Aston University, European Bioenergy Research Institute (EBRI) · Energy Carbon Sustainability Focus Consultants Focus House Millennium Way West Phoenix Business Park Nottingham NG8

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Aston University, European Bioenergy Research Institute (EBRI) Summative Assessment and Evaluation of EBRI Project “Business Investment in Research” Interim Evaluation Report May 2018

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Prepared By:

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Focus Contact: Helen Sykes, Consultant

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Project: Aston University, European Bioenergy

Research Institute (EBRI)

Document Title: Summative Assessment and

Evaluation of EBRI Project

Date: May 2018

Authorised By: Ian Stevens, Partner

Signature:

© Focus Consultants 2010 LLP


http://www.focus-consultants.co.uk/









EBRI Evaluation Interim Evaluation Report

R0942/Interim Evaluation Report 1 April 2018

CONTENTS Page Nr

Executive Summary 2

1.0 Introduction 4

2.0 Project, Background Overview and Context 6

3.0 Project Outputs Achieved 10

4.0 Strategic and Policy Context 12

5.0 Consultation with Beneficiary Businesses 33

6.0 Consultation with Partners and Delivery Team 53

7.0 Summary and Conclusions and Recommendations 62



Executive Summary

In October 2017, Focus Consultants was appointed by the European Bioenergy Research Institute

(EBRI) at Aston University, to undertake an independent summative assessment and evaluation of the

ESIF funded project “EBRI: Business Investment in Research”. There are two phases to this exercise

– this, the interim evaluation, followed by a summative assessment to be completed in June 2019,

following the conclusion of the project. This report sets out the findings of the interim evaluation.

The project supports the development of a regional bioenergy supply chain and the promotion of

innovative new bioenergy technologies. It began in 2016, and will run until 2019, supporting the exchange

of ideas, and commercial research as a means of enabling local businesses to identify business and value

opportunities. Alongside this, the project helps businesses identify and trial technologies or processes

that help them diversify or identify potential new products or services.

Progress to Meeting Targets

EBRI is making excellent progress in meeting targets of business support associated with the ESIF

grant that co-finances the current phase – with over 90% completion in the “numbers of enterprises co-

operating with research enterprises”. This shows the project team are able to interpret the complicated

technologies of the project for the business community, and encourage SMEs to make commercial use

of these technologies.

With regards to project targets in each LEP / COR (Category of Region), EBRI has acknowledged the

disparity between the different areas, and plans are now in place to focus on the Greater Birmingham

and Solihull, Black Country and The Marches LEP Transitional Areas to address evident imbalances.

The project has already reached its target in The Marches LEP “Developed” and Stoke-on-Trent and

Staffordshire “Transitional” LEP areas and has exceeded initial targets in the Greater Birmingham and

Solihull and Coventry and Warwickshire “Developed” LEP areas – in all these cases progress stands

at 100% achieved or over.

Strategic and Policy Context

If anything, EBRI appears to be more relevant in the strategic climate of 2017 / 18 than at any time in

the past, as both locally and nationally the emphasis of partnerships becomes increasingly focussed on

technology, energy from waste, climate change and business support.

At a national level, EBRI strongly supports the findings of recent studies including the Dowling Review

of Business and University Research Collaboration, the DBIS and UK Government “Industrial Heat

Recovery Support Programme Consultation 2017”, “Building Our Industrial Strategy 2017”, “Clear

Growth Strategy and “National Energy Policy”.

Locally, EBRI is becoming increasingly significant to the implementation of local and regional

partnership strategies including the West Midlands “Regional Energy Policy Commission” and “Science

and Innovation Audits” of 2018 along with the evolution of Local LEP Strategies.



Consultation with Beneficiary Businesses

Feedback from Businesses: The feedback from business beneficiaries, through the consultation

questionnaires completed at the Master Classes, reveals all participants consider the service received

to be “good” with 68% rating it “excellent”. Specific comments include:

“Excellent content, well presented and easy to digest”

“Broken down very well in a manner a complete novice could start to piece together”

The overall impression is that EBRI is very good at ‘translating’ difficult academic concepts for a general

business audience. Positive feedback includes:

• The Master Classes are very well received

• The feedstock testing is a very useful part of the EBRI offer

• EBRI has provided businesses with the information they need to make key strategic decisions

affecting future business growth

Business Case Studies: In depth interviews with four beneficiary companies are testimony to the

positive impact EBRI is having on very different types of commercial activity from recycling corks, wood

fuel, engineering consultancy and refined fuel production. EBRI has helped clients make decisions on

markets, guided investment in new machinery, and proved the market credibility of technology to

potential investors.

Consultation with Partners and Delivery team

This current EBRI project has benefitted from the lessons learnt during the last ERDF funded phase,

as well as implementation to date – both influencing delivery going forward.

EBRI is making very good progress towards achieving targets – particularly in the early stages of

business engagement, and in providing information for long-term development. However, the majority

of businesses are part way through the process and have yet to realise the principal benefits of

participation. The team identified a number of reasons for this:

• The process is inevitably long, with the realisation of value taking place over years.

• Many of the businesses engaged are small, micro SMEs, without access to the capital required to

invest in new technology and take EBRI’s recommendations forward.

• There are some structural issues which make it difficult to access further funding – through Innovate

UK for example

There are some ‘cultural’ differences between academia and industry – particularly the smaller SMEs

that make up the majority of EBRI’s clients. However, EBRI is very business oriented, with the Business

Research Team now particularly adept at acting as an ‘interface’ between businesses and researchers.

This ability to 'translate' and 'speak the language' of both groups could be seen as a key factor in EBRI's

success.



Recommendations

• EBRI is supporting a range of differently sized businesses, which is positive. However, to ensure the

true realisation of “value from waste”, “new products to market” and “business and economic growth”,

it may be necessary to focus resources on those most likely to be able to access investment capital.

• The successful achievement of short term funding targets can detract from a focus on the ‘big picture’

– for example using the technologies to meet global challenges, such as climate change. EBRI can

address this by undertaking regular reviews of organisational position and capacity, and how the

team can put itself in a position to address macro-economic and social issues.

• A further linked recommendation is the development of a 20 or 30-year plan, setting out where EBRI

sees itself this far into the future, using the expertise of the team to present a vision of the type of

industry and companies that it will be supporting.

Next Steps

This is an Interim Report, based on an assessment of the information available. To provide a

comprehensive summative evaluation at the conclusion of the project, it will be necessary to collect

additional data on the businesses that have benefitted. Specifically, we will want to assess the impact

of the business engagement with EBRI, over and above the measured outputs. To do this, we will

contact businesses at the end of the engagement process to obtain:

• Additional staff employed as a result of the EBRI project

• Additional turnover as a result

• New services or products to market as a result

This will be a priority in the work programme for 2018 / 19.



1.0 Introduction

In October 2017, Focus Consultants was appointed by the European Bioenergy Research Institute

(EBRI) at Aston University, to undertake an independent summative assessment and evaluation of the

ESIF funded project “EBRI: Business Investment in Research”. There are two phases to this - an interim

evaluation, to be followed by a summative assessment in June 2019, following the conclusion of the

project. This report sets out the findings of the interim evaluation.

As outlined in the brief, this interim evaluation includes:

• An overview of the project in terms of background, context and delivery

• A consideration of the outputs achieved to date

• A review of the strategic and policy context, and analysis of whether the project fulfils the current

policy agenda

• Consultation with beneficiary businesses, including feedback from attendees on the Master Classes,

and in-depth consultation with a sample of businesses who have benefited from one to one support

from EBRI

• Consultation with the Project Delivery Team and key partners

• Conclusions and recommendations for future provision based on the findings from all the above.

This report sets out this work in detail. It is a result of a desk-based evaluation of existing documentation,

as well as telephone and face to face interviews.

The summative assessment which will follow the conclusion of the project will include:

• Further engagement with the Project Delivery Team, partners and stakeholders

• Comparator review – a desktop study of complementary projects

• Additional in-depth profiles of beneficiary businesses

• Delivery of key data

• Strategic review – analysis of the changing policy context

• Final assessment of key data

• Economic Impact Assessment – full analysis of all project metrics

• Presentation of full evaluation.

Focus has taken every care to conduct the study professionally, openly and thoroughly, to retain an

objective stance, to balance the opinions expressed and explore the justification for the comments

made. It must also be recognised that there are inevitable budget and time constraints, which limit the

resource available for the evaluation.



2.0 Project Overview

2.1 Background and Context

The European Bioenergy Research Institute (EBRI) at Aston University is a world leading centre for

bioenergy research and technology development. Created with the assistance of the European

Regional Development Fund (ERDF), EBRI evolved from a research facility with the installation and

commissioning of capital plant and equipment to the delivery of structured industry engagement

programme for bioenergy and associated sectors.

EBRI Phase 1: The original EBRI project was co-financed by an ERDF award in 2011, to fund a

1,900m² building to house an industrial research and demonstration facility focused on bioenergy –

notably the combination and calibration of advanced thermal and biological processes, focused on

intermediate pyrolysis and gasification, anaerobic digestion and thermo-chemical refining of plastics

and biomass to high quality products and fuels.

EBRI then diversified to accommodate a more business-orientated agenda. The original demonstration

aspects were adapted to facilitate the transfer of bioenergy technologies and expertise to regional

businesses – with an increasing focus on fostering innovation and supporting SMEs achieve concrete

results. The first phase was completed and fully evaluated in 2015, with the evaluation findings,

including extensive consultation with the business community directly informing Phase 2.

EBRI Phase 2: Now funded through ESIF, Phase 2, the “EBRI:

Business Investment in Research” project, supports the

development of a regional bioenergy supply chain and the

promotion of innovative new bioenergy technologies. It began in

2016, and will run until 2019, supporting the exchange of ideas,

and commercial research to enable local businesses to identify

business and value opportunities. It also supports businesses

to identify and trial technologies or processes that help them

diversify into bioenergy or develop new products or services.

The EBRI team facilitate collaborations between businesses and academics and support applied

research. They engage local SMEs in knowledge exchange, research and innovation, bringing new

products and processes to market in bioenergy and energy systems. The new programme builds on

the most successful aspects of previous industrial research and engagement projects through business

engagement and support as follows:

2.1.1 Business Engagement

Initial business engagement is through a series of workshops that provide a broad understanding of the

cutting edge practical research knowledge of EBRI. Business decision makers, entrepreneurs and

developers are invited to attend a two-day Master Class, brokerage, funding or networking event to

build awareness of bioenergy and energy systems and their applications.



2.1.2 Business Support

After engagement the team provide a minimum of two days of personalised service tailored to each

business to enable them to understand the technologies, apply them in a commercial environment and

bring them to market. The support takes the form of:

• Testing: SMEs have access to pyrolysis test facilities, feedstock analysis, and company reports on

viability and technology requirements.

• Feasibility studies: staff conduct studies on bioenergy and energy systems, assessing the nature of

the site and feedstock, the proposed technology and economic assessments of risk and return. This

service includes decision support tools and economic modelling, as well as technical assessments

of feedstock logistics and transport.

• Technology: an assessment of emerging products and technologies.

• Markets: the team provide an appraisal of the bioenergy marketplace in a detailed options and

opportunities report.

The project will increase investment in research by SMEs in technologies identified through smart

specialisation in the growth area of “low carbon”. It builds directly from demand from the business

community.

2.2 Project Management and Governance

The diagram below shows the team structure for the EBRI Business Investment in Research project.

Project funded staff are shown in blue.



BRA – Business Research Associate



The project governance is managed as follows:

• Quarterly reports on the project into EBRI management meetings.

• Monthly Project management meetings – including Director of Institute and Deputy Dean of

Engineering School, through to the Dean of School and University Executive.

• Formal reports on finance, targets, marketing, compliance issues and development opportunities.

• Presentation of marketing plans, finance and target tracking reports.

• Weekly project team meetings to guide day to day development.

2.3 Project delivery

The project is delivered step-by-step. Engagement with SMEs is initiated through a varied programme

of master classes and networking events, to demonstrate EBRI’s capacity and raising awareness of the

services on offer. Appropriate businesses are then invited to a more in-depth engagement process, with

tailored reports and studies specific to their area of research or interest. The key activities are:

• Business Engagement – the customer journey starts with initial engagement through workshops

and events targeted at business decision makers, entrepreneurs and managers.

• Practical feasibility studies on bioenergy and energy systems – how the technology can be

applied to each company and a full economic assessment of the risks and returns, with the emphasis

on the next practical steps.

• Horizon scanning assessments of emerging products and technologies.

• Market assessments – reports to each company on the current state of the bioenergy market place

and where each is best positioned.

• Access to the demonstration facilities of advanced gasification, pyrolysis, CP engines and

integrated systems.

• Seminar workshops – with business decision makers.

• Value chain mapping – advice on value / supply chain opportunities.

• Material testing and analysis – matching material character with technology solutions.



3.0 Project Outputs Achieved

3.1 Inputs

The costs are:

• Project Manager £253,075

• Research £325,189

• Lab Tech Support £103,367

• Demonstration support £256,469

• Technology/ Economic Analysis £59,198

• Business Development & Marketing £305,004

• Direct technical support £519,384

• Business Engagement £60,173

• Finance, accounting, legal and technical support £223,352

• Marketing, travel, consultancy, consumables and office costs £143,914

• Demonstrator Operation £220,000

3.2 Outputs – progress towards targets

ERDF funding is characterised by a series of predetermined outputs and outcomes, against which

tangible success can be measured. The following table lists each of the outputs (code number and

definition), and records the project target, numbers achieved to date, and a percentage which indicates

project towards targets.

Outputs Current to date Project Target % Complete

C1/C4 Number of enterprises receiving

support/ Number of businesses

receiving non-financial support

79 93 84.95%

C5 Number of new enterprises

supported

6 8 75.00%

C26 Number of enterprises

cooperating with research

entities

29 31 93.55%

C28 Number of enterprises supported

to introduce new to the market

products

4 11 36.36%

C29 Number of enterprises supported

to introduce new to the firm

products

8 15 53.33%

EBRI is therefore on track to achieve the targets outputs as agreed with ERDF. The total number of

enterprises engaged in support are progressing very well towards the targets of 93 and 8 enterprises

respectively. EBRI is in fact projected to overperform with regards to the number of enterprises receiving

support, with an additional 67 enterprises engaged to some extent, although not yet completed.



