GREATER MANCHESTERAND CHESHIRE EAST

A Science and Innovation Audit Report sponsored by the Department for Business,Energy & Industrial Strategy

Foreword 2

Executive summary 3

1 Introduction to Greater Manchester and Cheshire East 71.1 Audit process 81.2 Overall economic performance and connectivity 9

2 Regional science and innovation assets 112.1 Science and research assets 122.2 Science and innovation talent 16

3 Excellence in science and research 17

4 Innovation 18

5 National and international engagement 25

6 International developments in science and technology 27

7 Conclusions 31

Annex A Consortium structure and members 34

Annex B Core Data 35

Annex C The University of Manchester on Corridor Manchester 36

Annex D Table showing the potential for inter-connectedness between strengths 37

Annex E Glossary 39

Annex F Abbreviations 40

Annex G Bibliography 41

Annex H Pankhurst Institute 42

1

Contents

Connectivity put our region at the heart of the Industrial Revolution, when oneparticular innovation, the canal network,revolutionised the textiles industry. Todayour industries may look a lot different, butone thing remains the same: the betterour connections, the better our chance of a healthier, more successful economyand society.

Greater Manchester and Cheshire Eastare home to a high level of partnershipand connectivity, not least in the areas ofcore strength: health innovation andadvanced materials. We also have fast-growth opportunities in digital, energy andindustrial biotechnology, with a wide rangeof science and innovation assets acrossall five areas.

Building on the interconnectivity betweenthese is at the crux of the vision set out inthis SIA. Synergies will accelerate the flowof scientific innovation to the market,boost productivity and potentially developsolutions to national and global challenges.

While acknowledging the demonstrablescientific excellence, dynamic workforceand business support environment of theregion, as well our physical infrastructureand progressive governance, the SIA alsoshows us a number of ways forward inorder to raise skill levels, drive innovativeactivity and more closely align industryand science. These will require strategicinvestment in future and existing assets,but also in developing, attracting andretaining talent, and in support for newand growing businesses.

The UK government has begun todemonstrate its support for a betterconnected north through the NorthernPowerhouse initiative. It has alsorecognised the strengths of ourinfrastructure via the devolution ofpowers and budgets in GreaterManchester. This SIA shows a path whichthe government and our authorities cantake to fully harness the potential withinGreater Manchester and Cheshire East tobring benefits that spread through – andbeyond – our region.

Professor Dame Nancy Rothwell, FRS,FMedSciPresident and Vice-Chancellor of The University of Manchester

This Science and Innovation Audit, inpartnership with central government, is an important step in helping usappreciate the strengths within GreaterManchester and Cheshire East. From theperspective of business it helps us toachieve a critical aim in ensuring thatexcellence in science is aligned aseffectively as possible with opportunitiesfor companies to innovate successfully.

This Audit has focused on identifiedspecialisms around health innovation,advanced materials, energy, digital andindustrial biotechnology, and identified anumber of nationally important scienceand research assets. It has alsodemonstrated that innovation dependsnot just on physical assets but on people,talent, skills, and infrastructure. Itpositions existing companies andpotential inward investors to capitalise ona dynamic and highly trained workforce,including a nationally significantconcentration in clinical healthcare, a digital and technology cluster, one of largest graduate pools in Europe, and a concentration of STEM graduatesand postgraduates.

Partnership working is underlined bystrong governance arrangements.Greater Manchester was the UK’s firstCombined Authority, and has agreed anumber of important devolution dealswith central government, most recentlyon health and social care. This isunderpinned by a strong public andprivate business support environment,including a Business Growth Hub,Manufacturing Champions Network, four Enterprise Zones, and growingincubator space, as well as strong physical infrastructure, includingManchester Airport.

This Audit provides a platform for ongoing engagement, so that we ensure that we support the innovationeco-system and extract maximum valuefrom existing assets, as well as continuingto invest to maintain world-classexcellence and stay at the forefront ofinternational scientific development.

Juergen MaierChief Executive of Siemens plc

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Foreword

Professor Dame Nancy Rothwell, FRS, FMedSciPresident and Vice-Chancellor of The University of Manchester

Juergen MaierChief Executive of Siemens plc

Context At the core of the industrial strategy forboth GM and CE is the need to harnessknowledge, innovation, skills andinfrastructure to drive the local economy,create jobs and raise productivity.Realisation of the full potential from ourscience and innovation strengths will alsobenefit wider global societal challenges.These include climate change, energysecurity, transport efficiency, and asustainable health and social care system.Informed by the results of our SmartSpecialisation Platform analysis, emergingimperatives for growing the economy ofthe Northern Powerhouse and devolutionof the health and social care budget toGM, we identified two ‘areas’ of focus forthis Science and Innovation Audit (SIA):

1. ‘Core strengths’ in health innovationand advanced materials, where we haveexisting, internationally-recognisedexcellence.

2. ‘Fast-growth opportunities’ focused onthe future potential of digital, energy, andindustrial biotechnology, where ourassets and capabilities offer real scope forfuture development.

Our guiding hypotheses were firstly thatwe have five areas of core strengths andfast growth opportunities which could becombined to release new synergies ofinnovation and productivity growth, andsecondly that we would have to addressgaps in our regional innovation ecosystemthat are constraining our ability to do so inorder to realise full potential. GM and CE’scollaboration on this Audit is borne out ofshared ambition, functional geography,talent and assets, and a strong history ofworking together in partnership, such asjoint action to secure a future for AlderleyPark1 (home to 150 biosciencecompanies), and the £31m Joint Cheshireand GM Life Science Fund2.

In autumn 2015 the UK government announcedregional Science and Innovation Audits (SIAs) tocatalyse a new approach to regional economicdevelopment. SIAs enable local consortia to focuson analysing regional strengths and identifymechanisms to realise their potential. In GreaterManchester (GM) and Cheshire East (CE), aconsortium was formed to focus on our strengthsin health innovation, advanced materials, energy,digital and industrial biotechnology. This reportpresents the results which includes broad-ranginganalysis of GM and CE’s capabilities, the challengesand the substantial opportunities for futureeconomic growth.

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Executivesummary

1https://moderngov.cheshireeast.gov.uk/documents/s31312/Alderley%20Park%20Development%20Prospectus%20-%20Appendix%201.pdf2http://www.gmclifesciencesfund.com/

Vision Our vision derives directly from our firsthypothesis that we can create a globalcompetitive advantage by drivingsynergies from our core capabilities. Ourareas of excellence create additionalpositive spill-overs and value whencombined. This inter-connectedness willenable us to co-develop applications innew technologies. It will be achieved bylinking our unique clusters of excellence infundamental science with an ability to putthat scientific knowledge into application– bringing together local and nationalpartners. Three key opportunitiesidentified are:

i. Health – a globally leading centre forclinical trialsWe have the largest concentration ofexcellence in health research nationallyoutside South East England. Key facilitiesin support of cutting-edge research andinnovation are set in the context of a largeand stable population exhibitingsignificant health challenges. Healthdevolution to GM (£6bn p.a.)3 has createdthe unprecedented opportunity for aconcerted push towards innovation forboth health and economic benefit. Wehave put in place a platform, HealthInnovation Manchester4, to refocus ourpriorities around a system and place.Synergies with the digital sector (eghealth informatics) allow us to drivetowards becoming a globally leadingcentre for clinical trials.

ii. Materials – rapid accelerator toapplicationIn advanced materials, the opportunitiesto develop ‘Graphene City’5 highlight theunique presence of world-leading science(eg National Graphene Institute6)engaged with business and producingstart-up companies. The next steps are tosystematise the pathway through highertechnology readiness levels (TRLs) withthe opening of the Graphene EngineeringInnovation Centre (GEIC)7 and hence toturn our discoveries to applications.

Particularly important is theaccompanying training programme.

