Faculty of Science and Engineering Business Engagement Vision , - PowerPoint PPT Presentation

Faculty of Science and Engineering Business Engagement Vision , Strategy and Update Professor Lin Li Associate Dean, Business Engagement and Innovation Dr Sandra Crosbie Business Engagement Support Team Manager

Business Engagement 1. Business Engagement is a core business of the university. 2. It includes: collaboration with industry and external non ‐ academic organisations for research, teaching, consultancy, CPDs and executive training, knowledge exchanges, spinouts, licensing etc. 3. It is closely related to research (impacts, grants, industry chairs, fellowships, PhD studentships), teaching (curriculum, employability), society responsibility and wealth creation for the economy. 4. It relates to the university’s reputation in society. 5. It is an important source of income to the university. 6. It is one of the important criteria for staff promotions.

University Targets 1. Business income (FSE) £12m. 15% of FSE research income, T arget:increase to 100% to £24m by 2020. 2. Business Income (University) : university: £30m, aim to achieve £60m in 2020. 3. Strategic industrial partners – from 10 now to 20 in 2020 – i.e. 2 new strategic partners each year . 4. Staff with industrial research income (R ‐ codes): now average 12%. Aim to increase to 15% by 2020.

Staff Promotions 1. Research 2. Teaching 3. Services 4. Knowledge Transfer and Enterprise e.g. Lecturer to Senior Lecturer 1) A significant contribution to the development of academic enterprise across a broad range of enterprise or cultural activities. 2) Significant involvement in knowledge creation and transfer in conjunction with partner organisations in industry, commerce, government. This could be in the form of externally funded research and/or consultancy. 3) Involvement in creation of and/or commercial exploitation of intellectual property 4) Success in transferring research results to commercial, professional or other practical uses ( research impacts ) 5) A significant involvement in regional, national and international enterprise bodies.

Examples of Success $100 m BP ‐ ICAM: BP International Centre for Advanced Materials • Surface interactions • Surface protection (corrosion) • Material separations (e.g. water/oil) • Structural materials £60 m GEIC – Graphene Engineering Innovation Centre • £30 m from Masdar • £15 m from HEFC • £5 m from Innovate UK • Applications of graphene in industry.

Russell Group Industry Income Comparison (2014 2015) £m 70,000 60,000 50,000 40,000 30,000 Non ‐ EU industry, commerce & public corporations 20,000 EU industry, commerce & public corporations 10,000 UK industry, commerce & 0 public corporations

University Level Business Engagements 1. University Business Engagement Strategy Group (BESG) – meeting every month, chaired by Professor Luke Geoghiou, Vice President for Research & Innovation. 2. University Business Engagement Group : meeting every month, chaired by Luke Georghiou 3. Kris Matykiewicz – Head of Business Engagement 4. University Business Engagement Strategy: 2012 5. University Business Engagement Strategy Review: Jan 2015

Strengths Weaknesses 1. Highly reputable in graphene, materials, nuclear 1. BE activities not joined up or coordinated. (energy), bio ‐ technology, computer sciences and 2. Lack of communication between the schools on BE. chemistry . 3. Much lower non ‐ EU industry income compared with 2. A large and influential alumni community (120,000 EPS) other top UK universities. 3. Strong engineering and technology – long history . 4. No incentive or motivations for academics to engage in 4. Manchester heritage – 25 Nobel prizes mainly from EPS. BE. 5. Established business engagement team. 5. Industry income mainly from a few academics. 6. Graduates desirability is top in UK voted by employers 6. Alumni income mainly from personal sources. (High ‐ Flyers). 7. Strong KE activities. Opportunities Threats 1. Non ‐ EU industry collaborations – graphene, big data, 1. Other universities (e.g. UCL, Southampton, Sheffield) new energy , rail, material science, manufacturing are taking faster actions. 2. Creating large (£>60m) T echnology Innovation 2. Staff are too busy and there is no time for BE. Centres (TICs) 3. Early career staff do not know how to engage. 3. MECD industry/alumni participation. 4. Lack of resources for support. 4. Sir Henry Royce Institute industry participation. 5. Schools do not have the power to change external web 5. GEIC wider industry participation. content. 6. University beacons 6. Continue with disjointed approaches. 7. Northern Powerhouse. 7. Responsive ‐ only approach to BE. 8. Alumni’s organisations resources. 9. Students (PG, UG ) and RAs for spinouts supported by staff .