The team have also identified 7 potential Knowledge Transfer Partnerships (KTP) as a result of engaged

enterprises cooperating with research entities. Although a number of companies are progressing

towards achieving a C28 output, this is an area that needs more attention to achieve the desired

outcome. However, the objectives under the C28 and C29 outputs refer to new products, and despite

having delivered less than 55% of these so far, there is a shared understanding these benefits are most

often realised towards the end of the process.

3.3 Outputs – progress towards targets by LEP

Outputs – LEP /COR Split Current to

date

Project

Target % Achieved

Greater Birmingham and Solihull

Developed

27 20 135.00%

Greater Birmingham and Solihull

Transitional

0 6 0.00%

The Marches Developed 5 5 100.00%

The Marches Transitional 8 15 53.33%

Black Country Developed 17 27 62.96%

Coventry/Warwickshire Developed 14 12 116.67%

Stoke/Staffordshire Transitional 8 8 100.00%

With regards to overall project targets in each LEP / COR (Category of Region), EBRI has

acknowledged the disparity between the areas reflected in the table above. and plans are now in place

to focus on the Greater Birmingham and Solihull, Black Country and The Marches LEP Transitional

Areas to address this imbalance. The project has already reached its overall target in The Marches LEP

“Developed” and Stoke-on-Trent and Staffordshire “Transitional” LEP areas and has exceeded initial

targets in the Greater Birmingham and Solihull and Coventry and Warwickshire “Developed” LEP areas.



4.0 Strategic and Policy Context

The EBRI programme is available to eligible SMEs from five Local Enterprise Partnership (LEP) areas

in the Midlands being:

• Black County

• Coventry and Warwickshire

• Greater Birmingham and Solihull

• Stoke-on-Trent and Staffordshire

• The Marches.

It is important to recognise the nuances of each LEP’s strategic priorities. As such, we have undertaken

a brief review of each of the LEPs to show how EBRI is directly relevant to delivering their strategic

objectives. This is below. However, we start with an assessment of how EBRI relates to recent national

thinking on best practice work between academia and SMEs.

4.1 National Strategies

4.1.1 Encouraging a British Invention Revolution: Sir Andrew Witty’s Review of Universities and

Growth – Final Report and Recommendations (2013)

This report is an independent review, undertaken by Sir Andrew Witty, on how Universities can support

local growth.

Sir Andrew Witty’s Review of Universities and Growth

This report highlights:

‘The future growth of the UK economy will in large part come from fast growing SMEs, but –

while on most indicators the UK’s innovation performance is above the EU average – our

performance in terms of the proportion of SMEs that are innovative is relatively weak.

Universities offer SMEs varied and substantial benefits, but many SMEs lack resources for

external engagement and the quality of support available from the local University is key’

The Witty Report highlights the following key points relevant to EBRI’s work:

• Universities offer SMEs varied and substantial benefits, but many SMEs lack resources for external

engagement and the quality of support available from the local University is key.

• Stakeholders believe SMEs could benefit from University engagement but do not do so because

they remain unaware of the possibility.

• The report examines the suggestion that working with business is a distraction from, or even

positively at odds with, the proper research and teaching aims of a University. The Review saw a

growing body of evidence that this is not only mistaken, but that for many Universities effective

economic engagement was a condition of success.



Witty highlights: ‘what I heard was a persuasive argument that effective economic engagement is

not an alternative to excellence in research and teaching but enabled and catalysed by it, and vice-

versa’.

• However, Witty goes on to state: ‘I also heard evidence that SMEs do not always find Universities

accessible’ citing evidence such as the Chief Science Officer of Cellzome SME, for example, who

stated “We find it difficult to get the interest of academia to do the work we need…….Universities

see the work as being ‘contract’, too small or short term to engage their interest and energy, and

appear to be more interested in the larger, longer term strategic industry-academic alliances coming

from big pharma.”

The extent to which EBRI has experienced similar issues to these is highlighted in later sections.

Recommendations of the Witty Report on University / business collaboration relevant to EBRI are:

Recommendation 1: Universities have extraordinary potential to enhance economic growth.

Universities should make facilitating economic growth a core strategic goal.

Recommendation 2: Prospective investors in research should have online access to as much

information as possible - including identifying research by sector and technology, and where possible

by the businesses and charities funding it. It should also include further development of indicators such

as citation-based measures of research strength by sector.

Recommendation 5: Universities should put in place a single point of entry for SMEs that ‘triages’ their

needs and directs them to the relevant part of the University. This point of entry should also look to drive

up SME demand and engagement, and work with external partners across the locality, as well as within

the University.

The recommendations were taken on board by EBRI when developing Phase 2 of the business

technology support project, the subject of this evaluation.

4.1.2 The Dowling Review of Business-University Research Collaborations (2015)

Professor Dame Ann Dowling’s 2015 review of business research and development was commissioned

by the Government to consider how to best support relationships between UK businesses and

University researchers.

The Dowling Review defines the benefits for participants. For academics, these include the opportunity

to address challenging research questions with real-world applications, to see their research have

tangible impacts, and to gain access to new skills, data or equipment. On the other hand, companies

can improve business performance through developing new techniques or technologies, de-risk

investment in research, and extend the capabilities and expertise available.



The key recommendations from the review relevant to EBRI are:

• Relationships between people in business and academia form the foundation for successful

collaboration. These foundations can be fostered by an incentive framework for Universities and

businesses which promotes the transfer of ideas and people. This includes supporting students to

develop business awareness at an early stage of their research careers.

• Pump-prime funding will stimulate the development of high quality research collaborations. Providing

such help will not only result in increased benefits for business, as academics are able to more

confidently explore areas of business interest, but also offers the chance to drive new insights in

areas of fundamental research.

• Technology transfer offices need to prioritise knowledge exchange over short-term income

generation. There is a tension between the desire to earn short-term income from IP [Intellectual

Property] and the need to deliver wider public benefit, and potentially greater long-term return on

investment from this IP. The emphasis needs to shift towards the latter.

• Government strategy on innovation needs to be better coordinated and have greater visibility.

Government has an opportunity to use industrial sectors and key technologies as levers to

encourage greater business investment in innovation and R/D and to involve companies of all sizes

through the supply chain. It also needs to ensure that the tax system effectively encourages

collaborative research. There is a need to set a clear national direction and provide stronger support

to LEPs to enable them to fulfil this role.

The significance of the Dowling Review is in the recommendations emphasising the necessity of more

efficient collaborations between business and academia. The realisation of value on both sides is

acknowledged as a means of supporting industrial strategy and business investment. Programmes

such as EBRI’s are catalysts for substantial benefits through the development of innovative products

and services, and improved competitiveness and productivity.

4.1.3 Department for Business, Energy and Industrial Strategy: Industrial Heat Recovery

Support (IHRS) Programme 2017

The Government plans to introduce a support programme (the IHRS) to increase industry confidence

in investing in opportunities for reusing waste heat from industrial processes and increase the

deployment of recoverable heat technologies.

The consultation builds on previous stakeholder engagement through the Industrial Decarbonisation

and Energy Efficiency Roadmaps project - focussing on eight energy intensive industry sectors, aiming

to help them transition to a low carbon future while improving their competitiveness. The new project

proposes opening the IHRS to a wider range of industrial sectors.

“The programme will overcome barriers to recover and reuse waste heat, to enable industrial energy

bills savings and carbon emissions reduction”.



The proposed programme aligns both EBRI’s and the government’s aims of achieving a low cost, clean

and secure energy system, acknowledging the potential to realise significant energy bill and carbon

savings for industry through a reduction in primary fuel use. The programme has the potential to reduce

total industrial energy bills by over £500m over its lifetime, helping to insulate the business base from

future energy price fluctuations. It is estimated that up to 6 MtCO²e⁶ could be saved, equating to societal

benefits of an average cost of -£74/tCO²e abated. This means that the societal benefits of the IHRS

programme outweigh the total cost of the programme.

EBRI’s capacity to provide knowledge and expertise in this sector could help to overcome the

acknowledged barriers of:

• Insufficient knowledge and information

• Technical barriers with the complexity of fitting heat recovery technologies to certain industrial

processes

• Commercial barriers regarding the payback of investments and availability of capital.

EBRI is directly applicable as it can overcome knowledge, information and technology barriers by

providing support for feasibility studies, to identify industrial heat recovery opportunities and assess

their costs and benefits. The document quotes an Element Energy study that found that:

“11 TWh/yr of industrial heat use in 2014 could have been technically recovered from industrial

processes in eight key energy intensive sectors, but that only 5 TWh/yr of this would have been

commercially viable”

In this way EBRI could contribute to boosting industry confidence in identifying and investing in heat

recovery opportunities.

4.1.4 HM Government: Building our Industrial Strategy (2017)

This sets out how the UK proposes to build a modern industrial strategy, to improve living standards

and economic growth by increasing productivity and driving growth across the whole country. The

process identifies 10 pillars to achieve this including science, research and innovation, and affordable

energy:

• Investing in science, research and innovation - becoming a more innovative economy and doing

more to commercialise the UK’s world leading science base to drive growth.

• Delivering affordable energy and clean growth – keeping costs down for businesses and securing

the economic benefits of the transition to a low-carbon economy.

The report also identifies the West Midlands as comparatively underperforming in relation to

surrounding districts. Productivity in the area has declined between 1997 and 2014, and stands above

only the North East, Yorkshire and the Humber, Northern Ireland and Wales. The programme details

where the UK is experiencing shortfalls:



• The UK invests 1.7% of GDP in private and public funds on research and development. This is below

the OECD average of 2.4% and substantially below leaders of innovation - South Korea, Israel,

Japan, Sweden, Finland and Denmark - who contribute 3%+ of their GDP.

• Regional disparity means the UK public R/D funding is heavily focused on the ‘golden triangle’ of

Oxford, Cambridge and London.

The Report proposals align with EBRI’s directives with both investment and a focus on innovation in the

energy sector:

• an additional £4.7 billion by 2020-21 in R/D funding.

• consultation on the technologies which the new Industrial Strategy Challenge Fund could support,

including smart and clean energy technologies, and biotechnology.

• to build on the excellent research and innovation that exists around the country.

• to double support for energy innovation, in view of reducing the cost of achieving the UK’s

decarbonisation goals in the power and industrial sectors.

The Clean Growth Strategy

The UK’s Industrial Strategy prioritises clean growth and affordable energy for businesses and

consumers, noting there are already 430,000 UK jobs in low carbon businesses and their supply chains.

The strategy finds opportunity in the forthcoming economic investment in clean growth – the UK low

carbon economy could grow by an estimated 11% per year between 2015 and 2030- and could deliver

between £60 billion and £170 billion of export sales of goods and services by 2030. The key points and

proposals in the strategy relevant to EBRI are:

• a package of measures to support businesses to improve their energy productivity by at least 20%

by 2030. This includes improving energy efficiency of commercial buildings.

• support for recycling heat produced in industrial processes, to reduce business energy bills and

benefit local communities.

• investment of £162 million of public funds in research and innovation in Energy, Resource and

Process efficiency.

• zero avoidable waste by 2050, maximising the value we extract from resources, and minimising the

negative environmental and carbon impacts associated with their extraction, use and disposal.



4.2 National Energy Policy

The Office of National Statistics (ONS) provide an accurate contextual picture of the UK’s energy

situation. The UK’s progressive energy policy recognises the importance of energy coming from

renewable and waste sources, borne out of an appreciation for the current dependency on fossil fuels

and energy imports:

• The UK is dependent on imports for almost half our energy needs

• The UK relies on fossil fuels for over 80% of our energy consumption

• Since 1998 the UK has gone from being a net exporter to a net importer of energy

• UK’s reliance on imported energy has returned to the levels last seen around the mid-to late-1970s

Figure 4.2: UK Energy Import Dependency: the percentage of UK energy supply made up of net

imports, 1970 to 2015

Source: ONS

There are significant risks associated with this energy position:

Fossil Fuel Dependency

• Legislative and economic constraints on greenhouse gas emissions

• Much of the UK’s extant infrastructure is scheduled for decommissioning

• Focus on large-scale plant and a centralised energy network



Import Dependency

• Insecurity of supply from Middle East, Russia, North Africa

• Intrinsically linked to price of oil – no long-term cost reductions

• Economic value is lost outside of the UK.

Focus on Renewables

• The percentage of energy coming from renewable and waste sources, such as wind, hydro power

and biomass, has risen from 1% of total UK energy consumption to 9% from 1998 to 2015

In addition, the UK has a target for Primary Energy Consumption by 2020. It is legally bound to provide

for 15% of its energy needs – including 30% if its electricity, 12% of its heat, and 10% of its transport

fuel – from renewable sources.

As of 2016, according to the Energy and Climate Change Committee, the UK is less than halfway

towards 12% in heat and the proportion of renewable energy used in transport actually fell in the year

prior.

The Committee contend that “beyond 2020, heat and transport will likely depend on some combination

of bioenergy and electrification. Over 70% of the UK’s renewable energy is bioenergy, which has an

important role in the UK’s future energy mix, but there are concerns over its carbon footprint”.

“On its current course, the UK will fail to achieve its 2020 renewable energy targets”. The report

acknowledges that the 2020 targets were set by the EU and adopted by the UK, but despite the UK’s

forthcoming withdrawal from the EU, to renege on its commitment would undermine confidence in

commitment to future targets, including the 2050 decarbonisation objectives of the Climate Change Act

2008.



Moreover, a number of national and international targets closely regard the energy sector:

Europe 2020 sets out a target across the EU by 2020 for 20% reduction in greenhouse gas emissions

compared to 1990 levels, increasing the share of renewable energy generation to 20%, and achieving

a 20% increase in energy efficiency.

Through the Climate Change Act and other policies, the UK targets a 34% reduction in greenhouse

gases by 2020, and 80% by 2050, and increasing the share of renewable energy to 15% by 2020.

Within the 2050 target is an aim to reduce industrial emissions by 80% compared to 1990 levels.

The National Environment White Paper sets out an ambition to halt environmental degradation and

start rebuilding natural capital, including blue and green infrastructure such as the network of green

spaces, water and other environmental features.

It is clear that the UK needs to make significant investment in renewables in the foreseeable future.