This gives us a large concentration ofgraphene scientists with additionalentrepreneurship training. The Sir HenryRoyce Institute8 will create a nationalfocus to overcome traditionally long lead-times and act as a “rapid accelerator”through TRLs to application, notably inthe manufacturing sector.

iii. GM as a full-scale test-bed and leadmarket to develop and demonstrateinnovative technologyOur fast-growth opportunities, digital andenergy, as with health, combine excellencein research and facilities with a particularcompetence in mounting large-scaleprojects in the community. This is illustratedby the large-scale demonstrators,CityVerve9 and Triangulum10, which enablewhole systems to be tested and createmultiple business opportunities. Industrialbiotechnology is a capability of relevancefor the concentration of related industriesin the North of England. Focusing onsynthesising new products andintermediates, it helps develop bothsustainability and resilience in the moveaway from fossil fuels and feedstocks and offers the potential to address disease pandemics and tackle antimicrobial resistance.

Strengths: leading-edge science and innovation capabilities The foundation for progress in GM/CErests in part upon a critical mass ofacknowledged Science and Innovationassets in each of the selected areas inboth the public and private sectors:

Health innovation: eg Biomedical ResearchCentre (£28.5m, Sept 2016)11, AcademicHealth Science Centre, ManchesterCancer Research Centre, Alderley ParkScience Park, Medicines DiscoveryCatapult hub12, Antimicrobial ResistanceResearch Centre, Citylabs, PrecisionMedicine Catapult spoke.

Advanced materials: eg Sir Henry RoyceInstitute, National Graphene Institute,Graphene Engineering Innovation Centre,BP International Centre for AdvancedMaterials (BP-ICAM)13, CockcroftInstitute.

Digital: eg recognised as the UK’s seconddigital hub through MediaCityUK, FarrInstitute, CityVerve, Jodrell Bank, HartreeCentre (Sci-Tech Daresbury), andassociated tech cluster14.

Energy: eg National Nuclear Laboratory,Dalton Nuclear Institute, National GridHigh Voltage Laboratory, Birchwoodnuclear cluster, Amec Foster Wheeler’sHigh Temperature Facility.

Industrial biotechnology: eg ManchesterInstitute of Biotechnology, WatersCorporation’s Mass SpectrometryFacility15, AstraZeneca’s R&D facility,Antimicrobial Resistance Centre.

Demonstrated scientific excellence is also a key criterion. In health, thecombined result of all health disciplinesranked The University of Manchester(UoM) 5th in the UK for research power16,the highest-ranking institution outsidethe South East. UoM produced thesecond highest number of publications inthe top 10% most cited in the field ofadvanced materials17. In our fast-growth opportunity areas UoM isconsistently in the UK’s top five both by volume of academic publication / shareof top 10% cited papers18.

A dynamic, highly trained workforcein the region includes a nationallysignificant concentration of training inclinical healthcare, one of the largestgraduate pools in Europe, a strongconcentration of STEM graduates/postgraduates, and a long and successful history of entrepreneurshipand industrial engagement19.

Cityregion governance is conducive to

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3 https://www.england.nhs.uk/2015/02/greater-manc-funding/4 https://www.healthinnovationmanchester.com 5 http://www.graphene.manchester.ac.uk/explore/graphene-city/ 6 http://www.graphene.manchester.ac.uk/collaborate/national-graphene-institute/working-in-partnership/7 http://www.graphene.manchester.ac.uk/collaborate/geic/8 http://www.royce.ac.uk9 http://www.cityverve.org.uk10 http://triangulum-project.eu 11 https://www.gov.uk/government/news/new-816-million-investment-in-health-research12 https://md.catapult.org.uk/13 http://www.icam-online.org/

14 http://www.techcityuk.com/wp-content/uploads/2016/02/Tech-Nation-2016_FINAL-ONLINE-1.pdf?utm_content=buffer2e58f&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer15 http://www.waters.com/waters/en_GB/New-Mass-Spectrometry-Facility/nav.htm?cid=134653003&locale=en_GB16 Research Excellence Framework (REF) 2014 based on volume x grade pointaverage17 ibid18 Scopus SciVal data for UoM ranked versus Russell Group comparators based onkeyword field definitions19 “Mapping local comparative advantages in innovation”, (BIS) 2015

innovation and growth. Our history ofstrong local governance is exemplified bythe creation in GM of the first CombinedAuthority in the UK, and a shared strategyto create economic growth. Fourdevolution deals have been agreed forGM, including control over £6bn p.a. ofhealth spending with commitment to usethis to drive innovation through HealthInnovation Manchester to serve a patientpopulation with major healthcarechallenges. GM and CE have a strong andeffective record of effective partnership.

A well-established public and privatebusiness support environment includesexamples of mature business supportnetworks eg GM Business Growth Hub,and the Manufacturing ChampionsNetwork; access to private equity(including Venture Capital and BusinessAngels in GM and CE); a strongunderpinning financial and professionalservice sector; four Enterprise Zones (oneat Alderley Park); and incubator andaccelerator space spanning the regionand joining up GM and CE assets.

Physical infrastructure is available for aglobally connected high tech sector. The region has excellent air, road and rail connectivity (Manchester Airportdirectly serves over 210 destinations)20,well-developed digital connectivity, andlower location costs for work/ living than London.

Gap analysisOur analysis shows that in each sector wehave globally competitive multinationalsaccompanied by clusters of innovativeSMEs. In terms of skills and talent, a higherproportion of our area’s workforce isemployed in science, research,engineering and technology professionsthan the England average21 but asignificant share of the local populationcontinues to have no qualifications at all.Around knowledge transfer andleadership, there are more firms in CEengaged in product or process innovationthan the English average, and their level ofbusiness R&D expenditure per personone of the highest nationally22. Yet, acrossthe whole of our geography, nearly half offirms are still not ‘innovation-active’.Productivity levels remain below theirpotential, with GVA per capita in GM andaverage annual full-time pay significantly

behind the England average23. In finance,although we have access to one of thelargest private equity pools in the UK,access to venture capital remains behindthe South East. Such access is needed tohelp bridge the equity gap from start-upto scale-up.

There is an outstanding offer of placeassets, now linked more clearly as asystem following this audit. Technologyspace and support services andinstitutions are situated in a continuumfrom MediaCity in Salford, throughCorridor Manchester and Airport City toAlderley Park and the Cheshire ScienceCorridor. These form a globallycompetitive innovation district. There arestrong examples of collaboration andnetworking across GM/CE, but we needto do more so that we can realise the fullpotential of our assets to drive innovationand commercialise our research locally.We must also support smaller firms toacquire and build the absorptive capacityto take advantage of the opportunitiescreated by our science assets.

The audit shows that our innovationsupport system lacks some key elementsin knowledge production (missingcomplementary assets), development oftalent (addressing key skills andmanagement deficits) and businesssupport (improving the environment forinnovative, growing firms). We need toincrease productivity, raise skills andqualification levels across the workforce,and extend the benefits of our recentstrong growth to the less favoured partsof our region.

Key ambitionsFollowing from our analysis of strengthsand gaps we will follow two main lines of action:

1. Strategic investment to capitalise onthe key intersections and opportunities

We must extract maximum value fromexisting assets and those underconstruction, but need to continue toinvest (from our own and external funds)to maintain world-class excellence andremain at the forefront of internationaldevelopments in our areas of smartspecialisation. Notably this will exploit thesynergies between our areas of strength

in order to develop route-ways to the market.

Pankhurst Centre to bring togetherphysical science capabilities for health benefitWe can reinforce inter-connectedness bymaking some important strategicinvestments. Central to our plans is thePankhurst Centre for Research in Health,Technology and Innovation. This would bea path-breaking, cross-disciplinaryInstitute bringing together clinicalresearch with materials science,informatics, engineering and computerscience to address major healthproblems, and unlock synergies betweenour strengths of health and materials plusdigital and biotechnology. Its ‘bi-directional’ nature means new discoverieswill seek health applications and respondto health needs to find solutions. It will beboth place-based and virtual, with a coreof at least 100 research leaders fromdiverse disciplines working together, butdrawing upon a wider group ofresearchers beyond.

Maintain the strength of our scienceassets with key critical investmentsIn the short-term, we have identified asmall number of projects which addressgaps and opportunities in our regionalecosystem and are strong candidates forinvestment to help do this.

2. Strengthening our innovationsupport ecosystem

Enhancing collaboration We will drive alignment of our scienceassets with our local business base tomaximise economic impact, stimulating abroader cultural change aroundinterdisciplinary pathways to the market.

