team Jeremy and Mandy ridyard, co-owners of produmax

“Essentially, we want to identify anyone who will be a good fit for us, because once we've found the best people, we can upgrade their skills to meet the requirements of their role.

“We're not necessarily looking for youngsters with a raft of GCSEs, we are looking for those who are bright and quick-thinking, who instinctively understand how things go together. Creativity and problem-solving are crucial skills, for their career path, for us and for our customers.”

Embracing diversity is also key, but whilst Produmax attend events, offer work experience placements, and focus intensely on STEM subjects as would be expected, the practical approach is very different.

“We'll divide the students into two groups and set them tasks. One might be looking at 3D printing, and the other at workflows, then we swop them around, and on their final day, they make presentations to board members on what they've learned – and what they think,” says Ridyard.

“We've always believed that if you're good enough, you're old enough. For example, we had a complex component, and the time needed to check it was always around 90 minutes.

“We brought in automated checking equipment and asked one of our most experienced engineers to see how much time

he could save, and he got it down to 75 minutes.

“We then asked a 17-year-old apprentice to spend two weeks using the equipment to see what he could achieve, and he got the time down to 90 seconds.”

The same belief in the next generation even extends to workplace visits. Often, instead of involving directors, Produmax invites apprentices to conduct the visit.

“It works very well for everyone. The passion and enthusiasm of the youngsters shines through, engaging with new people helps them grow as individuals, and the visitors are always impressed by how much the apprentices know,” says Ridyard.

“We think we've got a really fun place to work, and we want others to know that working hard and being successful doesn't have to make a company feel 'cold' and dull.”

Some apprentices go on to take degrees, others choose to become team leaders, and at open days, we invite their parents or guardians in to see how Produmax works and gain an insight into modern manufacturing.

Several parents have been so impressed that they've subsequently applied for vacancies and joined the company.

To spread the message even more widely, local teachers are

invited to spend their gap-days at the factory.

“We invite them to hold their meetings here in the morning, and in the afternoon, they meet our apprentices and have a look around the workplace,” says Ridyard.

“You can see that it really opens their eyes to the exciting and stimulating careers which manufacturing offers in the 21st century because understandably they sometimes don’t know a great deal about the industry.

“This region of Yorkshire is a very significant manufacturing cluster, and there are lots of fantastic firms here, and elsewhere, who are involved in amazing projects which require talented people and we're all very keen to change the narrative about manufacturing.

“You often hear people claiming the country 'doesn't make things any more' and it simply isn't true. We just wish politicians and business leaders would help us get the real message across.” ■

For more info about Produmax, please visit: www.produmax.co.uk

Above: produmax's significant factory base is at baildon business park, between leeds and bradford

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. AvAilAble

UKSPA 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:

• 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.

k nowledge t ransfer partnerships

Continuing to support businesses, innovate and grow

Dr Stuart McKay, Senior Knowledge Transfer Partnership

Manager at the University of the West of Scotland’s award winning KTP Centre, discusses the centre’s achievements and continued success of the KTP programme.

hat do over 10,000 of the UK’s most innovative businesses have in common? They have all benefitted from funding from Innovate UK’s Knowledge Transfer Partnerships (KTP) programme over the past five decades. With funding set to double to £60m in 2023 there has never been a better time for businesses to address the

gaps in knowledge that are barriers to growth by participating in a KTP with a leading university centre of excellence.

w h AT IS A KTP?

Funded by Innovate UK, KTP is a three-way collaborative partnership between a business, a knowledge base (university or college) and a KTP Associate (average age 30 and typically with a higher degree) who is employed to work in the business full-time leading a strategic project

that delivers both new knowledge and profit impact for the business. The collaborative nature of the undertaking is key to its success; with the academic team providing 1/2 day per week support to the business and Associate.

In the UK, there are currently around 700 awarded KTP projects, delivering, on average, over £1m profit impact post-KTP. With funding set to double to £60m in 2023, and up to 67% grant support for SMEs, there has never been a better time for businesses to be involved in KTP. As businesses recover from the impact of the pandemic, collaboration between industry and academia is key to growing the economy (Universities UK, 2021).