This is reflected in the LEP policies discussed below. EBRI’s role as a developer of innovation in

realising value from waste could contribute to an increase in the proportion of energy source from

renewables in the UK and provide a riposte to the reliance on imported energy.

4.3 Regional Energy Strategy

4.3.1 Powering West Midlands Growth: A Regional Approach to Clean Energy Innovation 2018

The strategy depicts a time of transition in energy systems worldwide towards more localised, cleaner

energy systems, better integrated into wider infrastructure systems and the localities they serve. It

recognises the West Midlands spends over £10 billion a year on energy, and a further £1.5 billion is

invested in energy infrastructure projects across the region. The strategy aims to:

• Reduce energy costs for strategic industries to enhance their competitiveness and productivity

• Reduce the incidence of fuel poverty among households, particularly in Birmingham City and the

Black Country

• Deliver the region’s share of national and global carbon budgets

• Create a regional energy infrastructure which puts the West Midlands at the leading edge of the

global energy and transport systems transition, and makes the region the most attractive market to

commercialise new energy and transport system technologies in the UK

The core principles behind the strategy correlate to EBRI’s project in so far as they prioritise

innovation and leadership in the clean energy transition, and partnerships across sectors and

between businesses and Universities. EBRI can play a significant role in reducing energy costs

and fuel poverty, as well as commercialising new energy technologies.

These principles are translated into 3 specific initiatives:

• Energy Innovation Zones: to provide a simple, flexible mechanism to support integrated local

energy infrastructure transition and accelerated deployment of innovation.



• Energy Capital: an innovative, democratically-accountable regional energy governance structure

established to ensure effective delivery of the aims of this regional energy strategy

• Specialist resource to help secure long-term funding: for targeted and appropriate local energy

investments, innovation and development of an active innovate energy business cluster at scale.

Energy Innovation Zones (EIZs) are driven and defined by local market and customer needs, as well

as technical opportunities and climate change imperatives, and aligns with the overall direction of travel

of the energy system towards lower carbon, more competitive and more customer-centric approach.

They provide the missing link in the UK innovation eco-system for energy – opportunities to deploy

energy innovations commercially and as part of an integrated system at a scale that customers can

relate to. This will provide the link between pilot demonstration and global market success.

There are a number of well-developed potential EIZs proposed, including Tyseley and Central

Birmingham. The proposed EIZ presents one challenge and opportunity as “making use of the latest

clean technologies already being developed by the Universities of Birmingham and Aston at Tyseley

and elsewhere”. Developments are in view to optimising the use of the city’s 35,000 tonnes of waste

which currently pass through Tyseley annually.

4.3.2 A Science and Innovation Audit Report for the Midlands Engine [ME], sponsored by the

Department for Business, Energy and Industrial Strategy (2016)

Science and Innovation Audits (SIAs) enable local consortia to analyse their strengths in science and

innovation and identify areas of emerging excellence. The audit focused on the Midlands’ strengths in

Next Generation Transport, Medical Technologies and Pharmaceuticals, Future Food Processing, and

Energy and Low Carbon. Low Carbon is identified as a market driven priority, covering geo-energy,

thermal energy systems, nuclear, energy storage and smart integrated energy systems.

The large-scale industrial base in energy is complemented by a critical mass of research and innovation

assets focused on driving forward and delivering UK leadership in key areas of energy research and

rapid translation into industrial pilot and demonstration-scale activities. Around one-fifth of all business

R/D in the UK is delivered within the ME footprint. There are a large number of research posts, scientists

and academics across Midlands institutions with approximately 2,000 skilled people working in this

arena. Key assets include the Centre of Excellence for Low Carbon and Fuel Cell Technologies

(CENEX), the Energy Research Accelerator (ERA), and the Energy Systems Catapult.

The breadth of multi-disciplinary related industrial and research activity conducted across the Midlands

is supported by academic institutions whose individual research centres collaborate on large

programmes to address the sub-elements of the priority area. Across these Universities there are some

500 academics and scientists working in energy research. Aston University is listed alongside its

specialisms:

Aston University

Distinctive capabilities on bio-energy and the development of renewable gases and heat, its existing

facilities have potential to operate as a demonstrator facility for an integrated heat and power network.



Key research centres

The European Bioenergy Research Institute acts as a focus for pan-European activities on the scientific

and technological aspects of biomass conversion and the use of products for renewable power, heat,

transport fuels, hydrogen and chemicals. The University is a partner of the SUPERGEN Bio-Energy

Hub.

The report provides a contextual review of the global and market drivers of change in energy systems,

establishing a picture of necessity and demand in this field:

• In response to climate change and environmental protection regulations, efficiency improvements

will be demanded in the generation and use of energy in all sectors of the economy. The share of

renewables in total power generation is forecast to rise from 21% in 2012 to 33% in 2040.

• Trend of growth in microgeneration and small energy projects, targeting individual and rural energy

needs with renewable technology applications, for example biomass-fuelled generation.

• An increase in the development of secondary alternative energy sources such as batteries and fuel

cells to provide effective energy storage and standalone energy-saving electrical equipment,

vehicles and public utilities.

• The Energy Research Accelerator represents a major investment in energy in the Midlands Engine

– the region needs to capitalise on their opportunities in geo energy, thermal energy systems,

nuclear, energy storage and smart integrated energy systems.

The report identifies the shared R/D ethos present in Midlands’ University assets, such as at the

‘Midlands Innovation’ partnership between the Universities of Aston, Birmingham, Leicester,

Loughborough, Nottingham and Warwick. Tackling the UK’s energy challenges, the Universities are

collaborating on the £180m Energy Research Accelerator (ERA). By heralding the extensive University

collaboration with industry and academia, the audit attributes significance and importance to the EBRI

project in delivering the wider Industrial Strategy.

4.3.3 The West Midlands Combined Authority (WMCA): A Science and Innovation Audit for the

West Midlands 2017

The report, produced by the WMCA with its partner LEPs of Coventry and Warwickshire, Black Country,

Greater Birmingham and Solihull and Birmingham Science City, is supplementary to the Midlands

Engine SIA, and provides a more detailed picture of strengths and opportunities in science and

innovation.

The West Midlands SIA supplements the wider Midlands Engine SIA (2016), focusing on the LEPs of

the Black Country, Coventry and Warwickshire, and Greater Birmingham and Solihull. A summary of

the relevant messages is:

• The area supports c.350,000 employees in science and technology sectors, representing 1 in 5 jobs



• Productivity performance is well below the national average level

• There must be a continued effort to drive higher levels of knowledge exchange between Universities

and businesses across all technology areas / sectors

• Access to ERDF monies has been important in building the innovation ecosystem; the loss of this

funding could be very detrimental if no alternative is made available.

By grasping the currently favourable national policy context, there is an opportunity to realise the

potential identified in the West Midlands SIA, by taking forward the following with Government and local

partners:

• Raising levels of business R/D investment and its subsequent exploitation is a key strategic

imperative for the UK, including the WM SIA area

• Addressing the large number of innovation inactive businesses

• Stimulating and steering major collaborative research and innovation projects that realise the

potential from their science and innovation base.

EBRI is therefore a strength in the science and innovation sector in the West Midlands SIA, and an

important player in increasing business innovation, stimulating collaborative research, and raising the

levels of business R/D investment.

4.4 Aligning with LEP Strategies

This section considers the LEP strategies in the West Midlands to understand the role that EBRI could

play in supporting their directives. This comprises a review of both the Strategic Economic Plan and the

European Structural Investment Fund Strategy for each LEP.

• Greater Birmingham and Solihull

• Black Country

• Coventry and Warwickshire

• Stoke-on-Trent and Staffordshire

• The Marches.

Within the 2014-2020 Common Strategic Framework, the European Commission has identified three

types of regions, differentiated by relative prosperity - their GDP as a percentage of the EU average.

Areas are defined as one of: Less Developed regions (GDP below 75% of EU average), Transition

regions (GDP 75-90%), More Developed regions (GDP above 90%).

The EU defined Transition Area in the West Midlands exists in parts of the Marches LEP (Shropshire,

Telford and Wrekin) and extends into the Stoke-on-Trent and Staffordshire LEP.



4.4.1 Greater Birmingham and Solihull LEP (GBSLEP)

GBSLEP Strategic Economic Plan 2016-2030

The Plan heralds the LEP area as the main driver of the UK economy outside London, with the Midlands

Machine having achieved the highest growth rate of any UK city region and being the leading LEP area

for attracting foreign direct investment (FDI).

To realise this vision, a relevant objective is to become a world leader in innovation and creativity via

commercialising cutting-edge research and innovation. This is underpinned by 4 key priorities:

▪ to simulate demand-led innovation

▪ to increase SME internationalisation and export

▪ to grow key markets for inward investment

▪ to strengthen business support and access to finance including for scale-ups.

The Strategic Vision is:

To be a top global city region that drives the Midlands Engines and is the major driver of the UK

economy outside London – harnessing our strengths and assets for the benefit of our area and the

wider UK economy.

The report also highlights that:

• Only 1 in 5 West Midlands SMEs currently export, although 9% and 12% have the characteristics to

become exporters, and over half that do export could become ‘persistent’ rather than ‘occasional’

exporters.

• Universities are committed to working collaboratively with industry and other institutions across the

Midlands to maximise the potential of their expertise in key technologies through initiatives such as

the ‘Energy Research Accelerator’ and the Midlands Engine Low Carbon Transport programme.

• Commercialising research and innovation capacity: the SEP plans to stimulate demand-led

innovation.

• If Greater Birmingham were to close its productivity gap through innovation there is potential to grow

the economy by over £4 billion. Whilst the number of firms identified as innovative has increased in

recent years, a large proportion are not - 46% across the UK, 44% in West Midlands.

• Key sectors are professional and finance, advanced manufacturing and engineering industry, digital

and creative, life sciences and low carbon energy technologies clusters “which are leading the way

in developing and commercialising new technologies key to delivering smarter, more sustainable

and more inclusive growth”.

• Greater Birmingham has the highest number of business start-ups per annum outside London and

their rate per head of population is above the core city LEP average.



• However, the survival rate for business start-ups (52.6%) is slightly below average. There is also a

low performance for the incidence of high growth firms, a significant gap with London and the South

East.

European Structural and Investment Fund Strategy (2014)

This Strategy cites EBRI as 'a new and exciting asset which is a global leader on energy from

organic waste and biomass', contending that EBRI represents a significant research resource in low

carbon technologies. It further contends that EBRI can be combined with the Business School to advise

companies on low carbon technologies, environmental impact, business development strategies,

investment opportunities and business cases.

It goes on to point out that the LEP will be investing in innovation in four key sectors - life sciences, low

carbon, advanced manufacturing and ICT, digital and the creative industries.

Recent figures on the low carbon economy in the GBSLEP area show that there are 1,580 companies,

with sales of £3.83bn and employment of 28,899 people, and that the GBSLEP is one of the leading

LEPs in the positive trend of growth, employment and sales in the Low Carbon Goods and Service

sector.

This scale-up of the industry is needed to support meeting the challenges. For example, in Birmingham

the Green Commission Vision statement sets out the city’s carbon reduction target as 60% by 2027, as

well as its ambition to become a leading green city. For Birmingham alone, based on the 60% reduction

target, and assuming the trajectory of achievement, the target CO2 reduction for the period 2014 to

2020 is 1,068,557 tonnes.

Proposed areas for LEP intervention include:

• Supporting the shift to a low carbon economy

This will be focused on supporting businesses in seizing the benefits of decarbonising, as well as

developing low carbon goods and services, to support green supply chains, grow companies and

provide employment benefits.

• Low Carbon Solutions

This includes linking a hard-to-treat housing retrofit scheme with a local renewable energy source or

supporting the further development of an industrial site with a heat capture, energy storage and smart

grid system.

GBSLEP ERDF Priority 4 Transitional Area

GBSLEP have ring-fenced part of the money designated for the Priority 4 (Low Carbon) Priority fund to

be spent in the GBSLEP ‘Transitional Areas’ - the Cannock Chase, East Staffs, Lichfield and Tamworth

districts of Staffordshire, leaving £1.9m remaining. Whilst beneficiaries need to be located in the

Transitional Areas, organisations running the project can be located anywhere.



Organisations have been encouraged to take advantage of the regional funds, and EBRI could benefit

from an influx of investment in the promotion of production and distribution of renewable energy,

promotion of energy efficiency in enterprises, low-carbon strategies, research and innovation in low

carbon technologies, energy efficiency, smart energy management and renewable energy use in public

infrastructure.

Greater Birmingham and Solihull LEP – EBRI Links

EBRI is playing a significant role in contributing to the LEP’s strategic priorities regarding

commercialising cutting-edge research and innovation. EBRI’s business support programme has

exceeded targets in the Developed area engaging with 27 enterprises and is having a positive impact

on high growth firms and business survival rates, while directly strengthening business support

available for SMEs. EBRI are targeting the ERDF Transitional Area with new Master Classes in

Lichfield and Shrewsbury.

4.4.2 Black Country LEP

Black County LEP Strategic Economic Plan (2014)

The plan highlights the Black Country needs to be robust in the face of future changes in rising energy

costs, and resilient in respect of extreme weather conditions and other environmental threats. Failure

to promote and support renewable energy sources, including biomass, improve energy efficiency and

reduce waste will impact on the viability of business and future prosperity.

There are just under 500,000 households and 40,000 businesses in the Black Country, spending over

£1.5 billion a year on fuel to power buildings, vehicles and homes and generating more than 500,000

tonnes of domestic waste and more than 3.2 million tonnes of commercial and industrial waste. The

potential economic value of processing these value streams locally in a more environmentally friendly

way is approximately £1 billion a year.

The draft for the forthcoming SEP (2018-2033) defines the development of a sustainable, low carbon

economy as a key driver of change.

LEP EU Structural and Investment Funds Strategy

The report highlights that The Experian index (2012) shows that the Black Country is the least resilient

of 39 LEP areas in England based on variables relating to business, people and place factors:

• The area’s 2.9% growth rate 1998-2008 is the lowest of all LEP areas over the last 10 years.

• It has far fewer businesses for its size than the national average.

• It ranks 37th out of 39 LEP areas in the number of patents per 100,000 residents – to stay competitive,

local companies need to engage with the knowledge base, levels of innovation and R/D activity.

• The area is not creating sufficient jobs for the people seeking work.

• There are not enough higher quality jobs available – Gross Value Added (GVA) per head is £5,500

lower than the national average.