Nurturing talentWe must ensure the right local skills mix isin place to drive innovation, reinforce ouridentified scientific strengths and improveour ability to attract and retain talentedindividuals. GMCE needs to invest furtherin the development of the skills requiredto drive its key innovation sectors andassets, particularly higher-level technicalskills. We plan to establish an Institute ofTechnology, which would work closelywith GMCE’s universities, enableprogression from FE, will be driven by

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20 Manchester Airport Group “Route Development at Manchester Airport”, 201621 “Mapping local comparative advantages in innovation”, (BIS) 201522 Ibid23 Ibid

business demands and leadership, andfoster innovation in SMEs.

Leadership and management capacity forour innovative sectors are also critical. Weneed investment in our business schoolsto ensure they can play a pivotal rolethrough their research and training inguiding development of health devolutionand of our advanced innovative sectors.We need to raise awareness of a diverseworkforce to drive innovation.

Improving business supportAs we build critical mass, there will beincreased opportunity to ensurebusinesses gain access to diverse finance support to help them to scale-up.We need to realise the benefits of‘absorptive capacity’ within SMEs,improving their ability to integrate newinformation for commercial ends. Thisincludes increasing the provision ofadequate space for both start-ups/ scale-ups and leveraging in smarterprocurement practice from the publicsector to incentivise innovative practice(eg through data-sharing initiatives such as GMConnect and Datawell).

Networking and collaborationOur integrated governance, deep cultureof collaboration between government,business, academia, and health, andstrong partnership between GM and CEgives a powerful platform to implementthe opportunities shown in the Audit. Wewill work with partners nationally (includingacross the North) and internationally aswe pursue global export and inwardinvestment opportunities.

The region is characterised by anexceptional level of partnership andconnectivity. There are close strategicand operational collaborations betweenour universities, the business community,local government and public sectorpartners, health and social care providers,and charities. Connectivity isdemonstrated by a series of strategicalliances, eg in healthcare and medicine(see strengths above); and national andinternational networks (eg EU €1bnGraphene Flagship24, £20m ConnectedHealth Cities25, UK’s only Internet ofThings demonstrator (CityVerve), andother assets noted above). We alreadyhave strong international partnerships in

each of the areas of strength identifiedand rapidly growing interest from globalcompanies to have a footprint in GM(particularly at Citylabs) and CE (notablyAlderley Park). Major multinationalcompanies include NCC Group, NNL,NuGen, Hitachi, BP, Amec FosterWheeler, Waters, Cisco and AstraZeneca.

The audit process has driven added-valuein verifying our own internal assessmentsof strengths, weaknesses andopportunities; strengthening ourcollaborations across the region; buildingon our partnerships; and identifying futurepriorities, particularly for innovation andbusiness development. During theprocess, we held 10 meetings with over40 partners - including 20 companies andtwo workshops (health innovation andadvanced materials). This led to thereinforcement of our strategy with otherpartners, introduction of industry partnersto each other and important feedback,development of new collaborations andidentification of areas that need to bestrengthened. For example, UoM,Manchester Metropolitan University(MMU) and the University of Salford (UoS)are now working together on healtheducation and innovation; while LEPSacross the North are collaborating moreclosely on joint actions to understand anddrive innovation.

The Audit has demonstrated a historicopportunity to develop our innovationecosystem as an accelerated pathway to the market for regional and nationalsocial and economic benefit. It providesus with a platform for shared action going forward.

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24 http://graphene-flagship.eu/project/Pages/About-Graphene-Flagship.aspx25 http://www.manchester.ac.uk/discover/news/chancellors-20m-to-use-cities-data-to-improve-healthcare/

At the core of the industrial strategy for bothGreater Manchester (GM) and Cheshire East (CE) isthe need to harness knowledge, innovation, skills,and infrastructure to drive the local economy,create jobs and raise productivity. This reportassesses key strengths, assets and capabilities inthe region, and sets these in the context of ananalysis of gaps and opportunities. Going beyondthe economic narrative we recognise that therealisation of the full potential from our science andinnovation strengths will also address wider societalchallenges. These include several areas that arecritical to our region, but also nationally and globally:climate change and the environment, combatingpandemic infections and antimicrobial resistance,healthy living and ageing, and in support of theseestablishing a sustainable health and social caresystem that keeps more people economically andsocially active for a longer time.

1Introduction toGreater Manchesterand Cheshire East

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1.1 AUDIT PROCESS

GM and CE’s collaboration on this Scienceand Innovation Audit is borne out ofshared ambition, functional geography,talent and assets. There is a strong historyof the two working together in partnership,exemplified by joint action to secure asuccessful future for Alderley Park, andthrough initiatives such as the £31m JointCheshire and GM Life Science Fund.

Over the past 15 years, GM hastransformed into an international centrefor knowledge-based and innovation-ledservice and manufacturing activity,exemplified by the designation of GM asthe European City of Science in 2016 andthe hosting of the EuroScience OpenForum. CE hosts a highly skilled workforce,significant industrial research andinnovation capability, and a number ofimportant academic innovation assets.The two together form a naturalgeography which also links beneficially toother parts of the North West and beyond.

For both partners, science, technology andthe translation of discoveries throughinnovative practice into commercialapplications are important drivers ofeconomic growth, and both acknowledgethis can bring wider social benefit. GM aimsto transform itself from a net recipient ofExchequer funding to a net contributor,acknowledging that overall productivity iscurrently behind the UK average. We willtherefore use this Audit to contributeeffectively to the critical societal, nationaland global challenges. Such issues can beshaped only by the ability of places to buildon knowledge networks to embraceinnovative and disruptive technologies andbring them to market.

Undertaking this Audit has also galvanised local partners to cometogether and think about how we betterleverage our assets and excellence tosupport the wider business base to driveeconomic growth and address notablegaps that inhibit delivery of our ambitions.It has also had the beneficial effect ofsupporting wider conversations withpartners across the North to developcommon policies targeted at bothstrengthening the innovation eco-system

and driving smart specialisation. Thisincludes working with Sheffield andLancashire as part of wave 1 of the audits,in terms of better understanding thelinkages around both the Sir Henry RoyceInstitute, and the Nuclear AdvancedManufacturing Research Centre. We havealso supported colleagues in LiverpoolCity Region, York, and the NorthernHealth Science Alliance (NHSA) in theirbids for wave 2.

Consortium StructureThe Audit has been led by a Task andFinish Group: UoM (as scientific lead), and Greater Manchester CombinedAuthority (GMCA) / Greater ManchesterLocal Enterprise Partnership (GMLEP) (as innovation lead – undertaken by New Economy).

It has been overseen by a CoreMembership consortium of key localpartners (see Annex A), including four universities (UoM, MMU, Bolton and UoS); the GMCA; two LocalEnterprise Partnerships (GM, andCheshire and Warrington); a number ofscience, health and innovationpartnerships as well as wider public sectorpartners (Cheshire East Council, the Skillsand Growth Company, CorridorManchester, Health InnovationManchester, Manchester SciencePartnerships (MSP), the ManchesterAcademic Health Science Centre(MAHSC), the Northern Health ScienceAlliance and the national science andinnovation campus, Sci-Tech Daresbury);and a group of large and small businesseswith a local presence - including Arup,AstraZeneca, BBC North, the GMBusiness Growth Hub, BioNow, BP, BT,Cisco, Hitachi, Medtronic, MediaCity UK,NCC Group, Siemens, Unilever, and theWaters Corporation.

Enabling collaborators are drawn fromuniversities and organisations both in theUK and overseas with which GM and CEhave strong collaborations (see Chapter 5).

Focus on key areasThis Audit has identified five strengthswhich are the key focus of the study. Theyemerged from the analysis conducted forthe 2014 EU Smart SpecialisationPlatform26, and reflect a combination of

genuine local scientific strength, currentinnovation opportunities, and themedium-term potential to deliver overallimprovements in local productivitythrough ongoing investment. They alsomatch the priority strengths identified aspart of the Northern PowerhouseIndependent Economic Review27 and the’leading innovation capabilities’ for theNorth West as identified by the NorthWest Business Leadership Team.28 Theseare in two categories:

1. ‘Core strengths’ in health innovationand advanced materials, where we haveexisting internationally-recognisedexcellence.