COSTS

The average annual cost to a SME is £30k per annum, with the 67% grant being paid direct to the academic partner (no impact on your de minimis allowance therefore). Large organisations are also eligible, albeit at a reduced grant rate of 50%. Projects can last between 12 and 36 months and span all areas of business from new product development to operations management, marketing and internationalisation. Businesses partner with their chosen academic institution and relevant school based on their specific project requirements. This project and partner flexibility is a key benefit of the KTP model.

If any proof was required that the KTP model works, a glance at residents located at West of Scotland Technology Park shows a significant proportion have already engaged in the programme, including the likes of Vector Photonics Ltd, Cascade, IES, M Squared Lasers, Coherent Scotland and Gas Sensing Solutions.

U w S KTP C ENT r E

At UWS, our motto is 'Dream, Believe, Achieve' and UWS's award winning KTP Centre has supported nearly

50 businesses secure Innovate UK funding for £10m worth of projects in the last 5 years; 85% of our completed projects exceed original objectives and several have gone on to win international awardsForres based Phoenix Instinct Ltd was the recipient of the $4m Toyota Mobility Foundation Global Mobility Unlimited Challenge prize developing the first ever ultra-lightweight smart wheelchair, beating nearly 100 applicants from around the world.

The UWS KTP Centre is a one-stop shop for all things KTP. We support businesses throughout the submission process from ideation to bid development and post award project administration, with a 90% bid success rate over the last 5 years. Having a dedicated team means that we can concentrate our efforts in supporting our businesses develop strategic partnerships with UWS which continue beyond the life of the KTP project – many pursue follow on KTPs with us, recruit our students, engage in further research and

consultancy as well as receive support from our CPD, Graduate Apprenticeship and business support teams.

r ECENT SUCCESSES

Located at Biocity near Glasgow, Novosound is an award-winning Scottish sensors company. Based on IP developed at UWS and embedded in the business via a KTP with UWS’s Institute of Thin Films and Sensors and Imaging (ITFSI), the business has launched a range of flexible ultrasound sensors which are now being applied globally in aerospace, oil and gas, energy, nuclear and medical and agricultural sectors. The project was delivered during the COVID pandemic; the collaborative nature of the KTP ensuring momentum was maintained and university resources accessed (albeit restricted in line with govt guidance). Two new products were launched and the project went on to achieve an outstanding A-grade. The KTP delivered enhanced capability for the business with thin-films / photonics knowledge being embedded in support of ongoing product innovation.

Touchless Hygiene Ltd, trading as Sandondaf, embraced the challenge of COVID to enhance their service offering via the KTP project. The KTP embedded engineering and microbiology expertise to facilitate the design, development, testing and launch of the next generation of microbial disinfection and decontamination technology capable of killing over 280 harmful viruses, bacteria, fungi, mould, yeast and other microorganisms. The business has seen exceptional growth over the COVID period, with both commercial and private clients, and are in the process of starting a second KTP with UWS.

NEXT STEPS

To be eligible you need to demonstrate you are a UK registered business, ideally with 5 or more staff, and ability to demonstrate affordability of a project costing ~£7.5 per quarter. ■

For more information, please visit the main KTP website: www.ktp-uk.org/business/ or feel free to contact the University of the West of Scotland KTP Centre: ktp@uws.ac.uk

ultrasound sensors from award-winning scottish company novosound are being applied globally

sandodaf enhanced their service offering via the Ktp project during the coVid pandemic, and are starting a second Ktp with uWs

Impact

Taking care of your people, places and public perception

to net Zero

Akey driver of carbon emissions from laboratories is the unthinking imposition of benchmarks and performance standards. Full and open engagement with the client, and where possible the building users, to test and challenge the environmental requirements for the proposed activities can reduce carbon emissions from structural design and heating, ventilation and air conditioning (HVAC). This includes investigating equipment isolation, zoning activities by the intensity of their performance and optimising space through interrogation of uses.

A better understanding between scientists and architects/engineers about decisions made early in the project will aid the holistic development of designs which support scientific endeavour while minimising carbon emission impact. On one science research park our redesign of adjacent traffic calming measures was a more cost-effective measure to help control vibration rather than focusing on just the performance and specification of the building structure.

Defining future requirements is fraught with uncertainty. Scenario planning to achieve future increased performance requirements through building adaptation allows the optimal performance levels to be incorporated

into the initial design while identifying the potential costs for later enhancement. Challenging the base building technical performance requirements avoids over specifying the building’s construction and systems and ensures future adaptability.