To tackle this, the LEP has identified five transformational growth sectors - Transport Technologies,

Building Technologies / Construction, Advanced Manufacturing including Advanced Engineering,

Environmental Technologies and Business Services.

Low Carbon and Environmental Technologies - The Black Country LEP recognises a key

opportunity for reducing the area’s emissions will be in working with its manufacturing industries to

reduce their emissions, and to support them in developing low carbon and environmental technologies

to support emission reduction and open up new markets.

Business Support - The report recognises that for the area to achieve its full potential, public

investment is required to tackle significant market failures and barriers to growth, and to improve

economic resilience and inclusion. This means supporting business start-up, competitiveness and

innovation in high value manufacturing and all other key priority sectors, and niche areas, that have the

potential to grow and provide higher quality jobs.

The LEP strategy also highlights the importance of collaboration - they state ‘It is expected there will

be collaboration in energy efficiency and green economy interventions with the other five West Midlands

LEPs, building on a historical record of close working in this policy area’.

However, the LEP boasts its own University of Wolverhampton, and have sought funding for a new

Science, Technology and Prototype Centre at the Wolverhampton Science Park, providing lettable

office space and laboratory / testing space. There are already functioning ties between the LEP and

Aston University as part of the High Value Manufacturing Catapult network, and so collaboration could

be possible.

Black Country LEP – EBRI Links

EBRI’s services align with the LEP’s priorities in so far that the ERDF project prioritises the need for

business support and collaboration and is centred on low carbon technology. EBRI’s widespread

engagement with SMEs in terms of business support and low carbon and environmental

technologies is contributing to the resilience of the LEP, encouraging innovation and R/D in

enterprises.

The acknowledgement of the potential collaboration amongst LEPs is also an area that EBRI need

to keep in mind when developing future projects as this would allow for economies of scale in terms

of programme delivery. Continued support will be required to improve the LEP’s growth rate.



4.4.3 Coventry and Warwickshire LEP

Coventry and Warwickshire LEP – Updated Strategic Economic Plan (2016)

This highlights the need for investment to support the development and strengthening of clusters of

innovative companies in Advanced Manufacturing and Engineering (AME) in Coventry and

Warwickshire. AME directly employs 34,000 people in the LEP area accounting for 10% of all

employment; this is 57% greater than the UK average overall.

The CWLEP area will become a global centre for R/D in AME by investing in research and

development and innovation technology support programmes and demonstrator programmes and

projects to help companies develop their entrepreneurial skills and attract more investment. In 2016, it

was further noted that a key enabler will be to support a greater number of businesses, particularly

SMEs, to work with the area’s innovation assets to foster innovation and attract further investment from

knowledge-intensive sectors to the region – including a Business Investment Fund to help access

finance from commercial providers.

Technology Strategy Board priorities and local opportunities include inductive charging, intelligent

mobility, intelligent logistics, renewable energy technologies and innovative energy infrastructure, smart

grids, low-impact buildings, future automotive propulsion technologies including hybrid technologies,

energy systems and energy storage technologies, power electronics, human-machine interface

technologies and visualisation technologies.

A key priority is to support the diffusion of innovation throughout the local business base, particularly

SMEs, including collaborations with the knowledge base to develop innovations and strengthen local

supply chains for major Original Equipment Manufacturers (OEM).

However, with Coventry and Warwickshire having two of its own Universities the potential links with

EBRI and Aston University could be reduced. CWLEP are keen to invest in capital infrastructure that

supports the development and uptake of solutions in energy efficiency, low carbon economy, and

sustainability amongst other areas.

LEP EU Structural and Investment Funds Strategy (2016)

A key theme here is Supporting the Shift Towards a Low Carbon economy in all sectors, with

Growth Interventions including:

• the production and distribution of energy from renewable sources

• energy efficiency and renewable energy use in enterprises

• research and innovation in, and adoption of, low-carbon activities.

SMEs are targeted in relation to waste and its re-use, industrial processes, designing out waste,

recovery of ‘waste’ heat energy and CHP, low carbon fuels, and whole building solutions. SMEs will

further benefit from the establishment of a Green Business Support Network to provide targeted advice

to help firms reduce energy use, and a grant and loan scheme to help SMEs invest in low carbon

technology. EBRI could benefit from a collaborative and advisory role as part of this network.



The report highlights the energy sector plays a crucial role in the economic development of Coventry

and Warwickshire, being second only to the automotive sector as an employer. Its focus on energy

management and supply could bring real commercial advantages, attracting investment and new

businesses.

Business Growth - The Coventry and Warwickshire economy is underperforming relative to the

national average, with lower than average productivity. Other factors are not all businesses with growth

potential have realised this, with a potential under-representation of “high growth” businesses to drive

employment and productivity growth.

Coventry and Warwickshire LEP – EBRI Links

The LEP prioritises innovation and developments in low carbon technology applications. The Green

Business Support Network may have the capacity to provide a similar offer to EBRI but lacks specific

technologies. EBRI have contributed to the CWLEP key enabler of supporting greater numbers of

businesses to work with innovation assets, exceeding targets and directly aiding the pursuit of the

area becoming a global centre for R/D in Advanced Manufacturing and Engineering. Support has

culminated in additional collaboration with research entities and the development of new-to-firm

products, part of the prioritised diffusion of innovation throughout the local business base.

EBRI could complement the Green Business Support Network to provide targeted advice to help

firms reduce energy use. Business engagement could be centred on realising growth potential

amongst businesses to improve productivity.

4.4.4 Stoke-on-Trent and Staffordshire Local Enterprise Partnership

Strategic Economic Plan 2014-2030

The plan places a strong emphasis on the support of business as a means of providing a strong

economy. The LEP is committed to stimulating enterprise, innovation and inward investment; and

building on existing industrial sectors and those with future potential for growth. The plan highlights that

the Stoke-on-Trent and Staffordshire area has a strong set of businesses with growth potential in key

sectors. Their business growth agenda is based on recognised strengths in key aspects including

advanced manufacturing. The report highlights:

Energy Generation: building on the long-standing presence of Alstom in Stafford, ABB, Siemens Wind

Power, GE Power Conversion and the sustainable energy programme centred around Stoke-on-Trent

and beyond, there is a need to meet growing local and international demand by diversifying into

geothermal, anaerobic digestion, biomass and energy-from-waste.

The report also notes that the Keele University Sustainability Hub acts as a focus for the research into,

teaching of and management of sustainability, green-tech and energy generation. Building on this the

University aims to significantly expand its capacity in energy / renewables research, particularly around

wind, solar and geothermal.



Energy price volatility and supply insecurity hamper local business development. The LEP’s

Powerhouse for Energy proposals set out a strategic approach to help protect the area’s energy supply

from short-term shocks and rising energy prices. They aim to achieve this through a fully integrated

smart city network and by exploring local non-conventional sources such as geothermal. Localised

energy generation will also be incorporated into new employment site infrastructure.

LEP EU Structural and Investment Funds Strategy

The strategy takes stock of the LEP’s opportunity areas, appreciating the high level of local Universities

actively engaged in research and innovation support, while also recognising that at present there are

below average levels of enterprise and declining business start-up levels.

This strategy highlights the opportunities to create a unique local energy offer, based on existing and

new assets and investment in emerging technologies and energy supply chain development both in

Stoke-on-Trent and Staffordshire. The plan defines this as an opportunity to build both a more coherent

support offer for local businesses, and an innovative economy based upon the numerous local

knowledge assets which include two Universities and a number of successful Regional Growth Fund

(RGF) projects.

Their business growth agenda is based on recognised strengths in key aspects of advanced

manufacturing, including Applied Materials, Agritech, Aero-Auto, Medical Technology and Energy

Generation. These sectors each have recognised growth potential and can draw upon knowledge

assets to sustain their competitiveness.

Stoke-on-Trent and Staffordshire LEP – EBRI Links

The Strategic Economic Plan identifies a growing local and international demand for diversified

energy generation in the form of geothermal, anaerobic digestion, biomass and energy-from-waste.

EBRI are a direct actor in meeting this need, as well as working to improve the below average levels

of enterprise.

EBRI face competition from a high level of local Universities engaged in research and innovation

support. Keele University focuses on wind, solar and geothermal energy, which are a different area

of energy and renewables to EBRI, so there could be potential for a joined up renewable / biomass /

energy business support programme where SMEs are signposted to the correct institute that can

meet their needs.

The issue of energy price volatility and supply insecurity is not just applicable to Stoke and Stafford;

it has impacts across the whole of the UK, indeed the whole of the world. Any technology that EBRI

can develop to mitigate these risks would be of international importance.



4.4.5 The Marches Local Enterprise Partnership

Strategic Economic Plan

Amongst five key strategic priorities which guide the LEP work programme are support for businesses,

and the development of an energy strategy as part of physical infrastructure developments. The Energy

Strategy, slated for Spring 2018, will review energy supply for current and future demand given the

LEP’s plan to deliver 40,000 new jobs and 70,000 new homes by 2031. It will also consider the

possibilities for the transition to a low carbon economy. Actions to achieve this include:

• Supporting low carbon and renewable energy supply chains

• Providing opportunities for the development of energy efficiency, waste reduction and renewable

energies in communities

• Increasing the use of renewable energy, decreasing energy use and promoting smart energy

systems

A central challenge highlight by the report is the growing Gross Value Added (GVA) gap which is driven

by below average skills and under-representation of economic activities that contribute most to GVA.

“Strategies such as business support, enterprise, innovation and skills development have an important

role to play in facilitating growth in the Marches business base and driving up productivity”.

The report notes the LEP is strong in enterprise performance but there is a need to drive innovation.

Despite the Marches ranking 18th nationally for innovation, the region ranks outside the top 35 for

engagement with R/D, process innovation, strategic and marketing innovation, products and services

innovation. The area identified Advanced Manufacturing and Engineering and environmental

technologies as a key sector with potential for high value growth.

The Marches LEP is split into a Transition Area (Shropshire, Telford and the Wrekin) and a More

Developed Area (Herefordshire). A government call in April 2018 has designated £1.5m of funding

exclusively to support the shift towards a low carbon economy in the transition area only.

LEP EU Structural and Investment Fund Strategy

The Marches has been allocated £80m of EU funding to invest between 2014 and 2020. The Marches

ESIF Strategy 2014-2020 identifies five strategic activities that align with priorities set out in the EU

2014-2020 Framework on the European Growth Programme and help to deliver the Marches vision,

including supporting the shift towards a low carbon economy and enhancing competitiveness, research

and innovation and enabling technology. Prioritised activities include:

Enhancing Competitiveness, Research and Innovation and Enabling Technology:

• Increase collaborative research between enterprises, Universities, research institutions and public

institutions, particularly through the Marches growth sectors.

• Encourage commercialisation of research to support the development of new products and services,

particularly through the Marches growth sectors.



Supporting the Shift Towards a Low Carbon Economy:

• Sustainable and balanced growth.

• Supporting low carbon and renewable energy supply chain.

• Providing opportunities for the development of energy efficiency, waste reduction and renewable

energies in communities.

• Increasing the use of renewable energy, decreasing energy use and promoting smart energy

systems.

Environmental technology is one of the fastest growing sectors in the Marches, with more than 65% of

sector businesses experiencing growth in the last year. As an LEP, the Marches is the second best

represented with regard to environmental services and technology, with a number of market leading

companies and technologically cutting-edge enterprises covering renewable energy, water technology,

waste management and pollution control.

The sector prioritises transfer of knowledge to help Marches businesses working in all sectors to

improve economic performance through better environmental management, generating demand for

local product and services solutions. The strategy identifies energy from waste as a potentially major

role in energy efficiency for urban areas. Local biomass resources are recognised as important for rural

areas.

The Marches LEP – EBRI Links

Supporting the low carbon economy is one of the Marches SEP priorities - seeking the transition to

a high value, low carbon economy, maximising the opportunity of new technologies, reducing

environmental costs to business, reducing fuel poverty and recognising the area’s environment as

an economic asset.

EBRI’s support aligns with the strategic activity that supports business networks, skills base, supply

chain, knowledge transfer, waste management, resource efficiency, renewable and low carbon

energy support measures, R/D and innovation. Support is also acknowledging the concentration on

the Transition Area as a means of improving the local GDP to match the EU average.

4.5 Summary of Strategic and Policy Context

If anything, EBRI appears to be more relevant in the strategic climate of 2017 / 18 than at any time in

the past, as both locally and nationally the emphasis of partnerships becomes increasingly focussed on

technology, energy from waste, climate change and business support.

At a national level, EBRI strongly supports the findings of recent studies including the Dowling Review

of Business and University Research Collaboration, the DBIS and UK Government “Industrial Heat



Locally EBRI is becoming increasingly significant to the implementation of local and regional partnership

strategies including the West Midlands “Regional Energy Policy Commission” and “Science and

Innovation Audits” of 2018 along with the evolution of Local LEP Strategies.



5.0 Consultation with Beneficiary Businesses

For this interim evaluation, two strands of work have captured data and qualitative feedback from

beneficiaries who have used the services provided by EBRI. These are:

• Analysis of Data from Businesses Taking Part in EBRI events

This section analyses feedback gathered from those who attended EBRI workshops including the

Master Class Courses and ‘St Paul’s’ events.

• Case Studies of Beneficiary Businesses

This section captures more in-depth feedback from one to one consultations with businesses who

have received in depth support and provides a more detailed understanding of the impacts that

support from EBRI can have.

5.1 Analysis of Data from Businesses Taking Part in EBRI Events

5.1.1 Value from Waste Master Class

In total, there were 47 surveys completed across 5 classes undertaken at Coventry (6th-7th September),

Stoke (12th-13th July), Birmingham (15-16th March (1) and 14th-15th June (2)) and Wolverhampton (29th-

30th March). The surveys were conducted between March and September 2017. Respondents were

asked to rate both the overall course as well as each individual session.

5.1.1.1 Overall Rating

Respondents were asked how they rated the Master Class Course overall and could choose their

answer on a sliding scale from very poor to excellent. All respondents rated the sessions at a ‘good’ or

above, with the majority (68.01%) considering the course to be ‘excellent’ and a further 26.60%

determining the course as ‘very good’. Individually, the best performing class were conducted at

Birmingham (2) and Stoke-on-Trent, which both received over 80% of responses in the ‘excellent’

category. 60% of attendees at the Birmingham (1) event considered it ‘excellent’.