2. ‘Fast growth opportunities’ focused onthe future potential of digital, energy, andindustrial biotechnology, where ourassets and capabilities offer real scope forfuture development.

Hypotheses to be testedThe audit has been structured to exploreand test two hypotheses:

1. that ‘core strengths’ and ‘fast-growthopportunities’, and critically the synergiesbetween them, can be used better toaccelerate innovation and productivitygrowth; and

2. that our regional innovation ecosystemis constrained by less than optimal keyexpertise and infrastructures which needto be defined and addressed.

Core strengths29

Health innovation: Recognising the major opportunity to drive privatesector innovation and public sectorreform as a result of the HealthDevolution agreement for GM(DevoManc), our aim is to build onexcellence in precision medicine, healthinformatics and bringing clinical researchexcellence and innovation into practice.

Advanced materials: To drive innovation in sectors such asenvironment, manufacturing, housing,transport, and biomaterials (to addresshealth and well-being challenges), we willmaximise the capabilities and networkingof the key national assets in this domainsituated in our region.

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26 http://s3platform.jrc.ec.europa.eu/27 This identified four ‘Prime Capabilities’ at the level of the North: AdvancedMaterials, Energy, Health Innovation and Digital (including e-Health and Big Data)

28 NWBLT, “Discovery to Delivery – NW England a premier location for science andtechnology innovation”: (i) Advanced Materials and Molecular Manipulation; (ii)Energy Research including Nuclear Energy and Nuclear Engineering; (iii) CancerResearch and Health Innovation; (iv) HPC, Big Data and Digital Manufacturing.29 “Core strengths” are based on existing internationally recognised excellence;“Fast-growth opportunities” are based on current trajectory and potential.

Fast-growth opportunities Digital: This is a key enabling technologyfor the other sectors, and there arespecific opportunities in Big Data, in ourextended programme of demonstratorand test-bed projects in the domain ofsmart cities/Internet of Things (IoT), andvia the dynamic creative, digital and mediaeconomy in the region.

Energy: Opportunities arise from ourleading position in nuclear research, and inlow carbon energy generation,transmission and storage.

Industrial biotechnology: Theconcentration of this sector in the Northof England provide opportunities to drivetechnological advances in molecularbiology and biotechnology to supportdrug discovery and development, as wellas sustainable and clean production ofchemicals for use in manufacturing.

1.2 OVERALL CEONOMICPERFORMANCE ANDCONNCETIVITY

OverviewGM is the UK’s second largest city-regionin both demographic and economic terms– bigger than Wales, the same size as theNorth East of England, and half the size ofScotland. With around £57bn GVA p.a., itis equivalent to almost 20% of the totaleconomic output of the North of Englandand about 40% of GVA in the NorthWest30. GM is also one of the largesteconomies (by GVA) in the EU.

CE’s GVA in 2014 was ~£11.2bn, withaverage annual growth of 4.8% over1997-201430. Manufacturing andprofessional, scientific and technicalservices account for almost a quarter ofjobs in CE, reflecting the presence ofmajor manufacturing sites such asBentley, AstraZeneca, Siemens, BAESystems and Sanofi.

GMCE remains an important location forthe manufacturing sector, accounting forabout 137,000 jobs31 , but has also seenits service sector develop as thedominant source of employment and

driver of the economy. Hence it is now akey centre nationally for financial andprofessional services, higher education,and the creative and digital industries.However, overall productivity remainslower than its potential in GM (a currentnational gap of £3,600 per capita addingup to £10.4bn p.a.), while above theaverage in CE.

Governance Along with the GM LEP, the GMCAprovides a basis for collaboration andimplementation of agreed strategy32 inGM. This unique city regional governanceenables us to take decisions of a strategicnature and places us in a strong positionto make devolved funding decisions. Forexample, the DevoManc agreement(2015) provides greater local control over£6bn p.a. of health and social carespending, permitting far greater use ofdevolved and aligned commissioning andprocurement. In CE, our governance is ledby the Cheshire and WarringtonEconomic Prosperity Board, with businessvoice represented by the Cheshire andWarrington LEP.

Business base and labour marketGMCE have a combined GVA of £68.6bnp.a.30, with over 126,000 businesses in201533, and a strong track record insecuring foreign direct investment (FDI)(eg £1.3bn in 201534). In 2014 there were14,225 business starts in GM (804/100,000 working age population); and2,430 in CE (647/ 100,000) .

There are critical assets in GM’s healthand social care sector supporting 157,400jobs and GVA of £4.5bn in 201436.Outside London, GM is the UK’s maincentre of financial and professionalservices37, employing over 294,000people and generating almost £18bn GVAp.a. in 201436. Our creative and digitalsector accounts for 68,300 jobs, creatingGVA of £3.4bn p.a. Education employs119,000 people and adds GVA of £3.8bnp.a. to the GM. The low carbon andenvironmental goods and services sectoralready employs 38,000 people. Despitethe decline of the manufacturing sector,53,000 people now work in advancedmanufacturing (including advancedmaterials) in the city region36.

Overall GVA per capita in GM is currently£21k p.a. (below the UK average of £25k),but is £29k in CE (2013)38. Average annual gross full-time pay per capita inGM (£30k) is lower overall than forEngland (£34k, partly reflecting higherLondon wages) and in CE (£31k)38. Theproportion of GM working age residentswith no qualifications is higher (11.5%)than in CE (8.5%)38. 38.9% of residents inCE are educated to NVQ level 4 and31.8% in GM (2013), compared to England average of 35%38. There are four universities with main campuses(UoM, MMU, UoS, University of Bolton)with over 96,000 students39.

ConnectivityConnectivity is vital to stimulateinnovation and collaboration and realisethe full economic value from our existingscience assets as well as to support futureinvestments. GMCE have an extensivetransport infrastructure that puts at least5.2m people within an hour’s commute ofthe core; the largest travel-to workcatchment area of any conurbation in theUK outside London. Manchester Airportoffers more direct connections than anyUK airport outside London (over 210destinations), and handles over 24mpassengers p.a. It is also the only UKairport outside London to offerscheduled, non-stop direct routes toHong Kong, China, and Singapore. It hasmultiple direct daily flights to the main UShub airports and European capital andregional airports.

GMCE sits on the main North-South andEast-West UK rail and motorway links, andhas the UK’s largest light rail system. Weare also at the heart of Transport for theNorth, which is bringing improvedconnectivity across the North. GMCE ishome to one of the most advanced andcompetitive telecommunications andinternet infrastructures in Europe – withexcellent fibre networks both to Europeand North America, and 97% coverage ofhigh speed superfast broadband to homeand business.

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30 ONS, Regional Gross Value Added (Income Approach)31 ONS, Business Register and Employment Survey32 GMCA/AGMA “Stronger Together: the Greater Manchester Strategy” (2009);“GM Growth and Reform Plan” (2013).33 ONS, UK Business Counts (Local Units)34 UKTI figures

35 ONS, Business Demography 2015 and Population Estimates 2015.Calculations by New Economy. 36 Greater Manchester Forecasting Model, 201537 Northern Powerhouse Independent Economic Review, SQW, 201638 “Mapping Local comparative advantages in innovation”, BIS, 2015.392014/15 HESA data

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Map: GMCE Audit

We already have a strong base of knowledge of ourscientific and innovation capabilities based on our2014 Smart Specialisation analysis (accredited bythe European Smart Specialisation Platform)40,work on sector ‘Deep Dives’41, and the GMCE LifeSciences Review42. In this section we review ourscience and research assets in the five areas withan emphasis on their relevance for innovation, andwe summarise our human talent.

2Regional science and innovation assets

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40 http://s3platform.jrc.ec.europa.eu/41 http://www.neweconomymanchester.com/publications/deep-dives-skills-reports42 http://www.gmclifesciencesfund.com/

2.1 SCIENCE AND RESEARCH ASSETS

Assets - health innovation Opportunities for innovation fromDevoManc are being met by a newpartnership, Health InnovationManchester, which will speed-up thediscovery, development and delivery ofinnovative solutions to the NHS. It isfocused on health informatics and buildson GM’s data capabilities and expertise inclinical trials and precision medicine. It is aunique strategic body with key localpartners, including MAHSC, the AcademicHealth Science Network, the LEP anduniversities. As well as being tasked withincreasing the scale and pace ofinnovation in health and care inpartnership with industry, it will align GM’s clinical excellence assets to address population health needs,accelerate the adoption and diffusion ofinnovations into GM Health & Social Care,and increase commercial engagement inthe discovery, development anddeployment of innovations.