Cr UNC h T h E NUMBE r S

The carbon impact of every decision made must be reviewed and benchmarked using the wide range of tools and intelligence available. We are currently working on proposals for the largest net zero carbon laboratory in the UK, the Next Generation Infrastructure (NGI) project at the John Innes Centre (JIC), in conjunction with BBSRC at Norwich Research Park.

Visual of the planned advanced technology centre at the norwich research park

Keith papa architect director, bdp

We investigated the content and context of the zero-carbon agenda and applied present standards of measurement to all elements of the project, taking account of the embodied and operational carbon impacts. We carried out a full analysis to evaluate the total operational performance of the building and the activities within it at the earliest possible stage which identified at the outset areas where energy use could be reduced.

B UI l D l ESS AND z ONE

The most obvious solution to reduce carbon emissions from construction is to build less. For the NGI project at JIC, detailed studies of the lab and office usage identified where area savings could be made without impacting research activity or opportunities for collaboration. The area reductions in the offices allowed the use of narrower floorplates, maximising daylighting, reducing operational costs and enhancing wellbeing.

When defining the brief for the Ray Dolby Centre (Cavendish Laboratory) at the University of Cambridge we facilitated workshops with all cleanroom users to determine the benefits and challenges of a large, shared, centrally located cleanroom suite. Beyond embodied carbon reduction, this increased working space encouraged collaboration and simplified operational and technical support.

Zoning – for both adaptable and bespoke space – is another simple way to locate central shared activities with the same technical performance requirements. It allows for future flexibility within

defined high performance technical zones. Our concept layouts for the Ray Dolby Centre located low and ultralow vibration spaces in the ‘quietest’ part of the site; created large ‘halls’ for comparable equipment and zoned the rest of the building to optimise construction performance and technology.

In many cases stripping back to the original structure remains the preferred approach to reusing existing laboratory buildings and reducing embodied carbon, but this still results in significant new construction. We believe that a detailed cost benefit analysis which defines the extent of refurbishment (embodied carbon spent and cost – including VAT) against operational energy reduction (operational carbon saved) guarantees the most sustainable decision is reached.

S PECI fy T h E KIT

Scientific equipment can represent over a third of energy consumed by laboratories. The industry has made valuable advances in building services efficiencies, with LED, smart sensors, integrated presence and daylight detection, along with heat pump technology significantly reducing energy demand for lighting and energy sources via ventilation systems.

Clients must be encouraged to purchase the most energy efficient equipment available, taking the entire life cycle cost into consideration. Legacy equipment may represent a significant portion of the bench-top equipment but taking a circular economy approach and planning a replacement programme can phase in the most sustainable alternatives.

Most scientific equipment emits heat, so requires the provision of cooling, adding to energy use. If this heat can be dealt with at source, there is a real contribution to achieving the net zero target. Positioning of heat emitting equipment to a place where it can be isolated or removed is key, as is housing certain equipment in ventilated enclosures. This not only limits heat gain but also allows for waste heat to be recovered through the ventilation system and often improves the quality of the laboratory workspace.

E NE rgy Pl AN

An energy plan is as essential as a cost plan in setting targets for energy use, from initial inception through the design and construction process, and, ultimately, as a building in use. Taking a fresh review of the individual elements is the best start as benchmarking often lacks the detail to support the analysis. Once the plan is agreed, it should be tracked regularly through design development to ensure it stays on course and highlights areas for improvement using evolving technologies. ■

For information on the work of BDP, please visit: www.bdp.com/en/

T OP T AKEA w A y S

Understand, analyse and utilise the underlying data that drives CO2e emissions.

Target the big wins and take a holistic view to reducing CO2e emissions across every aspect of the project.

Focus on the benefits of reducing CO2e emissions both for the health and wellbeing of occupants, and reducing ongoing operating costs, i.e. local energy generation and future price of fossil fuels.

Only build what is needed, but enable flexibility for future trends to ensure the project does not become a zero-carbon white elephant.

Take responsibility for the impact of your building and the activities within.

Offset any remaining embodied carbon emissions within the project or through hyper-local carbon offsetting initiatives.