Respondents were given the opportunity to make additional comments regarding their overall ratings.

Some of the recurring positive feedback regarded the informative nature of the course as well as the

excellence, knowledgeability and approachability of the presentation team. In terms of the content

provided, most comments reflected positively on the depth of information, whereas a minority queried

the academic nature of the course.

A selection of these positive comments is listed below:


“Content was great. Right pace, friendly bubbly and knowledgeable group”

“Very high levels of passion, plain language and energy by all of the speakers. Brilliant to see the

percentage of ladies”

“Broken down very well in a manner a complete novice could start to piece together.”



A number of the comments recommend specific alterations and improvements. Some of these have

been included below:

“I would like more time to discuss business opportunities and ideas with people on the course”

“Day 1 had some repetition for me having been to your Fusion [St Paul’s] event previously.

Activities were well planned, but some felt rushed. This was a shame as it was the chance to

apply info on a practical basis.”

“Overall – a bit academic”

“Overall there was a little too much PowerPoint. It would be good to establish ground rules with

attendees at the start – e.g. about willing participation in group activities (some people don’t take

it seriously). And not answering phones”

“Details of the attendees on day would have helped introductions and networking”

5.1.1.2 Group Activities

Each Master Class Course comprised between 4 and 6 group activities on a variety of topics, some of

which were independent to that Class, others were repeated and can be compared across different

locations and deliveries. Each group activity is considered below. No activity registered a single score

in the ‘very poor’ or ‘poor’ category, and each was largely ranked as ‘excellent’ by most respondents.

The group activity with the largest proportion of ‘excellent’ responses was Mobilising Sustainable

Bioenergy Supply Chains (60.0%), followed by the activities based on Anaerobic Digestion and

Biorefinery Solutions (59.1%) and Biorefinery Supply Chains (57.1%). The only activity not to receive

over 50% of responses in the ‘excellent’ category was the Techno-Economic Assessment of Bioenergy

Projects (45.8%).

Only 2 respondents rated one of their group activities as ‘average’; these were Mobilising Sustainable

Bioenergy Supply Chains and Techno-Economic Assessment of Bioenergy Projects. On average, just

3.7% of respondents considered their group activities as ‘average’ and 14.0% determined they were

‘good’. 32.6% rated them as ‘very good’, and on average 53.7% thought they were ‘excellent’.

The activities have been ranked according to the percentage of ‘excellent’ responses below:

• Mobilising Sustainable Bioenergy Supply Chains 60.0%

• Anaerobic Digestion and Biorefinery Solutions 59.1%

• Biorefinery Supply Chains 57.1%

• Assessing Business Opportunities in Bioenergy Systems 55.3%

• Bioenergy Projects, Feedstock and Technologies 54.3%

• Visits 52.8%

• Techno-Economic Assessment of Bioenergy Projects 45.8%



5.1.1.3 Visits

Three out of the five Master Class Courses included a group visit. These took place in Stoke and

Birmingham and involved tours of a local biomass boiler, the EBRI Laboratories, Power Plant and an

Electric Vehicle-to-Grid Car. Overall, on average 52.8% of respondents rated their visit as ‘excellent’,

and just 11.1% thought it was ‘good’. The most popular visit ranked by respondents most frequently as

‘excellent’ was the tour of the local biomass boiler in Stoke (60%).

5.1.1.4 Overall, Group Activities

3 of the 5 surveys sought to determine how respondents rated the group activities across both days of

the course. In total, 45.5% of respondents considered their activities to be ‘excellent’, 36.4% ‘very good’,

13.6% ‘good’ and just 4.5% thought they were ‘average’. The Master Class held at Stoke-on-Trent

received the proportionately highest ratings, whereas the session held at Birmingham in June 2017

received the greatest diversity of responses, ranging from ‘average’ (10%) to ‘excellent’ (40%). It should

be noted that the courses hosted at Wolverhampton and Birmingham (March 2017) did not ask their

respondents to rate their group activities overall.

5.1.1.5 Technical and Business Challenges

Three of the five questionnaires provided the opportunity for participants to comment on their main

technical and business challenges, with comments being particularly diverse. A few respondents

thought the introduction and integration of technology posed their greatest problem, others were

concerned by funding and investment opportunities, but most issues were unique to each companies’

interests.

A selection of these comments has been listed below:

“Helping clients benefit from bioenergy. Selling the benefits and integrating into my service”

“Exploring sustainable energy sources for renewable energy in our environment and land”

“Bringing a new technology to the UK. Communicating benefits to the wider AD [Anaerobic

Digestion] and waste management sectors”

“To better understand various feedstocks available. To better understand the difference between

pyrolysis and gasification”

“Finding trade and investment opportunities in the UK for our international clients”

“Finding specific marketing angles relevant to different business sectors”



5.1.1.6 Additional EBRI Support

Support from EBRI in the Future

Respondents were asked which of a series of 7 areas they would like support from EBRI in the future

and could choose as many as they saw fit. Overall, the most popular were the joint collaboration with

their business (78.8%), other EBRI events (76.6%) and funding opportunities for their business (74.5%).

The areas of future support have been ranked below in order of the percentage of respondents who

said ‘yes’:

• Joint collaboration for your business 78.7%

• Other EBRI events, such as business focused seminars and workshops 76.6%

• Funding opportunities for your business 74.5%

• Tailor-made report on the viability of your business' technology requirements 54.5%

• Techno-Economic Assessment of proposed technology 51.1%

• Access to EBRI's pyrolysis and gasification test facilities 42.5%

• Feedstock analysis 40.4%

A closer analysis of the varying popularity of each support area at different locations suggests that the

attending companies had diverse priorities. For example, in Coventry and Stoke the potential for funding

opportunities was the most popular choice for support, whereas in Birmingham (1) and Wolverhampton,

the possibility to attend other EBRI events, such as business-focussed seminars and workshops were

the most popular choices.

The question also allowed for respondents to leave additional feedback. Some of these comments have

been listed below:

“A reunion would be very useful to bounce ideas again … Interested in finding opportunities for other’s

business. Also interested in joint collaboration opportunities with Birmingham City Council / Veolia

Contract”

“Interested in networking events and may be able to assist with some workshops focussing on

some practical aspects”

“Any help available in tailoring our communications offer to the market – and promoting our

innovation study tours to international trade shows”

“Curious about onsite methods of testing feedstocks at point of use rather than supply”

Furthermore, respondents were asked whether they would be interested in joining EBRI’s Networking

and Showcasing Club (also referred to as Fusion) for businesses connected to the bio-economy and

beyond. Of the 47 total respondents, 41 (87.2%) said that they would be interested. Respondents at all

but Birmingham (2) were further asked whether they would be happy for their comments to be used in

future EBRI marketing material to promote future Bioenergy Master Classes, and 35 (88.6%) of

respondents said that they would.



5.1.2 St. Paul’s Fusion Events

The survey results from four Business Fusion classes have also been analysed. These events are

shorter than the Master Classes and are designed to provide networking opportunities. Across the four

classes surveyed there were 42 respondents to the questionnaire. The classes took place in 2017 at St

Paul’s Club in Birmingham (16th May) and at EBRI, Aston University (21st March, 21st June, 19th July).

Respondents were asked to rate both the individual event and a proposed membership of EBRI’s

Business Fusion Club, as well as various questions depending on the session.

5.1.2.1 Overall Rating

The survey asked how the respondents rated their event overall, with a range of options from very poor

to excellent. Across the 4 classes, most people thought the session was ‘very good’ (37.8%). A further

29.7% considered their session to be ‘good’, 24.3% registered that it was ‘excellent’, while a minority

thought they were either ‘average’ (5.4%) or ‘poor’ (2.7%).

A closer reading of the data suggests that the most popular class took place at Aston University (21st

March) as all respondents rated their event as at least ‘very good’. Similarly, the event at St Paul’s Club

recorded 90% of responses as ‘very good’ or above. The event at Aston University (19th July) was the

only class to attract a single ‘poor’ rating.

Additionally, respondents were granted a forum to express open feedback on their event. A selection

of these have been listed below, attributed to the relevant event. Overall, comments were positive in

their nature, and considered the events informative, engaging, clear and well presented.

“A very interesting presentation which opened my eyes to the need to convert negative waste to

energy”

“There was a lot of technical information to take in. From a professional point of view, it could be

interesting to get insight to business models and challenges”

“Thought provoking. Makes sense and if businesses can benefit economically and use from a

marketing standpoint then all the better”

“Didn’t expect to have to complete EU funding docs at registration. Perhaps these should have

been sent out in advance”

“More companies that make stuff please”

5.1.2.2 Group Activities

At two of the events the surveys asked respondents to rate each individual session they participated in.

At Aston University (21st March) respondents were quizzed on 4 sessions, and again at Aston University

(19th July) respondents were asked about the two sessions they participated in. Largely, the sessions

were considered to be, on average, at least ‘very good’ (38.5%) or ‘excellent’ (38.5%). Just 23.1%

overall rated their sessions at ‘good’ or below.



The highest scoring session according to respondents was the tour of the EBRI laboratories and power

plant, of which 61.5% of participants rated it ‘excellent’. The next most popular sessions were the

‘Introductions and technical briefing’ (57.0% ‘excellent’), and ‘Shaping the Business ‘Fusion Club’ in the

future’ (67.0% ‘very good’). Most respondents regarded the ‘Workshop to explore wider business

opportunities’ to be ‘very good’ (57.0%).

The most diverse ratings were attributed to the ‘Biochain Business Opportunities’ session, as equal

numbers scored it ‘poor’, ‘average’, ‘good’ and ‘excellent’ (17.0% each).

5.1.2.3 Value from Waste Master Class

Some participants at the Aston University events (21st June, 19th July) were asked whether they would

like to attend an EBRI Master Class event which has been devised for new local businesses seeking

new market opportunities. On 21st June respondents were asked whether they would attend a Master

Class at Stoke-on-Trent – 2 said they would (13%).

On 19th July respondents were asked whether they would attend a Master Class at either Coventry and

Warwickshire Growth Hub on 6-7th September, or at EBRI, Aston University Campus on 15-16th

November – 2 said they would attend at Coventry (33%) and 1 said they would attend at Birmingham

(17%).

5.1.2.4 Business Fusion Club

Respondents at 2 of the events (St Paul’s Club, and Aston University 21st June) were asked whether

they would be interested in joining EBRI’s ‘Business Fusion Club’. 21 people said that they would

(72.4%), 11 being from the event at St Paul’s Club (78%).

All of the surveys also queried which factors are “important” or “not important” to respondents when

considering the proposed membership of the ‘Business Fusion Club’. The data from the four events has

been collated and demonstrates that most of the factors are important to potential members, in

particular the opportunity to network with larger business and organisations, which received 98.8%

backing ‘yes’. The least important factor to respondents was the prospects of organised tours to

interesting locations. This is surprising considering the session that was rated ‘excellent’ more than any

other was a tour of the EBRI laboratory and power plant.

The factors have been ranked in order of their overall percentage share of respondents who said ‘yes’:

• Networking with other SME businesses 98.8%

• Networking with larger businesses and organisations 97.6%

• Showcasing your company and its products / services to other SME businesses 96.4%

• Showcasing your company and its products / services to larger businesses

• and organisations 89.3%

• Insight speaker events for members on a variety of topics aimed at 75.0%

business leaders and entrepreneurs

• Organised tours for club members to interesting locations such as recycling 51.2%

Plants and energy plants.



Respondents could also provide additional feedback. A selection of responses has been included

below:

“Profile raising through joint projects. Introductions – One to One to relevant companies”

“Would only be interested in events where tangible benefits to business would be evident”

“I have to be honest at this stage – it is the networking that interests me, particularly with those

interested in the bioenergy field”

5.1.2.5 Additional EBRI Support

Respondents were asked which from a series of 7 areas, would they like support with in the future, and

could choose as many as they saw fit. Overall, combining the data from the four fusion classes, the

most popular proposed support among respondents was the proposition of attending other EBRI events

(57.1%) and join collaboration for their business (50.0%). More than one-third of those surveyed sought

support in the shape of funding opportunities (38.1%), although just 7 people out of the 42 respondents

wanted support in feedstock analysis (17.5%) and via access to EBRI’s pyrolysis and gasification test

facilities (17.5%).

The data from the Business Fusion events has been graphed alongside the results from the Master

Class Courses as a means of comparing the popularity of the different areas of support depending on

the type of class attended. The results are shown in Figure 1.

Figure 1: Areas of Support in the Future

The chart shows that at both types of class, the areas of future support favoured by participants followed

a similar trend. Interestingly, surveys at the Business Fusion events recorded consistently lower

proportions of respondents who sought EBRI’s support in the future across all areas of support. The

40.4%

42.5%

54.5%

51.1%

74.5%

78.7%

76.6%

17.5%

17.5%

21.4%

33.3%

38.1%

50.0%

57.1%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Feedstock analysis

Access to EBRI's pyrolysis and gasification test facilities

Tailor-made report on the viability of your business'technology requirements

Techno-Economic Assessment of proposed technology

Funding opportunities for your business

Joint collaboration for your business

Other EBRI events, such as business focused seminarsand workshops

Business Fusion Master Class



greatest distinction in results between the two types of event regarded the proposed future funding

opportunities for their business; 36.4% fewer people sought this kind of support at the Business Fusion

sessions as they did at the Master Classes.

The survey provided space for optional feedback. A sample of the comments is below:

“Interest would depend on value to my business”

“Not sure, we work with businesses which regulate this support. However, I can’t see that we need

it directly”

Some of the surveys asked if the respondents would be happy for their comments to be used in future

EBRI marketing materials to promote future events. 62% of respondents said they would (9 from St

Paul’s Club, 9 from Aston University, 21st June). Some of their comments have been listed:

“It would have been interesting to hear about the technologies and research EBRI have been involved

in. What technologies are best suited to what feedstock and is it a financially viable solution” [Carew

Consulting]

“Probably need to have a ‘What’s in it for me’ to get businesses engaged. Business leaders are

bombarded with proposals but basic benefits including economic benefits would help sell

concepts”

5.1.3 Funding Event for Businesses

5.1.3.1 EBRI’s Business Club

In tandem with the bioenergy Master Classes and the Business Fusion events, EBRI provide a forum

for businesses interested in funding. The 26 attendees at the Funding Event on 6th December 2018 at

the St Paul’s Club were asked to consider their potential membership of the wider Business Club and

asked to reflect on the funding event itself. 77% of respondents said that they were interested in joining

EBRI’s Business Club, while only 7% outright said they were not.