GM has one of the six Academic HealthScience Centres in England and the onlyone outside of the South East (apartnership between UoM and six NHSorganisations three acute Trusts, twospecialist Trusts and a ClinicalCommissioning Group43) aimed at drivingimprovements in healthcare throughresearch and innovation.

Devolution and the success of MAHSChave led to a ‘One Manchester’ approachto health research and innovation. This isdemonstrated for example by developinga single successful Biomedical ResearchCentre bid (£28.5m, the largest outsidethe South East), a single bid for a ClinicalResearch Facility and development for asingle Clinical Trials Unit and R&D supportoffice. More broadly, as the regionbecame the first in the country to takecontrol of its combined health and social care budgets, a sum of more than£6 billion, the opportunity has emerged to tackle health inequalities through acomprehensive approach to populationhealth built on new systems and pathways

operating at an unprecedented scale.Hospitals across the audit area offertreatment in all specialities and employc255,000 people. GM has Europe’slargest single-site clinical-academiccampus on Corridor Manchester (seeChapter 4 and Annex C), a partnershipbetween Central Manchester UniversityHospital NHS FT (CMFT), UoM and MMU,Manchester City Council and localbusiness. This will be furtherstrengthened by plans, which are welladvanced, to unite the three majorhospitals in the city into one NHS Trust44

in 2017.

The population of GMCE is diverse, stableand accessible (outward migration isrelatively low) but has significant healthchallenges and lower than average lifeexpectancy. This population is thereforeparticularly suitable to sustain complex,long-term clinical trials, and our local datatechnology offers the potential access toaround 2.8m patients for large-scaletrials. Indeed, GM had the highestrecruitment in England to commercialclinical trials in 2013-1445. This isunderpinned by the largest concentrationof clinical research nurses nationally(around 250) - trained and ready tosupport trials.

Case study:

The Salford Lung Study

The world’s first digitally enhancedrandomised clinical trial of a drug forchronic obstructive pulmonary disease(COPD), involving over 2,800 patientsand carried out by GSK, Innoviva, NorthWest e-Health, UoM and localhospitals46. The study showed that thedrug Relvar Ellipta significantly reducedexacerbations in patients with COPD.Using electronic health records, GSKworked and studied patients in theireveryday setting - monitoring allhospital admissions, outpatient andemergency department visits, and datafrom primary care providers.

Our strengths in precision medicine arebased around cancer, genomics,proteomics, imaging, and biomarkers, with

research attracting around £100m grantincome in the past five years (MRC,EPSRC and industry) - with a major focuson immune-mediated conditions.

We have a long history of cancer research,stretching back to the early 20th centurywork on X-radiography and radium. TheChristie NHS Foundation Trust is Europe’slargest cancer centre and the largestearly-phase clinical trials unit in the world,with around 400 trials taking place at anyone time. It houses the biggestchemotherapy facility in the UK.

The Manchester Cancer ResearchCentre (MCRC) (£45m over the next fiveyears) is a partnership between UoM, TheChristie and Cancer Research UK (CRUK).Additional centres of excellence on siteinclude the CRUK Manchester Institute(£24m p.a.); a CRUK Major Centre(currently £6m p.a. planned to rise to £9mp.a. 2017), one of only three such majorcentres nationally; CRUK Lung CancerCentre of Excellence with UCL; andProstate Cancer UK Fastman Centre ofExcellence with Belfast University.

MCRC integrates world-class researchand clinical expertise across cancerbiology, translational research, drugdiscovery and clinical trials; it includes~240 academics publishing on cancer andrelated areas, £145m live grants, and anextensive portfolio of industrycollaboration eg leading the first humantrials of the EGFR inhibitor, Iressa, andArimidex with AstraZeneca.

MCRC is also the base for theCRUK/EPSRC Cancer Imaging Centre(with the University of Cambridge, ~£2m p.a. across both sites) which leads research to improve cancerdiagnosis through magnetic resonanceimaging, ultrasound, and positronemission tomography.

The Proton Beam Therapy Centre(£138m, with £7m research facilities,open 2018), one of only two suchresearch and treatment facilities in theUK, will link to local academic researchexpertise in nuclear including at theDalton Nuclear Institute, and use of the

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43 University Hospital of South Manchester NHS Foundation Trust, Salford Royal NHS Foundation Trust, CMFT, The Christie, Manchester Mental Health and Social CareTrust, Salford Clinical Commissioning Group 44 North Manchester General Hospital, Wythenshawe Hospital and the Manchester Royal Infirmary.45 2013/14 National Institute for Health Research Clinical Research Network, Greater Manchester Portfolio: 2,819 trials46 http://www.srft.nhs.uk/media-centre/latest-news/news-archive/news-2012/sls-update/

advanced particle accelerators at theCockcroft Institute, Daresbury. Incombination with the StereotacticAblative radiotherapy and MagneticResonance Imaging guided radiotherapy(operational 2017), this will be the first and only UK site with three advancedstate-of-the-art radiotherapy delivery techniques.

UoM, The Christie and CRUK haveinvested £28.5m in a new cancer researchfacility, and are establishing theManchester Centre for CancerBiomarker Sciences, a national centre,which will link to the Precision Medicineand Medicines Discovery Catapults (seeChapter 4), and identify groups usingproteomic, genomic, environmental,imaging and circulating tumour (liquidbiopsy) biomarkers to lower future cancerrisk – acting as a global hub that willpioneer personalised cancer treatment.

The Health eResearch Centre (HeRC)(£4m capital and £4m revenue frommultiple funders) at UoM is one of fourcentres that make up the UK-wide healthinformatics research collaboration that isThe Farr Institute. The collaborationinvolves UoM and Public Health England,alongside 19 other academic institutions/health partners, to deliver advances inhealthcare using ‘Big Data’, and hasattracted £20m capital funding fromgovernment, research councils, andindustry. HeRC will transform the deliveryof health and social care through projectsin areas such as self-care, integrated care,patient experience, and real-timemonitoring using smartphones, wearabledevices and accessible health-carerecords. As members of the NHSA47,HeRC and GM partners are also workingon the Connected Health Citiesprogramme (government funding of £8mto GM), which will drive healthcareinnovation through the integration,analysis and use of data across primary,secondary and social care.

The DataWell informatics project (£6mover two years) at Citylabs links dataacross different health-care organisationsto improve clinical care and patients’access to information. It is working with 12health and social care organisations, and

will extend its reach to cover the whole ofGM by 2018.

The Manchester Centre for GenomicMedicine is one of the largest and mostcomprehensive genetics units in Europe,employing ~250 staff and with a nationalmolecular testing role for around 50services - developing new tests for theNHS as well as supporting thedevelopment of genetic servicesinternationally. It handles 8% of allEngland’s complex single genediagnostics48.

The Stoller Biomarker Discovery Centre(£18m funding, including £4m in privatesector support) based at MSP Citylabs isamong the largest clinical proteomicscentre in Europe, and is linked to the Farr Institute to ensure rapid merger ofclinical data.

The UK Biobank, hosted at UoM, is the largest repository in the world for over 500,000 human samples generatingan important database for future research into major diseases, with the aim of improving prevention, diagnosisand treatment.

MMU has established a £2.5m strategicpartnership with Nuffield Health toundertake research and workforcedevelopment around health, wellbeingand behaviour change - supported by fourcentres for health related research andknowledge, including ageing.

Alderley Park in CE (1.5m sq.ft. office and laboratory space, owned andoperated by MSP49), is home to over 150 bioscience companies with specialistindustry facilities and equipment forchemistry, bioscience, drug metabolism,mass spectrometry and nuclear magneticresonance (see Chapter 4). Alderley Park is also home to important nationalassets such as the Medicines Discovery Catapult.