Frontage of the planned advanced technology centre at the norwich research park

net Zero carbon buildings Standard

In development for Science and Technology buildings

there is a lot of talk around the challenge of low energy buildings and how to get to net zero, but the truth is that there is a lack of clarity or understanding in what this means to businesses and their building assets.

Whilst significant progress has been made in defining what ‘net zero’ means for buildings in the UK, a process of

market analysis showed a clear demand for a single, agreed methodology and definition. The UK Net Zero Carbon Buildings Standard will enable industry to robustly prove their built assets are net zero carbon and in line with our nation’s climate targets.

This initiative has been steered by leading industry bodies including Better Buildings Partnership (BBP), Building Research Establishment (BRE),

Carbon Trust, Chartered Institution of Building Services Engineers (CIBSE), IStructE, LETI, Royal Institute of British Architects (RIBA), Royal Institute of Chartered Surveyors (RICS), and UK Green Building Council (UKGBC) who, with others, will be coordinating the development of this standard.

The initiative is a collaboration with industry bodies and science and technology organisations who have extensive knowledge and influence in the built environment sector. It will develop the guidance and methodology for robust net zero claims for real estate assets, including science and technology buildings. Currently without an established methodology, there is a lack of consensus and comparability of net zero carbon building claims.

vE r I fy IN g BUI l DIN g S

The output will address both new and existing buildings and will determine the requirements for achieving and verifying a built asset as net zero carbon in the UK market.

The Net Zero Carbon Building Standard will set out the performance targets that need to be met, covering both operational embodied carbon emissions. This will include specific science and technology building targets. It will align with the UK’s 2035 emissions reduction targets (78%) and UK Net Zero 2050 targets. It will also cover the procurement of renewable energy and the treatment of residual emissions, including carbon offsetting.

The project will provide the auditing, verification and reporting requirements but not provide a certification service. The standard will firstly establish methodologies for net zero carbon claims based on in-use measured data. However, it may also develop an approach to verifying an asset at design stage or once the asset is built but not yet operating.

C A ll f O r E v IDENCE

The project is calling on UK built environment industry practitioners to share embodied carbon and in-use operational energy performance data for their buildings. This is crucial in determining a baseline metric that is appropriate to the building typology and use. To develop the Standard, benchmarks will be agreed for the operational energy usage and embodied carbon performance levels today, and limits and targets will be set out for

future years based on the industry’s required decarbonisation trajectory.

To do this, the project is seeking case study operational energy use data and embodied carbon data from science and technology buildings which will provide context of how the buidings are being maintained and used. Could your building help in providing this data? The project is looking for energy data on the following types of buildings:

• Research Lab - General (<or= Containment level 2)

• Research Lab - High Demand (Containment level 3 or above, Animal Unit, etc)

• Pharmaceutical

• Other Labs

• Computing centre

• Other science & technology building. ■

For more information on the call for evidence and how to submit data, please see: www.nzcbuildings.co.uk

Simon Ebbatson, principal at Introba is leading the science and technology sector working group and can answer any queries or advice on Net Zero delivery in action and also how to get involved in this benchmark data collection. Feel free to reach out to Simon for any questions or to get involved at: simon.ebbatson@ elementaconsulting.com

Introba is a leading design consultancy that provides innovative engineering and design services through digital transformation and sustainable systems. Find out more at: www.introba.com

"T H e PROJ e CT IS CA ll IN g ON UK b UI l T

e N v IRON me NT INDUSTR y PRACTITION e RS TO SHAR e emb ODI e D CAR b ON AND IN - US e OP e RATIONA l e N e R gy P e R f OR m ANC e DATA f OR TH e IR b UI l DIN g S - CRUCIA l IN D e T e R m ININ g A b AS el IN e me TRIC ."

simon ebbatson, principal at introba

Trends

q uantitative and qualitative analysis of the innovation ecosystem

time to change

ata compiled by the International Energy Agency reveals that the chemical sector is the largest consumer of industrial energy, and the third largest industry sub-sector for direct CO2 emissions.

Around half its energy input is consumed as 'feedstock' (fuel used as a raw material rather than as a source of energy), and the sector's energy consumption is being propelled by ever-increasing demand for a vast array of chemical products.

Major end-user sectors, notably packaging, construction and automotive, are huge consumers of plastics, which are mainly derived from high-value chemicals, and demand for plastics has only recently begun to gain momentum in many developing countries.