Respondents were asked which of the Business Club’s activities were important or not important to

them, with 92% of respondents opting for networking with other businesses, business and technology

insight events, and access to research and commercial funding. The interest in networking mirrors the

interests of respondents to the St Paul’s Club surveys, but the importance bestowed on attending insight

days is more prevalent amongst funding event attendees.



The factors have been ranked in order of their overall percentage share of respondents who said the

activity was ‘important’:

• Networking with other businesses 92%

• Business and technology insight events - industry and technology 92%

briefings on current challenges, practices and trends

• Access to funding - including research and commercial 92%

• Showcasing your company and its products / services 74%

• Student projects such as MBA teams, technical / business / legal topics 74%

• The opportunity to orientate Aston University’s research agenda around topics 74%

of interest to you

• Student placements to get first access to top graduates 70%

• Organised tours for club members to interesting locations such as recycling 67%

plants, and energy plants.

• Access to analytical and testing services 55%

Interestingly, the least popular feature of the Business Club for those attending a Funding Event was

the access to analytical and testing services (55%), suggesting the clientele have broadly different

objectives to those engaged in the Master Classes. The survey asked whether respondents would like

to attend an EBRI ‘Value from Waste’ Master Class event – overall, 61% responded positively, 23%

suggested they would attend a March 2018 event at the University Centre Shrewsbury, while 38%

determined they would attend other future EBRI Master Classes in 2018.

5.1.3.2 Funding Event

The questionnaire took a more in-depth look at the funding session itself, asking respondents to rate

the event. 62% of the 26 attendees considered the event ‘very good’, while 30% suggested it was ‘good’.

An equal 4% determined the event to be ‘average’ or ‘excellent’. Although an overall positive reflection,

the funding event was deemed less popular than the comparable EBRI sessions.

The survey provided an open platform for additional feedback on the event as a whole. A selection of

the comments provided is listed below:

“I liked all the sessions. I now have a range of professional advice in finance and more”

“No summary of funding (full scope of UK/EU options)”

“Really good flow to the different topics covered, worked extremely well”

Respondents were asked to rate the three types of session delivered, as well as the St Paul’s Club

venue. The data from this question is illustrated in Figure 2. The networking sessions were considered

‘excellent’ by 31% of attendees. The presentations by guest speakers were also deemed popular as

69% said they were ‘very good’ or ‘excellent’. Presentation by Aston University staff, including non-

EBRI staff and project presentations, were mostly considered ‘very good’ (by 42%).



Figure 2: Funding Event Activities

Presentations by guest speakers

Presentations by Aston University staff

Networking sessions

Those surveyed provided additional feedback on each of the activities:

“Variable – but lacked real detail, the overview presentations were good – but some details of support

services costings” (on guest speakers)

“Main issue – some case studies better” (on Aston University staff)

“Those sessions allow me to meet others and exchange some business cards and ideas” (on

networking sessions)

“Nice quality and length, good mix of people rather than all from the same business sector” (on

networking sessions)

“Maybe structure the networking via dating techniques” (on networking sessions)

Overall, 46% of respondents considered the venue to be ‘very good’, 31% rated it ‘good’, and 12%

‘average’.

5.1.3.3 Additional Support from Aston University

Respondents were asked which of a series of 9 areas they would like support from Aston University in

the future and could choose as many as they saw fit. The most popular proposed support among

respondents was the proposition of a Knowledge Transfer Partnership (61%) and attendance at other

EBRI events (61%). The results are illustrated in Figure 3.

4%

27%

54%

15% 4%

31%

42%

19%

4% 11%

27%

35%

31%



Attendees were further asked whether they sought support or more information on the 4 specific areas

detailed at the event; 65% sought to pursue the British Business Bank, and 58% said ‘yes’ to Emmerton

Consulting. Less than 50% suggested they would like support from Seagrave French LLP (38%) or

Taurus Wealth (35%).

One respondent provided rationale to their decisions:

“Not ready for help with financing yet, have other avenues for funding. All funding has different rules

and lots of bureaucratic systems.”

Figure 3: Additional Areas of Support from Aston University

93% of those who responded ‘yes’ to any of the additional support areas above agreed to have their

details passed on to the relevant department. 93% were also content with their comments being used

for future marketing material. When considering the overall performance of the event, most comments

were positive. A selection of the feedback is listed below:

“Another fascinating event from EBRI with lots of hints and tips on how to secure funding and help

using University graduate placements and apprenticeships”

“Not sure this really addresses the full scope of funding – an overview would have been great”

“Excellent and hands-on advice for a range of services”

46%

46%

61%

42%

42%

57%

38%

61%

54%

0% 10% 20% 30% 40% 50% 60% 70%

European Bioenergy Research Institute

Energy and Waste 'Value Chain' opportunities

Knowledge Transfer Partnerships (KTPs)

Innovation Vouchers

Aston Student Placements

Aston Programme for Small Business Growth

Low Carbon support for SMEs

Other EBRI events e.g. business focused seminarsand workshops

Other Aston events e.g. organised by AstonBusiness School



5.2 Case Studies of Beneficiary Businesses

Four beneficiaries of the EBRI project were consulted in depth to produce comprehensive case studies

on the impact the support has had. These are all SMEs in the West Midlands who have collaborated in

some way with EBRI.

5.2.1 Recorked UK

5.2.1.1 Background / The Business

Recorked is a small social enterprise which collects used corks to recycle – selling them on via eBay

for a variety of uses.

It began in 2015, following a chance conversation between the Director, Sanjay Aggarwal, and a

representative of a Portuguese cork company. Similar enterprises also exist in France, the USA and

elsewhere.

Initially, Recorked imported the used corks, but in 2017, they decided to

start sourcing all their corks through a UK cork recycling scheme. They

send large cardboard banners and collections sacks to recycling stations

and partner organisations such as restaurants and wine bars and pay

couriers to transport the returning sacks of corks to their central collection

point.

The take-up was rapid - it took only three months to get 50 partners

involved – showing catering businesses are keen to find a way of

recycling corks which would otherwise be disposed as waste. Partners include Adnams Brewery, River

Cottage Canteens and the Sommelier Wine Awards – all sending their used corks to Recorked UK.

Recorked UK describe their offer:

“We are the UK’s leading natural wine cork recycling program. You donate, and we resell. For every

cork collected, we donate a % of our profit to our nominated charities. We also supply free corks to

various charities and schools for use in craft projects. We partner with pubs, bars, hotels, restaurants,

wine merchants and vineyards who join our family as collection partners.

With millions more corks to recycle every year, we need your help to continue to grow. Join

the Recorked UK movement and let’s create real change with recycled cork.”

The corks are sold – largely for crafting and similar purposes – through Ebay,

Etsy and Recorked UK’s own website. The craft market for corks has grown

considerably over the last few years. However, Recorked UK acknowledge that

this market is finite, and although in theory the business is very ‘scaleable’, they

are only able to collect as much as they can sell. Because of this, Recorked are

actively seeking new markets and uses for the corks to significantly ‘scale up’

the business.



5.2.1.2 Nature of involvement with EBRI

Recorked UK found out about EBRI through the Black Country Growth Hub, after which Sanjay attended

one of the Master Classes. A short film of Sanjay talking about his experience at the Master Class and

what he hopes the benefits will, be for Recorked UK can be viewed via this link:

Recorked UK at the EBRI Master Class

(https://www.youtube.com/watch?time_continue=4&v=mJAugOfzAcI)

Following the initial contact with EBRI at the Master Class, in September 2017, two members of the

EBRI Business Support Team produced a report for Recorked UK on Waste cork valorisation.

5.2.1.3 Outcomes

From the Executive Summary of the report for Recorked UK:

The current outlet for the used corks is reselling either in its original form or as a by-product, such as

balls, for craft fishing or decoration objects with a product value within the price range of £1.50 - £15.00.

The prospect of added value products from its existing waste cork material through an energy from

waste process or alternative pre-treatment routes is analysed in the current report.

EBRI has assessed the supplied waste cork material and found:

1. Analysis of the provided cork feedstock provided by ReCorked UK Ltd to identify critical parameters

such as heating value, moisture and ash content, biomass content and heavy metals and elements.

2. Thermochemical routes for its valorisation either though energy recovery or bio-product recovery.

3. Biological pathway potential for energy recovery or bio-products.

4. Alternative uses through pre-treatment or products recovery from waste cork and relevant markets.

The different routes are considered in detail in the report.

The alternative uses make use of cork’s absorbent qualities in filtering applications, for the absorption

of contaminants or as bio-products, particularly in furniture and homewares.

5.2.1.4 Impact on the Business

Recorked UK are considering the outcomes of the report, assessing the

information to make decisions on future markets. The report identifies two

or three potential uses for the corks that could be promising, and EBRI are

keen to research these areas.

Recorked UK are also exploring new ways of transforming corks into other

products – for example cork boards, DIY kits of bird houses or hedgehog

homes or ‘air plants’ as small gifts for wedding guests.

https://www.youtube.com/watch?time_continue=4&v=mJAugOfzAcI



5.2.2 Harrington Woodfuel Co.


Harrington Woodfuel Company supply wood for burning direct to homes and business customers in the

West Midlands. They were established in 2010, and source native hardwood from sustainable British

forests, which is seasoned in a dryer powered by a biomass boiler. Waste wood off-cuts from the

company’s main product are used as fuel in the boiler.

One of Harrington’s main selling points is the consistent quality of the

wood. They are the only HETAS supplier in the central West Midlands,

carrying out random tests to ensure the moisture content of the final

product is below 20%. Harrington also produces pizza logs and ‘hobbit

logs’ for very small stoves and have developed a processor specifically

designed to cut this smaller size of log.


Matthew Downes of Harrington Woodfuel Co. attended an EBRI Master Class in March 2017. He found

it interesting to see what opportunities are available, beyond a wood-based biomass product, and can

foresee using food waste - “it provided food for thought on how to future proof the company”.

In addition, Matthew realised that EBRI could assist Harrington Woodfuel Co.

in extracting value from their waste wood streams. At present, any waste

woodchips are simply boxed and left to season naturally. However, this is a

long process and takes up space, which is very limited and a valuable

commodity for the company. Importantly, the woodchips are off-cuts of

sustainably sourced hardwood, so this high-quality material is not being used

to its full potential.

5.2.2.3 Outcomes

Following the initial contact, two reports were produced by the EBRI Business Support Team for

Harrington Woodfuel Co.

In March 2017, EBRI produced a High-Grade Virgin and Waste Wood Market Review – an economic

and technical assessment of the local, regional and national markets for high grade waste in the UK.

Harrington were looking to find if they could extract any value from the waste wood streams generated

by the company, and the report assessed current market values of wood waste chips and sawdust,

including an evaluation of potential markets and alternative revenue generation. Three distinct

approaches were investigated, with the one with the most potential being alternative markets for using

woodchips and sawdust.



A second study was then undertaken in December 2017, to take these findings

forward and identify outlets for the company to incorporate new high grade

woodfuel products to their existing range and add value to the business. Here

EBRI analysed samples provided by Harrington Woodfuel Co. and reviewed

suitable equipment for chipping, and potential suppliers for the sawdust.

The outcomes were to suggest appropriate chipping equipment for the wood

offcuts and processing, waste wood stream analysis, and a list of potential

companies for sawdust disposal.


Based on the EBRI reports, Harrington Woodfuel Co. have assessed their waste sawdust production,

and concluded that they are not generating it in sufficient volume to sell onto pelletising companies as

a viable business opportunity. However, if volumes increase, they now have the information they need

to capitalise on this opportunity. The report also showed that the wood chip waste is more valuable if

the sizes are consistent. Harrington Woodfuel Co. will use this finding to guide equipment investment

decisions.

In these ways the EBRI research has supported the company to make key strategic decisions affecting

future business growth.

5.2.2.5 Additional comments on engagement with EBRI

Harrington Woodfuel Co. were very impressed with the quality and detail of the reports – particularly

the potential opportunities to increase profits through investment. The engagement with EBRI has been

both reassuring and positive. Furthermore, the EBRI report provides details and figures they can use

with potential customers, partners and investors.

EBRI would be the first point of contact for this business with any related

questions. For example, they are starting to think about possible routes for

recycling that are used to transport the wood logs to customers, once they are

no longer useful for this purpose.

5.2.3 4T2 Sensors Ltd


In 2016, Max Swinbourne established 4T2 Sensors Ltd with a business partner, as an engineering

consultancy company specialising in bespoke and custom made smart electronic devices. One of their

first clients was a company developing refractometers – sensors measuring refraction in fluids. These

are expensive to produce, and easily contaminated. The brief for 4T2 was to find a way of overcoming

these problems. In doing so, it became apparent that the technology could have many other

applications, for example to detect contaminants within a gear box mechanism, or a desalination sensor,

which can measure exactly how much salt is in a fluid.



In a sense this innovation was by serendipity, a by-product of another unrelated development. In 2016

4T2 established a lab to explore the potential of the various applications where the technology could be

used. This is turn has led to the development of a sensor for inline measurement of the electrical

properties of liquids.

One application of this is to measure the constituent parts

of a fluid in production lines for drinks and liquid food

manufacture. A feature of the technology which is unique,

is the ability to “data log” the process being monitored,

continuously sending data about production enabling

adopters of the technology to optimise their production

processes. The sensor technology currently used for this

task is optical and therefore suffers from the inherent

problems associated with the technology - cost and high

maintenance. Tests with rapeseed oil shows the sensor

has applications in bioliquids and bio-based fuels.


It was during the development process that Max first came into contact with EBRI. 4T2 required

technical and market validation for new applications, of particular interest was the biofuel market, an

area where they had limited expertise.

In October 2017, a member of the EBRI Business Support Team produced a report – “assessment of

applications for conductivity-based sensors in biomass processing” identifying markets where the

sensor technology could be deployed in the near-term. Based on a comprehensive literature review,

sensor applications in the manufacture of three main biomass-derived biofuels were identified:

biodiesel, bioethanol and biogas – including current market volumes and projected growth for each

product.