FSE BE Vision (2020) 1. Partner of choice for for business and external organizations in Engineering and Sciences. 2. Within top 2 in the UK for business income. 3. An international reputation in innovations and wealth creation. 4. Contribute to 20% of FSE research income. 5. Imbedding BE and Innovation into our research, teaching, student experience, and social responsibility

FSE BE & Innovation Strategy 1. Coordinated and joined up approach to BE. Both responsive and pro ‐ active approach to BE. 2. 3. More support to early career staff for BE. 4. More effective use of Alumni’s companies and organisations. 5. Creating a cluster of large TICs in strategic areas with joint ventures of industry, government and university funding (spin ‐ ins). 6. More industry funded professors, fellows, studentships and laboratories. 7. More staff/student joint ventures for spinouts/innovations. 8. Better communications, support structures and incentives

FSE Business Engagement Priorities 1. To establish a coherent network of communications between faculty, schools and the university (complete) 2. To establish a faculty business engagement and innovation committee. (complete) 3. To establish school BE champions (complete) 4. To establish a dynamic database of EPS capabilities, technologies available for licencing and business collaboration ( 1 st round complete – over 100 technologies) 5. To establish EPS faculty strategic industrial partners (in ‐ progress) 6. To form faculty wide academic task groups for each major strategic companies (in ‐ progress). 7. To support Royce Institute BE. 8. To develop a MECD BE strategy and implantation. 9. To provide BE training for early carrier staff 10. To develop large TICs (in ‐ progress) 11. To establish a one ‐ stop club for staff/student interactions for BE.

Key Activities 2016 1. Formation of a BE&I Committee 2. Appointment of School Business Engagement Representatives (Colin Hughes for SEAS ‐ contacts list) 3. Update of internal Business Engagement FSE Webpages http://www.staffnet.eps.manchester.ac.uk/business ‐ areas/business ‐ engagement ‐ and ‐ innovation/ 4. Creation of LinkedIn Group https://www.linkedin.com/groups/8352542 5. FSE BE Strategy 6. EPS Technology Database and INPART 7. Faculty Strategic Partner Plan 8. Business Engagement Training Programme Roll ‐ out

EPS Business Engagement & Innovation Committee Prof Lin Li Associate Dean for Business Engagement & innovation BEST International TEAM Office Monthly KE meeting Careers TEAM Alumni UMIP (DDAR) School BE Reps Business Engagement University Business Strategy Group Engagement Group UBEG BESG 13

Suggested New Partners ‐ FSE AkzoNobel AstraZeneca Saudi Aramco Nestle Sabic CEAS Chemistry AkzoNobel AstraZeneca BASF GSK Merck Novartis Waters Jaguar ‐ Land Rover/T ata SCS AstraZeneca Eli Lilly Hitachi Pfizer ARM Oracle EADS/Airbus EAES Areva ExxonMobil Sellafield Ltd Shell Total EEE Philips Jaguar ‐ Land Rover/Tata Lockheed Martin EADS/Airbus Vodafone Raytheon Waters Material AkzoNobel EADS/Airbus Jaguar ‐ Land Rover/Tata Saudi Aramco Westinghouse Maths ARUP AWE Philips Rapiscan Ziess EPS MACE Alstom Amec Foster Whe eler ARUP EADS/Airbu GE s Jaguar ‐ Land Rover/Tata Schlumberg Ser llafield Ltd P&A E2V BBC Lynton Lasers Laser Quantum SINTEF Waters Sellafield Ltd NGI Boeing EADS/Airbus Jaguar ‐ Land Rover/Tata Lockheed Martin Waters AkzoNobel Photon Bluestone Materials Kratos Plessey Semiconductors Rapiscan Waters MIB Amec Foster Wheeler BASF GSK NovoNordisk Roche Shell Dalton AWE Hitachi Sellafield Ltd Amec Foster Wheeler ICAM AkzoNobel Amec Foster Wheeler Jaguar ‐ Land Rover/Tata FEI GE Ziess 3M Based on data collected by Mr Ian Bradley, April 2015

Business Engagement Training Introduction to Business Engagement FFSES0001 How to get started in Business Engagement FFSES0002 An overview of the different mechanisms that the University engages • with Industry and what support is available to initiate and progress these collaborations. • What is Business Engagement and Innovation? • Why is it important? • How do we engage with Industry? • What support is available for researchers? • Where can you find out more information? To give academic staff and PGR students guidance on how they can • start to work with industry. • How to connect with industry • How to make yourself visible to industry • Understand what you can offer • Understand what industry needs • How to write a business friendly profile