It may not affect the sector's profitability in the short-term, but could directly impact credibility, value, and growth in the long-term if greener solutions are not considered and implemented.

Indeed, the chemical industry can provide immense value to the world - and protect its global positioningby pursuing sustainable growth using cleaner and more 'earth-friendly' chemical manufacturing practices and processes.

What is referred to as 'green' chemistry holds the key to identifying sustainable ways to transform raw

"Dmaterials into products and finding alternative energy sources because our natural sources face depletion.

The scale of the challenge is immense. The chemical industry reached almost $4 trillion in global revenues during 2019, and the total swelled to $5.7 trillion when sales of pharmaceuticals are included.

Whilst Covid-related factors saw a decline in revenues during 2020, many observers believe sales of chemicals will now double by 2030.

Furthermore, the continued decline of raw materials, increased pollution resulting from chemical processes and products, and other risks arising from the presence of hazardous chemicals, are attracting significant attention from consumers and investors alike.

With ESG investments on track to become a $30 trillion category by 2030, the increased scrutiny the sector is currently receiving will not wane.

ADD r ESS T h E CONCE r NS

I have published a White Paper detailing both the progress in green chemistry, and the challenges which must be overcome to achieve widespread implementation of sustainable practices.

It’s clear we must be prepared to address the concerns of companies as they look toward the implementation of greener processes and products, ensuring that any desired molecule is delivered to end-users using safe, viable and sustainable processes.

Dr Elena Merisor, who oversees Actalent's laboratory practices' initiatives across the UK and Europe, provides a summary of recent publications on the challenges and opportunities for 'green' chemistry.

'Green' chemistry holds the key to identifying sustainable ways to transform raw materials into products and finding alternative energy sources

At Actalent, Dr Merisor specialises in providing project-based management, technical consultancy, and people management across an array of areas, including laboratory management and testing, drug safety, regulatory affairs, and environmental services and more.

She previously worked for contract research organisations in Switzerland, Germany, Singapore and the UK, after completing her doctoral studies and post-doc research in Romania, Germany and the UK.

The challenges corporates face includes their future profitability, the need to reconfigure their business and operating models to accommodate green chemistry practices, and the requirement to also integrate their partners along the value chain.

Understandably, they also have significant concerns about energy price increases, the scarcity of raw materials and the volatility of commodity prices.

Ensuring that the new processes are compatible with their current technologies, can be integrated into their future technologies and their digital operations, will also be a major and ongoing challenge.

However, it is accepted that change can't come simply from the giant corporations operating in the chemical and pharmaceutical sectors.

In short, we all have a role. For instance, chemists and chemical engineers have enormous control over manufacturing processes, not least by selecting the most sustainable synthetic routes and applying the principles of green chemistry,

Specifically, they can aim toward more efficient bond-making reactions, the employment of faster, safer, and cheaper methods, with less and 'greener' solvents, and the use of catalytic paradigms for synthesis which is 100% efficient.

Chemical companies should develop sustainable and cost-effective alternative feedstocks, largely bio-based, make greater use of CO2 (an inexpensive and renewable feedstock) for the synthesis of chemicals, and invest more heavily in green chemistry R&D.

MU lTIP l E OPTIONS

Whilst companies are making steps towards those goals, the global chemical industry should explore multiple options, including partnerships and alliances between industry leaders, senior politicians, policymakers, academics and communities.

Furthermore, designers of plastics focus more on sustainability, particularly in how they select chemicals, and to see green chemistry practices incorporated along supply chains, including manufacturers of generic drugs and suppliers of active pharmaceutical ingredients (API).

However, the industry and its scientific communities could also adapt the language they use to discuss green chemistry.

Achieving change on global scale in such a complex industry is not simply about products and processes, or the evolution and implementation of more sustainable models.

Adopting language, which is simple and clear, and can be easily understood by non-scientific communities, will be absolutely critical for everyone involved. The case for green chemistry won't be effectively made until we all use words and concepts which resonate with everyone.

Within niche audiences, jargon and acronyms are well understood, but we have to understand that to reach wider audiences, we have to leave such language behind in the laboratory.

It’s unanimously accepted by researchers and engineers that although the chemical industry has tremendous opportunities to deliver pioneering science – for the greater good of the planet and all its people – that devising and implementing radical changes will not be easy, even for the most committed.