5.2.3.3 Outcomes

The report set out why the technology that 4T2 developed would be useful, provided a validation that

markets exist, and gave the company the knowledge to explore the applications for this technology

more seriously.

Following the report’s completion, and armed with the knowledge that it gave them, 4T2 have filed

patents for products which are now in production, and now have another two patents ready to file –

under the new company name of 4T2 Sensors Ltd. The manufacture of the constituent parts will be

subcontracted to other British manufacturers and 4T2 themselves will assemble the final products.


4T2 have now completed an investment growth phase, and signed agreements with a number of

investors. The company has been able to use the report written by EBRI as evidence to show potential

investors the market credibility of their technology.

In the near future, 4T2 are hoping to obtain grant funding to support a recruitment drive.



5.2.3.5 Additional comments on engagement with EBRI

Max commented that the subject matter of the report was something that 4T2 had limited knowledge

about, and yet it was written in such a way that it was easy to read and digest – it was well structured

with clear ideas to explore.

5.2.4 FuturEnergy


FuturEnergy Ltd specialise in clean technology, renewable energy and

allied sectors, delivering diverse design proposals and process solutions

to industry. The company was originally recognised as a leading UK wind

turbine manufacturer, developing the AirForce¹ 1kW domestic wind

turbine in 2006, 6,000 of which have subsequently been sold world-wide.

As of 2015, a diversification strategy has seen FuturEnergy act as a

contracted design house with 7 full time employees specialising in

mechanical engineering - developing equipment and processes that

evolve ideas into actual products. Their in-house design and

manufacturing capability is supported by a wide range of equipment such

as CNC machining, water-jet cutters, plating and finishing and 3D-

scanning, all facilitating a prototyping and small-scale production service.

FuturEnergy describe their offer:

“FuturEnergy offers a generator design service, and supplies bespoke generators to industry, especially

where off-the-shelf units are not suitable, with wind, tidal and hydropower applications being key areas.

Other products and projects are active in areas as diverse as waste to energy, heat recovery and energy

generation, concentrated solar-thermal and solar-PV, water desalination systems and organic waste

reduction.

Energy from waste systems include equipment that recovers energy from end-of-life tyres, plastics, and

organic wastes such as sewage sludge. Gases generated are used to drive gas engine generator sets,

with oils either used in the same way, or further processed for use as transport fuels. Residual chars

are often valuable products that can be used in cogeneration plants or the chemicals industry.”


Business Development Director Steve Harrison acknowledged there has been a two-way relationship

between EBRI and FuturEnergy. Despite being highly-skilled mechanical engineers, FuturEnergy’s

diversification into energy from waste systems required expertise in chemical engineering, a resource

FuturEnergy lacked and therefore sourced from EBRI. Steve engaged with EBRI at a Master Class in

Birmingham and subsequently presented part of an EBRI Energy from Waste Workshop in 2017,

introducing waste conversion technologies and energy recovery methods employing pyrolysis,

gasification and incineration.



FuturEnergy accepted they did not have the skills and knowledge associated with chemical

deconstruction and the finer details of pyrolysis; they worked with EBRI to scope a collaborative project

to assess their pyrolysis process which combined an auger reaction with friction compounder reactor

for the pyrolysis of tyres.

The process of extracting energy from end-of-life tyres involves putting them through a compounder

reactor used in the plastics extrusion industry to bind materials together into a paste. If turned to a

higher speed at a higher temperature, it breaks them down to liquids and gases, with a solid residue,

quickly and efficiently.

EBRI reviewed the core designs of the reactor and facilities of

the current plant, before providing critical design points and

suggestions for the process. EBRI also analysed materials from

the tyre pyrolysis process to aid FuturEnergy’s chemical process

design – one member of the EBRI Business Support Team

produced a report titled: ‘Technical review of pyrolysis process

design for tyres and plastic waste’.

5.2.4.3 Outcomes

The technical report described the process and system, analysed the samples of feedstock from waste

tyres, oil and char, and suggested further analyses, potential markets and applications for the products.

As a result, FuturEnergy now has a better understanding of the material output and processing required

to produce a refined fuel. From the conclusion of EBRI’s report for FuturEnergy:

• “The main outputs of the process at 450°C and 12 minutes residence time was a fine char product

with a considerably high heating value and low moisture content that has an increased concentration

of cobalt, copper and remaining heavy metals in comparison to the raw feedstock.

• This downgrades the quality of the char as a fuel and increases any potential issues related to

deposition or combustion of it. Furthermore, the liquid product has a consistency with qualities

between biodiesel and heavy fuel oil but with an alarmingly high acid number that will be problematic

both for storage and fuel use.

• Considering that the provided samples were from the primary tests, the quality of both fuels could

be further improved to target potential markets for fuel oils or as feedstocks for the chemical

industry.”

EBRI’s analysis of the chemical process identified how value could be realised from tyres in the fuel

and chemical industry - the output could be used in asphalt, a form of diesel, in tars for the chemical

industry, recycled in the tyre-making process, as aviation fuel and in valuable petroleum wax used in

oils, greases and lubricants.

With this knowledge FuturEnergy has developed a unit that is efficient and popular. This is at a pre-

production stage and aims to progress to full production by 2019. FuturEnergy have already brokered

partnerships across the UK and are developing markets in Portugal and India. EBRI have become



directors of their testing, guiding them to meet conditions for standardising and production, and will

continue to provide the essential expertise to bring their product to market.


FuturEnergy are using the recommendations of the report to transition from a pre-production stage of

their unit to a testing and full production stage. Recent meetings have taken place to take the site to A2

production standard, including environmental impact assessments and legislation.

In the next 12 months an increased production capacity will require FuturEnergy to scale up – expanding

the workforce to 25-30 staff and moving to a new facility ten times the size of the current premises.

They have a client demand of 5 units within the first 12 months, and a wider market demand of 25 units

annually, with each unit costed at £4-6 million. FuturEnergy has contracts in place to produce units for

the next 20 years combining manufacturing, assembly and installation. The market will be nationwide

but has global potential.

FuturEnergy want to formally contract EBRI onto the design board as part of this development

programme, extending their collaboration to encompass general mixed plastic waste as well as tyres.

5.3 Summary of Consultation with Beneficiary Businesses

The feedback from the business beneficiaries, derived from the consultation questionnaires at the

different levels of the project, reveals that all participants consider the service received to be “good”

with 68% rating it “excellent”. Specific comments include:



In-depth interviews with three beneficiary companies to date are testimony to the positive impact EBRI

is having on very different types of commercial activity from recycling corks, woodfuel and engineering

consultancy.

The impacts EBRI have had has ranged from helping clients make decisions on markets, guiding

investment in new machinery, and proving the credibility of their technology to potential investors and

funders.



6.0 Consultation with Partners and Delivery Team

Consultation with key EBRI staff members through face to face interviews took place during January

and February 2018. A diagram showing the project team structure can be found in Section 2 above.

The following people were interviewed and their contributions set out below - grouped according to the

main themes that emerged during the conversations:

• Tim Miller EBRI Deputy Director of Operations

• Irene Watkinson Marketing and Communications Manager

• Konstantina Stamouli Business Research Associate – Thermal Processes

• Ana Maria Cortes-Benitez Business Research Associate – Techno-Economic Assessment and

Energy Systems

• Dr Al Amin Abba Dabo Business Research Associate – Supply Chain and Markets

• Nikolaos Venetsaneas Business Research Associate – Biological Processes

• Gordon Waddington Chief Executive, Energy Research Accelerator (ERA)

6.1 Overall assessment of project delivery and achievement

The overarching view of the Project Team is that EBRI will soon meet the project requirements for the

number of enterprises engaged, which will allow more resource to be committed to supporting those

businesses that are close to implementing innovative practices and bringing new products to market.

Engagement with EBRI enables companies from a variety of sectors to discover how they could

transform waste streams into a resource, and thereby become more efficient. This is knowledge that

they are unlikely to be able to access from any other source.

The vast majority of businesses that engage with EBRI do not come with a specific idea of what they

need or want from the project, and the team works with them to identify this. Enquiries often come at

such an early stage of business development, that only considerations and advice are required, rather

than a full assessment. It is suggested that EBRI has engaged with over 100 companies at the first level

and progressed around 30 of those to further engagement consisting of meetings and bespoke reports.

At the end of the engagement process, some businesses will invest in equipment, others are seeking

funding, while some are collaborating with other EBRI partners. The process of introducing innovation

and realising the benefits of investment is a long one, and most of the beneficiary businesses are only

part way through that process at the time of writing this report.

6.2 The Process: what has worked well

Awareness Raising

The starting point is raising awareness about the project among the business community, including key

stakeholders who can signpost companies to EBRI, including LEPs, Growth Hubs, Government bodies,

University departments – particularly other ERDF funded projects. Awareness raising is achieved

through social media, direct communications and marketing, and attendance at large trade and sector

events – all implemented through a bespoke Customer Relationship Management (CRM) system.



Trade and sector events are a way of identifying new beneficiary businesses – and a way of attracting

beyond the ‘obvious’ ones. For example, a football club attended one of the Master Classes because

they run a large number of events and consequently generate large quantities of waste. The high

number of businesses engaging with the project has been achieved by taking a creative and open

approach to ‘recruitment’ and awareness raising.

EBRI has a high profile in the bioenergy sector and beyond, and has received a great deal of media

coverage, at local regional and national levels. EBRI is a partner in the Midlands Energy Research

Accelerator (ERA) and is an excellent showcase for both the University and the ERA. Both organisations

lead frequent tours of the facility for UK and international business leaders and policy makers. All this

activity maintains a high profile for EBRI in the business community.

The Master Class Courses

The high attendance at the Master Classes is a strong indicator of how levels of awareness have been

raised. The view is widely shared among staff that the most popular aspect of EBRI’s offer is the ability

to communicate effectively with businesses. Feedback from the Master Classes in particular cited the

helpfulness and knowledgeability of the team and their ability to balance the academic focus with

accessible material and activities.

The Master Classes provide an accessible ‘way in’ to what is a complex subject for businesses, and in

this way, they are the key to promoting further engagement. For the project team, the Classes represent

an opportunity to ‘get to know’ businesses, and to assess their needs and wants. Most businesses are

enthusiastic about the opportunity - “During the two days they start to see what applies to them, and

how they can get value from it.” The Master Classes act as a ‘filtering process’, enabling companies

and the project team to make an informed decision as to whether to move on the next stage of the

process – usually beginning with follow-up meetings with the relevant academics. This more intensive

‘one to one’ engagement with businesses is covered in sections 6.3 onwards and in the Case

Studies in Section 5 above.

As evidence of the success of this part of the offer, EBRI have been approached by companies that

have participated in Master Classes and are now interested in delivering sections of the Master Class

themselves – see FuturEnergy in the Case Studies section. There has also been a request to conduct

a specific Master Class on hydrogen fuel cells.

Technical Support

In terms of a tangible product, staff consider the top level analytical appraisal to be a useful service for

companies, who can then use the report as part of their longer-term planning and when seeking

investment.

The project team sees the sample feedstock testing process as particularly popular. It is a free service

which would have a significant cost if provided by a commercial lab. EBRI are able to supply or facilitate

collaborations for companies who wouldn’t necessarily have the equipment to adequately test their

materials. Although this is something that many companies are not thinking about before they get in

touch with EBRI, it often becomes apparent that it is a service that they need and therefore value.



In other cases, a company may have the feedstock / waste and understand that it has a value, but they

have a specific practical problem. One example is a company that had started collecting waste from

supermarkets, but there was a problem with the composting process in that the compost was too wet.

In this case, EBRI was able to assist with the technical process.

Other

There is also acknowledgment among the project team of the popularity of the funding and network

events, which highlight links to funding sources and broker collaborations between companies in

different parts of the supply chain.

6.3 Impact on Beneficiary Businesses

The project team are able to provide many examples of how their work with companies has had a

tangible impact, although it is universally recognised this is a long process. The first stage involves

identifying value through testing and analysis and providing the company with advice and

recommendations. Only when the company has acted on this advice, will they be in a position to realise

any tangible value.

One company (FuturEnergy), has received advice from EBRI on opportunities available in terms of

bioenergy, and as a result they have formed a new company to grow their field of operation. Other

projects have involved cost-benefit analyses and thermal treatments of potential energy yield or value

from feedstocks including corks, composts, coffee husks and cocoa husks. A notable example is EBRI’s

collaboration with a tyre company, where they found higher market value in producing chemicals

through a thermal process rather than using the waste tyres as a fuel – also addressing the emissions

issues that would result from burning the tyres as opposed to breaking them down biologically.

In some cases, EBRI helps companies focus on the right thing to take their business forward. One

example is a company looking to extract value from coffee residues gathered in Indonesia. The contact

who approached EBRI was unsure what he wanted to do, and EBRI undertook testing. It became

apparent that ethanol was a possibility, and the company is now focussing on bio-ethanol production.

It is acknowledged that impact sometimes takes the form of an informed decision not to proceed in a

particular direction. Although this does little to contribute to project success criteria, it is a perfectly

viable conclusion. Similarly, some business come with one proposition, and EBRI is able to identify

something with a higher market value. This happened in the case of a company looking to extract value

from waste cocoa husks.

6.4 Maintaining the quality of business engagement

It was generally agreed that EBRI has been successful in maintaining the quality of relationships with

businesses. There can be a tension between meeting targets and maintaining the quality of interactions,

but it was agreed the EBRI team effectively manage expectations and are adept at fostering productive

working relationships.



Staff alluded to the value of the ‘St Paul’s’ networking events, which serve to both recruit appropriate

businesses to the Master Classes, as well as provide a broader catchment of marketing and commercial

companies that can network with the more technically-orientated SMEs. The events also enable

companies to stay in touch with EBRI, and with each other.

The Master Classes are followed by further meetings for interested companies, and the project team

prefers to meet and to deliver reports face-to-face to gauge commitment, provide clear explanations

and ensure understanding.

The project team noted that the quality of engagement improves as companies move through the

‘process’ of EBRI services, and the offer becomes more tailored, substantial and bespoke. It was

suggested the Business Research Team are now particularly adept at delivering to the needs of SMEs.

This can require the team to act as an ‘interface’ between businesses and researchers, and in the

application of knowledge that already exists. This ability to 'translate' and 'speak the language' of both

groups is seen as a key factor in EBRI's success.