Medical education and training: GM trains24,000 health professionals p.a. which isc.70% of new entrants to the NHSworkforce. UoM, MMU and UoS are nowworking together to better integrate thetraining of health professionals and are

working on plans for a new, jointindependent international medical school.

Assets - advanced materialsAdvance materials enables advances intechnologies across multiple sectors, andis a world-leading scientific strength ofthe region, exemplified by the Nobel Prizefor Physics (2010, Geim and Novoselov atUoM), and Regius Professorships inPhysics (2014) and in Materials (2016).More than £120m in capital investment inthe National Graphene Institute (NGI) andthe Graphene Engineering InnovationCentre (GEIC) will reinforce our position asa leading knowledge centre in 2Dmaterials (including, but no longerrestricted to graphene) research andcommercialisation, helping maintain theUK’s world-leading position in 2-Dmaterials. GM also has world leadingcapability and equipment incharacterisation and imaging, crucial foradvanced materials but also applicable tochallenges spanning multiple sectors.

UoM’s £61m National Graphene Institute(NGI) provides facilities for 250 scientistswith 69 partner companies. It receivesover >600 enquiries p.a. from companieslarge and small looking use graphene toproduce the applications of the futurewith the potential to revolutionisehealthcare, transport, and engineering.This is supported by investments intranslational research; the £60m GEIC(see chapter 4) will bring 2D/grapheneproducts closer to market by focusing onpilot production and characterisation toachieve higher TRLs. UoM is workingclosely with the UK’s National PhysicalLaboratory to develop internationalstandards for graphene and other 2Dmaterials. UoM and NGI are now buildingstrong links with China which isconsidering its own national graphenestrategy, linked to NGI.

The EU €1bn Euro Graphene Flagshiprepresents joint research on anunprecedented scale, with a coreconsortium of over 150 academic andindustrial research groups across 23countries. UoM has received >€4m tosupport the project, sits on the ExecutiveBoard as well as the Management Panel,and is leading work on spintronics,

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47 NHSA is a partnership of NHS and research organisations across GM and 7 other northern cities (see Table 1)48 UoM, “Global Challenges, Manchester Solutions”, 2015. 47 The MSP consortium (made up of UoM and Manchester City Council) own 35% of Alderley Park. The remainder is owned by Bruntwood and Cheshire east Council.Additionally, the UoM and Manchester City Council each owns a 12% share of the MSP site on Corridor Manchester.

enabling materials and health applications.

UoM also hosts the NorthwestComposites Centre (NWCC), a regionalcentre of expertise in supporting,evaluating and introducing innovation inmanufacture, design, analysis and testingof advanced composites. The focus of thecentre is around low cost, low energy, lowcycle time manufacture of compositesand more specifically structural textilecomposites, non-destructive andstructural health monitoring with state-of-the-art X-ray tomography equipmentin the Henry Moseley X-Ray ImagingFacility (£19m) and design and failureanalysis of polymer composites. Currentlythere are over 70 PhD students and postdoctoral research assistants with fundingin excess of £5m from government andindustry (aerospace, automotive, windenergy, marine, oil & gas). The Centre alsohouses the National CompositesCertification & Evaluation Facility,serving the short term needs of theindustry, which can lead to long term R&Dcollaboration. The facility generatescommercial income of £400k p.a.

STFC Daresbury Laboratory is the centralhub for the EPSRC National Facility forAberration Corrected STEM orSuperSTEM (one of the world’s mostpowerful scanning transmission electronmicroscope facilities), which supportsmultidisciplinary research through accessto cutting-edge instrumentation,including electron microscopy andspectroscopy, allowing analysis at thelevel of single atoms.

The Cockcroft Institute at Daresbury(UoM with the Universities of Lancasterand Liverpool, and STFC’s AcceleratorScience and Technology Centre (ASTeC))is the national centre in acceleratorscience. It offers expertise in the concept,design, simulation, construction andoperation of accelerators for majorscience facilities such as the Diamondlight source at the Harwell Campus inOxfordshire. Science facilities such asDiamond are a key research tool tounderstand the fundamental properties,composition and function of materials atthe atomic level. UoM has invested inguaranteed access to a full beamline atDiamond50, which it uses for researchspanning material science, biomedicine,

and engineering (linking above to protonbeam therapy for cancer). The HartreeCentre at Daresbury (see ASSETS -DIGITAL) provides supercomputing anddata analysis infrastructures to deliver themodelling capacity for advancedmaterials.

Assets - digitalBuilding on the legacy of Alan Turing atUoM in the 1950s, and development ofthe first programmable computer (the‘Baby’), today we have strengths incomputational science and the use of ’BigData’ which will help drive areas such ashealthcare informatics, modelling foradvanced materials, and Smart Cities.

UoM’s School of Computer Science isamongst the largest and most highlyrated for research in the UK (4th in theResearch Excellence Framework 2014),with major strengths in ’Big Data’, artificialintelligence and novel computerarchitectures – including the world-leading brain-inspired SpiNNakermachine. It has an outstanding track-record of technology transfer, from theearliest commercial computers to thespinout Transitive’s virtualisationtechnology built into more than 17mcomputers world-wide. Building on thesestrengths, UoM’s Data Science Institutebrings together over 250 researchers in‘Big Data’ from across the University, withstrengths in data analytics, machinelearning, statistical inference, numericalalgorithms, information management, andcyber-security (particularly cryptography).UoM is also a lead partner in the N8 HighPerformance Computing Centre whichoperates Polaris, one of the 250 mostpowerful computers in the world.

UoM is also bringing together strengthsacross the university in cyber security inrecognition of the growth in this area andmajor strengths and opportunities withmany local companies in GM. In particulardrawing on the university strengths inmathematics, computer science, andlinguistics, which are all crucial for cybersecurity. The GM Local Growth Fund bidincluded a request for funding for a CyberInnovation Centre of Excellence whichwould reinforce the impact of thegovernment’s National Cyber SecurityStrategy and exploit GM’s rapidlyexpanding tech sector alongside a largefinancial and professional services sector

(complemented by Fintech and IoT). Itwould aim to provide an incubationplatform to attract, engage and connectentrepreneurs, talent, customers andinvestors and so support thecommercialisation of research and IP. Itwould also provide collaborative researchcapabilities, and security intelligence, andalso support businesses and the publicsector to tackle cyber security andincrease resilience.

The Hartree Centre, at Daresbury, is oneof the world’s most powerfulsupercomputing and data analysisinfrastructures, and a leader in the BigData revolution. It is helping UK industrygain a competitive edge by harnessingthe power of Big Data, analytics,visualisation and data-centric cognitivecomputing. Since 2013 it has received£172m in government investment plus£200m from IBM to establish a R&Dprogramme that will create the nextgeneration of data-intensive systems -bringing people and skills together withthe technology to support businessdevelopments. The Centre also has along-term partnership with Unilever tosupport its R&D processes.

Jodrell Bank (part of UoM) has beendesignated the internationalheadquarters of the Square KilometreArray, the largest and most sensitivemulti-radio telescope ever to be built. Theproject involves over 20 countries and willprovide high resolution images 100 timesfaster than the world’s current state-of-the-art instruments, helping to answerfundamental questions in physics. Theproject requires very high performancecentral super-computing engines andlong-haul links in order to analyse the vastquantity of data generated. It will producedata-sets larger than any we currentlydeal with, pushing innovation in data-handling that will flow through from the‘big science’ to industry application,offering an opportunity to locally exploitthe know-how that will be developed.

Manchester won a national competition in 2015 (£10m from InnovateUK/government) for CityVerve, todemonstrate applications of IoTtechnologies in four key smart city areas:health and social care, transport, energyand environment within the CorridorManchester Innovation District. CityVerve

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50 Diamond Light Source is the UK's national synchrotron science facility, located at the Harwell Science and Innovation Campus in Oxfordshire.

is based at MSP Central Campus and has22 multi-sector partners led by Cisco andaims to develop a replicable model forother cities, to deliver more personal,efficient and flexible products andservices. It will develop technical modelsfor hyper-scalable cloud services, real-time data sharing, and interoperability ofsystems and build an IoT businessinnovation cluster through the incubatorand open innovation programme at MSP.