In summary, green chemistry is at the frontier of science and is continuously evolving. It will require conviction, patience and support to keep research institutes, academia and our industry aligned with changing rules and regulations,

The transformation which we desire, and the world requires, will also require the very best of science and innovation, as well as the application of emerging design systems and thinking.” ■

Actalent is a global services and talent solutions company specialising in sciences and engineering.

More information about green chemistry, and a complete list of references which Dr Elena used to research her White Paper is available at: www.aiche.org/resources/ publications/cep/2022/december/ green-chemistry-key-sustainable-growth

Uk faces science and tech drain

n the world of science and technology, never before has there been such a deeply felt need for joined-up thinking. The industry is urgently calling for a cohesive approach between public and private sectors, within and throughout government departments, across cities and regions, and within the science park community itself.

This is the key concern that emerged loud and clear from over 100 conversations we had with senior decisionmakers from the UK’s most ambitious and fast-growing science and technology businesses. The findings make illuminating reading in our Building a Future for Science and Technology report.

The headline takeaway is that the UK risks an exodus of some of its most promising science and technology businesses. Almost one in six revealed firm plans to relocate overseas over the next three years, with 88% giving it meaningful consideration.

A key driver of this discontent is the government’s lack of understanding of the sectors’ needs. The limits on employing overseas talent underlines this point, with the policy adversely affecting nearly 30% of the companies we interviewed. The many months that a science minister was recently missing from the government’s cabinet further demonstrates a lack of genuine commitment to the sector.

The science and technology companies we interviewed also cite problems at a local level, which raises issues for local authorities, city planners, and science parks. Transportation is crucial with a fifth complaining their current premises are not accessible by public transport and a further 16% reporting that wider transport links aren’t good enough to attract the talent they need. A lack of affordable local housing is a problem for more than one in five.

Their premises are also raising concerns, with almost half of those we interviewed unsure that their current premises will meet future needs, (rising to 78% among smaller companies).

One fifth feel their premises are not attractive or environmentally sustainable enough, which is becoming a higher priority as they are currently struggling to meet the eco and environmental demands of potential recruits and existing employees.

SI g NI f ICANT IMPACT

All these issues are having a significant impact on recruitment - and in turn, growth. Over a third are finding it hard to fill crucial support roles such as lab technicians and admin staff, as this section of the workforce is especially impacted by the cost of local housing and lack of transport links. Meanwhile, almost half are having difficulty filling more senior roles. These issues have become so pronounced that almost a third told us they need to be nearer a larger pool of talent – which for many is overseas.

liz Sparrow is a partner at ridge who leads the science and technology sector.

she is a specialist, highly skilled architect with extensive experience of working in complex, technically demanding projects, and alongside world class engineers.

There’s no lack of ambition or opportunity for growth within the science and tech communities. Indeed, the companies we spoke to expect to grow by 52% over the next three years. But they need to be in the right environment to make this possible. That means having a base with the right infrastructure, excellent transport links, a suitable range of housing options, and premises to attract the partners, suppliers, and talent they need.

Our findings also come back again to the critical issue of a lack of joined-up thinking. Regardless of their size, science and technologybased businesses are highly dependent on each other. This is borne out by the fact that a third of the companies we spoke to want to be near other science and technology businesses, a quarter want to be closer to major academic institutions, and 30% feel their growth plans are being limited by their lack of available suppliers. Collaboration and innovation are driven by being located in a science and technology eco-system. It becomes easier to operate and creates a greater magnet for the specialist talent and supplies the sector collectively needs.

D I v E r SIT y IS KE y

Our policy makers cannot afford to simply focus on the needs of the big players. Diversity in science and technology community clusters (whether company size or typology) is key if all are to thrive. Every company which exits these diverse eco-systems and relocates overseas - or simply fails to thriveweakens the future for everyone else. To protect one, we must plan for all. But it is obvious that no single body can do this alone. It needs to be a collaborative effort that unites every organisation and community that plays a role in this dynamic industry. That is the key if the UK is to continue to create – and retain – a range of its science and technology companies – from start-ups to powerhouses. ■

The Building a Future for Science and Technology Report by Ridge and Partners is free to download at: www.ridge.co.uk/insights.