6.5 Collaboration between Academia and Industry

A number of project team members raised the issue of balancing the needs of businesses with those

of academics, and how the difference in organisational cultures can act as a barrier to collaboration and

achieving outputs. There are often differences in time scales, with business favouring short-term results,

and academics having many demands on their time including their own research interests and a high

teaching load. The EBRI team have sought to overcome these discrepancies through their identification

of particular portions of the business agendas that academics can work with, acting as a translator

between the two groups, identifying where a particular issue fits with an academic’s research interests,

and pulling potential cross-interests together.

One of the ways in which EBRI is able to enhance collaboration is through increased traction with other

schools within the University including the Business School, Engineering and Systems Management

and Life Sciences. In this way, EBRI are using industry to boost academic engagement - increasing

expertise within the project in response to industry demand. One example of this is Anaerobic Digestion

- EBRI has brought in more emphasis within the team to reflect biologically based processes, as a

means of bringing in fresh engagement with academics who wouldn’t have engaged with industry other

than the large multinationals.

Companies have also started to approach EBRI specifically to assess the state of research into

pyrolysis. In some cases, they have developed their own technology, and are looking for research

solutions to problems and to share experience.

EBRI is very business oriented, the team’s expertise at working with SMEs is noted by external partners

such as ERA. Relationships with SMEs can be very useful for Universities, often providing good,

practical experience for students as well as a fresh perspective from organisations that can be more

‘broad-minded’ in their outlook. This project is one of the few that brings different schools within the

University together, and academics have begun to make use of the fact EBRI works with external

companies. This is a good place for EBRI to be positioned and is always a two-way process – as the

EBRI team can learn a lot from the companies. This is a very exciting area of research and development.



6.6 Outreach and Diversification

The Project Team highlighted the expansion of EBRI services - alongside workshops on energy

systems and bioproducts, EBRI have been running brokerage and funding workshops, and have sought

to cultivate connections with funders such as the British Business Bank. EBRI has also been

approached by overseas interest, intending to take the package of Master Classes, brokerage and

funding workshops to Brazil and Nigeria.

EBRI’s diversification also stretches into integration with commercial and marketing interests –

facilitating commercial innovation by running networking and funding events to promote collaborations

between companies operating at different points in the supply chain.

EBRI are also undertaking a mapping exercise of bioenergy markets and opportunities, to help

companies to know where they fit, and to understand the role they could play.

6.7 Regional Coverage

The ‘coverage’ of the project varies across the different LEP areas in the West Midlands. To date, the

project has achieved the highest levels of coverage in the Greater Birmingham and Solihull LEP area,

followed by the Coventry LEP area. In terms of geography, the LEP area hardest to reach to date is

The Marches. However, to address these discrepancies, EBRI is currently focussing its awareness

raising activities in The Marches LEP area, with events in Telford (Energy Now Expo), Hereford and

Shrewsbury, as well as the GBSLEP Transitional Area encompassing Tamworth, Lichfield and

Cannock. This will be a tailored approach, combining with work on the value chain, and based around

issues raised by the relevant local authorities who are interested in finding possible markets for their

waste.

The team indicated that more even coverage across the region has been facilitated by the outreach

approach they have taken with the Master Classes. The ability to roll out the workshops as an outreach

programme to Coventry, Stoke and Wolverhampton, amongst others, is a product of businesses’

developed perception of EBRI as a Midlands-wide service for a range of businesses rather than a

University-centric programme. The Master Classes are also considered to provide an opportunity for

companies to collaborate together afterwards.

6.8 Eligibility and current limitations

The project frequently receives enquiries from companies that are ineligible because they are located

outside of the catchment area, are too large, or are public organisations and local authorities. However,

the Project Team is now able to act as a productive ‘wayfinder’ for ineligible businesses and often

signposts businesses to other departments or projects of Aston University. Similarly, a number of

companies have come to EBRI seeking support with business planning, and the team usually refer

them to their LEP or to the Aston Business School.



In many cases, a company wants more resource than EBRI can provide within available staff time and

the need to meet targets. In terms of testing and technical support, there is such demand for

experiments that research staff must prioritise. The equipment itself is often operated at full capacity

due to such demand, yet businesses often want research / technical results more quickly than the

researchers are able to supply.

There is a general acknowledgement that the team have become more adept at managing expectations,

and, where appropriate, now look to collaborate in alternative ways, such as on future funding

opportunities.

6.9 Other Issues and Challenges

A number of issues and challenges were highlighted by the Project Team:

• Follow up - the Project Team often don’t know what a company has done with the information they

have been given, as they usually only get back in touch if there is another problem.

• It was suggested by one team member that it is often easier to work with larger SMEs than micro

businesses. With more employees, the larger SMEs have more experience and expertise to push

an innovative idea forward. Very small businesses may not have equipment or premises, and the

recommendations that EBRI makes often have significant financial implications – particularly if they

are technology based, as bioenergy technology is expensive. A small company may be unable to

take the next step because they can’t access the required level of investment, and this has

implications for EBRI achieving impact in the long term.

• In addition, very small companies often start from a position of not knowing what they want, and so

it takes a long time to identify solutions and to meet targets.

• It was pointed out that many beneficiary companies have raised different issues, and thus a bespoke

response has been necessary in each case. Staff are confident there will be an increased possibility

of scenarios being replicated - for example, the analysis of a particular feedstock composition –

which should lead to increased efficiency in service provision.

• Profile and awareness raising can be a challenge. It is generally thought the current collaborative

marketing with LEP Growth Hubs through conferences, exhibitions, networking events are, on the

whole, proving successful. EBRI is always looking to improve its profile to those not already engaged

in the biomass sector. It was suggested this could be addressed by publishing papers more relevant

to business. At the same time, it is acknowledged that EBRI is only 5 years old and is taking an

innovative approach in changing their research profile to accommodate businesses.



• In a number of cases, additional funding is needed to take an innovation forward and realise the

value. Innovate UK funding would be a possible option here. However, a barrier is that Innovate UK

grants cannot be used as match funding for ERDF programmes. There is a risk that this structural

restriction could create an obstacle to continuity, as EBRI staff may not be able to continue their

research projects. It was suggested the more success they have with Innovate UK, commercial and

marketing projects, the more counter-productive it is for the ERDF project. There is a risk that this

acts as a significant barrier to achieving impact, although EBRI are working with Aston University to

better accommodate both Innovate UK and ERDF funds.

• There is currently no Business Development role to filter and take ownership of enquiries – which

can lead to duplication – with more than one staff member responding to the same business. A

model which included this role would be ‘leaner’. EBRI is addressing this issue through a more

structured approach.

6.10 The Future

The Project Team highlighted a number of proposals that EBRI is considering for the future, including

a desire to respond to wider industry challenges – such as how to chemically process plastics, or how

to reschedule charging electric vehicles. It is broadly acknowledged that aspirations to work on these

themes in the future fall outside of ERDF’s current remit due to difficulties surrounding match funding.

It is intended that EBRI will further widen and diversify their toolset to better cater for more than just

energy systems, including digital and economic sectoral analyses – and bespoke versions of value

chain mapping could be produced for interested parties.

Another possibility is industry challenges to research groups, including academics from different

disciplines. In terms of meeting global energy challenges, it is likely that bioenergy will be part of the

mix of 10 or 20 key areas of innovation. EBRI can play a part here.

A focus on achieving targets in the short term can detract from the ‘big picture’, and the realisation of

long term goals to meet global challenges. While this is not necessarily the case for EBRI, it is important

to undertake a regular review of the organisation’s position and capacity in this respect.



6.11 Lessons Learnt

This project has benefitted from the lessons learnt during the last ERDF funded Phase 1 EBRI project,

and further learning has occurred during delivery of Phase 2 to date, which will influence delivery going

forward. The most frequently discussed lessons learnt were:

• The importance of being driven by demand rather than supply, by identifying important sectors in

industry and enhancing the academic platform in the University. This approach would increase the

commercialisation of the process and the product, making them more attractive to potential

collaborators.

• It is important to manage expectations at an early stage. Early on too much was offered as the

Project Team didn’t fully appreciate the limitations in terms of scope and what could be achieved

with the available resources. This has been refined over time, and the team have got better at

communicating what they can and cannot deliver.

• At the start the Master Classes were marketed as bioenergy Master Classes. However, it became

clear that many businesses were either not engaged, or were actually disengaged, by this

terminology. So, in response to this, the team changed the approach and the ‘branding’ to “Value

from Waste Master Classes”. This approach acknowledges that a key driver for businesses is

extracting value from waste – this had become obvious through the feedback and response at

meetings and events.

• Most of the Business Research Associates are from a research background, so initially were more

inclined to use academic language. Over time they have become more practical in their approach –

using clear language that non-researchers can more readily understand.

• It is vital to be up to date with current policies and regulations as this is what drives the market and

technologies in the sector of biofuels and bioenergy, and an understanding is therefore important.

6.12 Summary of Consultation with the Project Team

The EBRI team has received positive feedback from business on all aspects of their services:

• The Master Classes are very well received - there are many comments which suggest they convey

complex information in a way which can be understood by non-academic audiences.

• The feedstock testing is a very useful part of the EBRI offer.


affecting future business growth.

The team have taken on board suggestions for improvement received such as “bit too academic” and

“occasionally a bit rushed”, although it is appreciated that attendees have varying levels of expertise in

the subject matters and thus respond differently to the Master Classes. EBRI is working on ways to

meet the suggestions for the future which include:

• Joint collaborations between EBRI and business

• More business focussed workshops



• More tailor-made reports.

EBRI is making very good progress towards the overall achievement of targets – particularly in the early

stages of the business engagement process. It is also having an impact on companies in terms of

providing them with information that will support their long-term development. However, the majority of

businesses are part of the way through the process and have yet to realise any value and business

growth from waste. The team identified a number of potential reasons for this:

• The process is inevitably a long one, and the realisation of value may only take place over years.

• Many of the businesses that EBRI engages with are small, micro businesses, and do not have

access to the level of capital required to invest in new technology and take EBRI’s recommendations

forward.

• There are some structural issues which make it difficult to access further funding to take the research

forward – through Innovate UK for example, as referenced above.

As is often the case, there are some ‘cultural’ differences between academia and industry – particularly

the smaller SMEs that make up the majority of EBRI’s clients. However, EBRI is very business oriented,

with the Business Research Team now particularly adept at acting as an ‘interface’ between businesses

and researchers. This ability to 'translate' and 'speak the language' of both groups could be seen as a

key factor in EBRI's success.



7.0 Summary, Conclusions and Recommendations

The main conclusions that can be drawn are:

Strategic Fit: If anything, EBRI appears to be more relevant in the strategic climate of 2017 / 18 than

at any time in the past, as both locally and nationally the emphasis of partnerships becomes increasingly

focussed on technology, energy from waste, climate change and business support.

• Nationally: EBRI strongly supports the findings of recent studies including the Dawling Review of

Business and University Research Collaboration, the DBIS and UK Government “Industrial Heat



• Locally: EBRI is becoming increasingly significant to the implementation of local and regional

partnership strategies including the West Midlands “Regional Energy Policy Commission” and

“Science and Innovation Audits” of 2018 along with the evolution of Local LEP Strategies.

Progress to Meeting Targets: EBRI is making excellent progress in meeting targets of business

support associated with the ESIF grant that co-finance the current phase – indeed overperforming in

the “numbers of enterprises co-operating with research enterprises”, showing the project team are able

to interpret the complicated technologies of the project to the business community and encourage these

to make commercial use of these technologies.

Feedback from Businesses: The feedback from the business beneficiaries, derived from the

consultation questionnaires at the different levels of the project, reveal that all participants consider the

service received to be “good” with 68% rating it “excellent”. Specific comments include:



The overall impression given by the feedback, is that the EBRI is very good at ‘translating’ difficult

academic concepts for a general business audience.

Business Case Studies: In depth interviews with four beneficiary companies to date are testimony to

the positive impact EBRI is having on very different types of commercial activity from recycling corks,

woodfuel, engineering consultancy and refined fuel production. The impacts EBRI has had has ranged

from helping clients make decisions on markets, guiding investment in new machinery, and proving the

market credibility of their technology to potential investors and funders.

Consultation with Partners and Delivery Team: The EBRI team has received positive feedback from

business on all aspects of their services:

• The Master Classes are very well received

• The feedstock testing is a very useful part of the EBRI offer.


• Businesses can use EBRI reports with potential customers, partners and investors.



This current EBRI project has benefitted from the lessons learnt during the last ERDF funded EBRI

phase, and further learning has taken place during the project to date which will influence delivery going

forward. The team are working on ways to meet the suggestions for the future which include:

• Joint collaborations between EBRI and business

• More business focussed workshops

• More tailor-made reports.

7.1 Recommendations

• EBRI is supporting a range of differently sized businesses, which is positive. However, to ensure the

true realisation of “value from waste”, “new products to market” and “business and economic growth”,

it may be necessary to focus resources on those most likely to be able to access investment capital.

• The successful achievement of short term funding targets can detract from a focus on the ‘big picture’

– for example using the technologies to meet global challenges, such as climate change. EBRI can

address this by undertaking regular reviews of organisational position and capacity, and how the

team can put itself in a position to address macro-economic and social issues.

• A further linked recommendation is the development of a 20 or 30-year plan, setting out where EBRI

sees itself this far into the future, using the expertise of the team to present a vision of the type of

industry and companies that it will be supporting.

7.2 Next Steps

This is an Interim Report, based on an assessment of the information available. To provide a

comprehensive summative evaluation at the conclusion of the project, it will be necessary to collect

additional data on the businesses that have benefitted. Specifically, we will want to assess the impact

of the business engagement with EBRI, over and above the measured outputs. To do this, we will

contact businesses at the end of the engagement process to obtain:

• Additional staff employed as a result of the EBRI project

• Additional turnover as a result

• New services or products to market as a result

This will be a priority in the work programme for 2018 / 19. We would seek to meet with the team at the

earliest opportunity, to ensure that this data can be collected on a comprehensive basis by

communicating with beneficiary businesses at the appropriate time.

Documents

Aston University, European Bioenergy Research Institute (EBRI) · Energy Carbon Sustainability Focus Consultants Focus House Millennium Way West Phoenix Business Park Nottingham NG8