Aston_University_EBRI.pdf

 Aston_University_EBRI.pdf

B62d2fb1b594adea59af817a85c2757b?s=128

Iain Mansell

July 10, 2019
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  1. 3.

    About EBRI Researching bioenergy since 1970s • £20 million building

    – 7 state-of-the-art laboratories – Unique demonstration pilot plant offering demand side grid management • Team of 70+ – Internationally-renowned researchers – Business experts – Knowledge transfer staff
  2. 6.

    Click to edit Master title style Ø First company in

    the world to industrialise the process of recycling waste coffee grounds into advanced biofuels and biochemicals Ø Use existing energy and waste infrastructure Ø The plant can process 50,000 tonnes per year = 1 in 10 Ø R&D into biofuels and biochemicals Upgrading: Bio-Bean
  3. 7.

    Click to edit Master title style Key players Ø Energy

    suppliers Ø Energy networks Ø Local authorities Ø IT/Data services Ø Data analytics Ø Security Ø Consumer electronics Ø Telecoms Ø Hardware manufacturers Ø Consultancy Ø Legal advice Business Opportunities
  4. 8.

    FEEDSTOCKS COLLECTOR S AGGREG.S QC/QA PROCESS USERS/RETAILERS/ MARKETPLACE PACKAGING STANDARDS

    Saw Dust Wood Chips Rotten Wood Pellets Briquettes Sustainable Energy Development (Eccleshall) JM Group Industrial Fuel Waste Wood (Construction Furniture etc.) TYSELEY In situ Standards required by the marketplace determine QC/QA Energy Crops (Miscanthus, Willow, Straw etc.) Terravesta Pellets EN 14961-3 EN 15234-2 EN 14961-6 VISUAL EMISSIONS DIRECTIVE EMISSIONS DIRECTIVE EN 14961-1 PACKAGED SOLID FUEL PACKAGED SOLID FUEL PACKAGED SOLID FUEL Company 1 Company 4 Company 5 Company 6 Company 2 Company 3 POTENTIAL PROVIDERS Agripellets Wood Offcuts ENABLING TRADE
  5. 10.

    EBRI Engagement Projects ERDF - £20 million Building and business

    support project • 1:9 GVA increase - £9 million impact • West Midlands area • 2011 - 2015 • 63 Jobs • £500,000 increase in turnover • £400,000 Increase in research Bringing Bioenergy to North West Europe – multi country project • EURO 5 Million • 14 partners • Mobile demonstration units • Software tools • Produced technology deployment plans • ERDF – Business and Research • 5 LEP area • 2016 - 2019 • £2,384,952
  6. 11.

    EBRI Contracted Outputs and Progress Towards Achieving Them Outputs Project

    Target At June 2019 Number Achieved % Complete C1 Number of enterprises receiving support 93 103 111% C4 Number of businesses receiving non-financial support 93 103 111% C5 Number of new enterprises supported 8 11 138% C26 Number of enterprises cooperating with research entities 31 39 126% C28 Number of enterprises supported to introduce new to the market products 11 12 109% C29 Number of enterprises supported to introduce new to the firm products 15 23 153% Source: ERDF Claim Forms EBRI “Business Investment in Research” Benefits: Outputs EBRI “Business Investment in Research” Outputs - Quantity
  7. 12.

    EBRI “Business Investment in Research” Benefits: Outputs Quality of Outputs

    Achieved: • EBRI provided an average of 36 hours of support to the businesses Ø Minimum ERDF requirement is 12 hours of support Ø EBRI delivered 300% of what was required • One business alone is forecasting to recruit over 50 new staff as a result of working with the project • 68% of businesses told us that they would have been prepared to pay for the service they received. EBRI “Business Investment in Research” Outputs – Quality of Support
  8. 13.

    EBRI “Business Investment in Research” – Benefits: Business Community The

    project has proven success in: • Diversification of products and services • Increased SME spend in research and development • 50% of companies believe they will create new jobs • 77% of companies reported a positive impact – increases to 87.5% for businesses who received in- depth support. The in depth case studies with Recorked UK, Harrington Woodfuel, 412 Sensors Ltd, FuturEnergy Ltd, Modus Waste, Stirling Wood Associates, and International Synergies Ltd all bring this to life. EBRI “Business Investment in Research” Benefits: Business Community
  9. 14.

    EBRI “Business Investment in Research” Benefits: Economic Impact EBRI “Business

    Investment in Research” – Benefits: Economic Impact HM Treasury Green Book methodologies find the project has – in all LEP Areas • Directly and indirectly has the potential to create 169 jobs over the next two years • Generated a potential £3.6 million of GVA to date • Has the potential to generate £19.9 million of GVA over the next two years • Has the potential to generate £1.47 million increase in SME research, development and innovation spending over the same period • Performed exceptionally well in terms of value for money against outputs achieved.
  10. 15.

    EBRI “Business Investment in Research” – Benefits: Business Community Small

    selection of quotes from participating businesses: • “Excellent content, well presented and easy to digest” • “Broken down very well in a manner a complete novice could start to piece together” • ‘’Conversations with academics were particularly invaluable’’ EBRI “Business Investment in Research” Benefits: Business Community
  11. 17.

    The highly acclaimed “Master Class” Workshop Programme Understand the interaction

    between feedstock, technology and supply chain Identify potential issues to be considered through planning Ascertain the main techno- economic variables Identify new business opportunities within the bioenergy value chain and in waste to energy
  12. 18.

    Feedstock appraisal and analysis Review of feedstocks and suitability for

    available technologies Testing and characterisation of materials Appraisal of results Assessment of energy products
  13. 19.

    Collaborative projects and placements Help to develop new project and

    processes Access to national & international networks and opportunities Student projects and placements Connections to regional and national networks for resources, skills and expertise Funding
  14. 21.

    What is the project really about? • What do you

    want to do and why? • How does it fit with what is out there? • Benefits strategy – who gets what? • What do you need to make it work? • How will you achieve and impact
  15. 22.

    Working with funding • Funding bodies • Timescales • Audits

    • Rules and opinions • Project plans and reality • Mission drift • Consistency • Assertiveness • Patience
  16. 23.

    • The back office is critical • The project should

    be driven by marketing • Understanding of target groups • Selling points • Clear offer - benefits • Fulfilment of expectations • Use the right language • The right people are needed • Blend of business and technical • Project management and political Project Delivery
  17. 25.

    Generating long term impact • Reaching the “right” companies •

    Business needs vs project KPIs • Quality and quantity • Not one size fits all • Connections to commercial funders • People and relationship • Results not predictable – flexibility needed
  18. 26.

    Working together • Single front door problematic • Themed gateways

    • Project developers are innovators – added value • Good quality information about offers • Individual specialists collective delivery
  19. 27.