The establishment of a data-sharingauthority, GMConnect, will break downthe barriers which stop public servicessharing information. This centre ofexcellence will identify patterns ofbehaviour, trends and key relationships to allocate public resources as effectivelyas possible. The information will supportthe integration of health and social care in particular, as well as wider reform ofpublic services, to ensure they are better connected and treat individualsmore holistically.

The planned International Screen Schoolat MMU will bring Science and CreativeInnovation together in a newinterdisciplinary Higher Educationresource, designed and run with industryas partners in learning. Based in CorridorManchester, it will create a valuable lynchpin for activities in the Creative DigitalSector and become the generator of anew interdisciplinary talent pipeline thatwill benefit the region and beyond. It willlead to >150 long-term direct/indirectjobs, and generate a GVA uplift of £13mper annum - providing places for 2,000students over three years, with more thanover 100 apprenticeships annually; as wellas supporting 100 start-ups and SMEsacross the creative and digital healthsectors per annum.

Assets - energyGMCE have a strong heritage in atomicresearch, building on the pioneering workof scientists such as Dalton andRutherford. Current local scientificexcellence lies in nuclear fuel; reactordesign and construction; plant lifemanagement; decommissioning andradioactive waste characterisation; non-proliferation and medicine. Strategicpartnerships include the National NuclearLaboratory, EDF Energy, Amec FosterWheeler, Rolls-Royce, National Grid,Siemens, Arup, Electricity North West,

and BP. There is also a significant role intraining nationally in the nuclear field.Manchester has the most full-timeacademics working on nuclear than in anyother part of the UK51.

UoM’s Dalton Nuclear Institute (DNI)(>£100m research income since 2005;Queen’s Anniversary Prize, 2012)exemplifies how GM has provided step-change leadership and investment toinvigorate an important research field.Five years ago, research in civil nuclearenergy within the UK had fallen to an all-time low along with few nuclear-trainedgraduates. Today, DNI offers the largestconcentration of academic expertise inthe UK, with >300 researchers, and 250civil nuclear supply chain companies. It has 85 internationalpartners/collaborators, 28 fromindustry and government, 22 fromresearch organisations and 35 fromacademia. This includes a major R&Dfacility at UoM’s Dalton Cumbrian Facility(holding the world’s highest energy dual-beam accelerator system),permitting high-end research into themechanisms and effects of radiationdamage to materials. The Centre forNuclear Energy Technology within theInstitute is working with firms to developtheir capabilities as suppliers to new-buildnuclear programmes.

UoM is a founder of the National NuclearLaboratory (NNL), including its flagshipfacility - the Central Laboratory inSellafield. Once operational in 2018, thiswill provide a full suite of nucleartechnology services making it the mostadvanced nuclear research facility in theworld - including the commissioning ofplutonium laboratories and high activealpha/beta/gamma cells.

Nuclear physics is also one of three corestrengths of the research base at Sci-Tech Daresbury (see Chapter 4). TheSTFC Council Nuclear Physics Groupthere supports research in nuclearphysics and applied projects in medicaland security imaging.

UoM and Sheffield University lead theNuclear Advanced ManufacturingResearch Centre (NAMRC) with Rolls-Royce as lead industrial partner (£25mfrom government). Other foundingpartners include Areva, Westinghouse,

Sheffield Forgemasters and Tata Steel.The Centre has dedicated laboratoryfacilities within DNI, and access to DNI’sextensive manufacturing, testing andanalytical resources, using GM’s expertisein advanced materials to ensure nuclearreactors are able to withstand extremeconditions. This will be a core programmein the new Royce Institute.

UoM also works closely with National Grid,other UK electricity transmission anddistribution network operators onresearch relating to the design andoperation of the UK ElectricityTransmission and Distribution Systems.The National Grid Power SystemsResearch Centre, at UoM, houses thelargest and best equipped high-voltage(HV) laboratory of any UK university (theonly HV lab capable of testing equipmentfor use on the 400kV network). It is usedto support ~£7.5m research projects inenergy network. The £13m IntelligentEnergy Systems Demonstrator project is under construction at ThorntonScience Park.

Triangulum is the €25m Horizon 2020project to demonstrate cutting-edgesmart city technologies and roll them outacross the world, and involves UoM andMMU working with Siemens and Europeancollaborators to demonstrate ‘smartgreen growth’ to reduce carbon emissionswhile boosting the economy. €9m will beinvested in Manchester.

The Salford Energy House (£12mresearch income), at UoS, is the only full-scale building in an environmentalchamber in Europe, and the only full-scaletest facility in a controlled environment inthe world. It aims to improve the energyefficiency of hard to treat buildings incollaboration with industry. This includesthe development and testing of newmaterials, systems and products andstudying human behaviour changeassociated with the adoption of energyefficiency measures in the home. Itcomplements GM strengths in thedevelopment of advanced materials foruse across the built environment. Keypartners include the Department ofEnergy and Climate Change (now BEIS),GMCA, Danfoss, Siemens, Honeywell,Saint Gobain and Stelrad.

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51 “A review of the Civil Nuclear R&D Landscape in the UK” (BIS/DRCC) 2013.

Assets - industrial biotechnologyUoM has grant income in industrialbiotechnology of >£100m, andpartnerships with leading companiesincluding GSK, Shell, Unilever and Pfizer todrive the creation of new bio-basedchemicals. The work with GSK involvesleading Europe’s largest public-privatepartnership on manufacturing sustainablepharmaceuticals, CHEM21, bringingtogether six pharmaceutical companies,13 Universities and four SMEs (€26m overfour years). The work with Shell willharness the power of synthetic biology topropel chemicals/natural productsproduction towards more sustainablemanufacturing processes.

The Manchester Institute ofBiotechnology (MIB) at UoM is one ofEurope’s leading industry facing researchfacilities. It focuses on green and highlyefficient manufacture of industrialschemicals, bio- and second-generationfuels, with research covering atomic,molecular, systems, and organism levels.It houses 500 multidisciplinaryresearchers, and over the last decade hashad more than 2,800 publications,produced eight spin-out companies andsupported 51 patents. It collaborates withover 500 research partners in more than65 countries.

UoM hosts SYNBIOCHEM at MIB, aUK/European Centre of Excellence (£10mBBSRC/EPSRC) for the synthetic biologyof fine and speciality chemicalsproduction (including new products andintermediates for drug development,agrochemical and new materials forsustainable bio-manufacturing), with 52lead MIB investigators.

The Centre of Excellence in Biocatalysis,Biotransformations and BiocatalyticManufacture has its core research facilityat UoM and focuses on biocatalysis,looking in particular at engineeringenzymes to synthesis new and specificmolecules; whole cell biotransformationsfor rapid access to high-value finechemicals; and biomimetic chemistry. Itworks alongside a biocatalytic engineeringconsortium to link together a wider set of universities.

2.2 SCIENCE AND INNOVATION TALENT

In GM we are embarking upon an ambitiousset of reforms to our work and skills systemin order to increase productivity and growthe economy. Employers will be at theheart of the system, incentivised to investin and utilise the skills of their workforce.Developing higher level skills is a particularpriority. This aims to ensure there is aseamless system where young people andadults routinely progress to achieve degreelevel skills and improves levels of graduateretention.

Human capital and talentGM’s four universities together generatedalmost 20,000 first-degree graduates(STEM and non-STEM) in 2013/1452. GMcontributes to 7% of UK’s doctoratesoverall, and almost 8% of England’s STEMdoctorates (11,000 students). Theuniversities have over a million alumniacross the world, and are in contact with avery large proportion, many of whom arein prominent positions in business,universities or governments. In STEMsubjects, there are a total of ~43,000students in GM (~32000 undergraduatesand ~11000 postgraduates).

ApprenticeshipsThrough the GM apprenticeshipstrategy53, we are developing an approachto significantly increase the number andquality of apprenticeships delivered.Ensuring a substantial increase in thenumber of degree and higher levelapprenticeships in GM’s growth sectors isof particular importance.

During 2014/15, over 1,000 digitalapprentices started in GM workplacesacross six frameworks and digitalstandards. In 2015, MMU launched itsDigital and Technology DegreeApprenticeship programme54. Theprogramme combines a focus ontechnical computing skills with units onbusiness and enterprise. The first cohortof 60 apprentices included employeesfrom twelve organisations (Barclays,AstraZeneca, Lloyds, and Thales and arange of regional SMEs). MMU also hasfurther higher and degree levelapprenticeships in delivery in Chemical Science55.

Since 2013, UoS has delivered itsBroadcast Engineer DegreeApprenticeship to 60 apprenticesemployed by the BBC56. It will launch itsChartered Surveyor DegreeApprenticeship in 2016. The GMCA, viathe Greater Manchester ApprenticeshipHub, is also currently funding a projectwhich aims to generate interest in careersin science amongst young people,stimulate the offer of high-qualityapprenticeships amongst industryemployers, and to develop providercapacity within GM.

Education and skillsGM has identified that it needs aneducation and skills system that deliversthe higher level and technical skillsneeded to drive the productivity of ourkey growth sectors. The quality ofCareers, Education, Information, Adviceand Guidance (CEIAG) must radicallyimprove to ensure that young people andtheir parents/teachers understand therange of education, training andemployment opportunities available andare able to make informed choices abouttheir future career. CEIAG will link youngpeople’s aspirations with labour marketopportunities stimulating demand in keyareas of economic growth eg STEM, andlife sciences.

Clear vocational pathways for 16-19 yearolds are also needed - in line with thegovernment’s Post-16 Skills Planpublished in July 2016, alongside theindependent review of professional andtechnical education led by Lord Sainsbury.After undertaking a broad and balancedcurriculum until age 16, young people withfollow either an academic or technicalroute. The academic route is already wellregarded with universities sitting at theheart of the local skills ecosystem but wemust ensure that technical education is ofthe highest quality, leading to progressioninto skilled employment. Young peoplefollowing the technical option willundertake 1 of 15 routes coveringcollege-based and employment-basededucation (apprenticeships) equippingindividuals with the technical knowledgeand practical skills valued by industry.

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51 “A review of the Civil Nuclear R&D Landscape in the UK” (BIS/DRCC) 2013.52 “Mapping local comparative advantages in innovation. BIS (2015) 53http://neweconomymanchester.com/our-work/skills-employment/gm-apprenticeship-hub

54 http://www2.mmu.ac.uk/apprenticeships/students/digital--technology-solutions/55 http://www.mmu.ac.uk/news/news-items/2187/56http://www.salford.ac.uk/news1/university-of-salford-apprentice-wins-bbc-accolade

Rankings, Research ExcellenceFramework (REF) and research outputs In the most recent international universityranking tables UoM rose from 41st to35th in the world in the Academic Ranking of World Universities, and from33rd to 29th in the QS rankings. The latestNature review of improvement in researchranked UoM 18th globally, and 2nd inWestern Europe57.

The Audit area contains 4 HEIs and 19FCEs58. The area locally accounts for 4% of the UK’s REF-submitted universityresearchers. On research power the UoMwas ranked 5th in the UK (83% of researchactivity world-leading or internationallyexcellent), and 92% of the impact wasranked outstanding and of veryconsiderable reach and significance.

Citation evidence of excellence ispresented for each of the areas59.

Health innovationIn health, the combined result of all healthdisciplines ranked UoM 5th in the UK forresearch power in medical sciences, thehighest-ranking institution outside theSouth East. UoM is particularly strong inallied health professions, dentistry,nursing and pharmacy; ranked 1st in the UK.

In a citation analysis based on publicationscontaining health innovation keywords,UoM ranked 6th among Russell Groupuniversities in the production of top 10%most-cited papers (335 publications). It is6th in England for Medical ResearchCouncil awards and the only universityoutside the South East in the MRC Group1 Universities (>4% of MRC total annualspends). It has >£300m in current liveawards in health.

UoM and MMU have among the highestconcentrations of research excellence inallied health research in the UK60. 100% ofthe impact of MMU’s research in healthwas rated as internationally excellent andabove. Since 2008, MMU has investedover £150m in capital projects to supporthealth research, and is the top ‘new’university for power of health research.MMU is using its recognised strengths asa vehicle to develop new approaches tothe integration of health and social care.

Advanced materialsCitation analysis of publications withkeywords corresponding to the EPSRCstrategy for advanced materials showedUoM as producing the second highestnumber of publications in the top 10%most cited (171) among Russell Groupuniversities, and the highest proportion oftop decile papers.

UoM’s submission of researchers inelectronic engineering, metallurgy andmaterials represented 9% of the UK’s REFsubmissions and hosts almost 10% of thestrongest researchers in the areas acrossthe UK. For aeronautical, mechanical,chemical and manufacturing engineeringit has 5% of the UK total. UoM also leadsthe world in graphene citations and isamongst the world leaders in carboncapture and storage.

The materials group at MMU was namedin the world top 10 (out of 3,000) in 2014by Thomson Reuters on the basis ofcitations (25,000)61. Areas of expertiseinclude antimicrobial anti-adhesivesurfaces, additive graphenemanufacturing and 3D printed batteriesand supercapacitors.

Citations in fast-growth opportunity areasIn our fast-growth opportunity areas, UoM is consistently in the UK’s top groupboth by volume of academic publications/ share of the top 10% most cited papers(energy 3rd/3rd; industrial biotechnology4th/5th and digital 5th/6th).

3Excellence in science and research

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57 http://www.nature.com/nature/journal/v535/n7613_supp/full/535S49a.html58 Underlying data for local growth 2013-14. Higher Education and local growth. HEFCE (2015). 59 Scopus SciVal data for UoM ranked versus Russell Group comparators based on keyword field definitions60 Research Excellence Framework (REF) 201461 http://sciencewatch.com/sites/sw/files/sw-article/media/worlds-most-influential-scientific-minds-2014.pdf

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BackgroundGMCE’s key differentiating opportunitiesfor growth, compared with other UKlocations, is the proximity of major assetsin other sectors (eg digital industries andthe dense concentration of professionalservices) and the concentration ofresearch and innovation assets withinCorridor Manchester and into MSP’sAlderley Park. This inter-relationshipbetween sectors will be a major driver ofgrowth and innovation. There are slightlymore firms in CE engaged in product orprocess innovation compared to theEngland average (26%), with a higheraverage proportion of turnover fromproduct or process innovation (28%)62.Nevertheless, we need to do more toensure that we realise the full potential ofour assets to drive innovation andcommercialise our research locally. 52%of companies in the NW across all sectorsare ’innovation active’; an increase from42% in 2013, and are broadly in line withthe England average (54%) in terms ofimproving goods/ services or replacingoutdated products/ processes63. The levelof business R&D expenditure per personin CE (£2716) is one of the highestnationally (2013).

As part of the GM Business Survey201464, local businesses were askedwhether they had engaged in innovative

activities within the last three years. Ofthe 80% of GM firms that had engaged inInnovative activity in the last three years,the majority had invested in newmachinery/plant, additional ICTequipment or additional software. Beyondidentifying businesses engaging ininnovative activities in GM, the GM surveyalso compares the profile of theseinnovative firms with non-innovativefirms. The findings revealed that“innovation active” companies in GM aremore likely to have reported increasedturnover, employment and exports in thelast 12 months, compared with non-innovation firms.

Innovative firms also tend to recordgreater levels of confidence about bothfuture turnover and employment growth,and were more likely to access finance.They are also are more likely to be awareof, and have taken advantage of, localbusiness support programmes, and tohave used R&D tax incentives. However,significant barriers to innovation remain,with 30% of firms in the GM surveyreported barriers to growing innovation.The main challenges identified were lackof finance to support innovation, lack thein-house knowledge and skills to developand manage innovation; and, lack ofknowledge of funding available to support innovation.

In this section we review the mainbusiness presence in each sector andidentify the key assets oriented to thesupport of innovation. We also review thecapacity for commercialisation of newtechnologies through place-basedfacilities, university technology transferand business support. Illustrative casestudies are embedded.

Place assets / National Enterprise ZonesFour government Enterprise Zonesacross the locality provide tax relief forsmall businesses, allowing all businessrates growth within the zone to beretained and reinvested to support thelocal economic priorities and ensure thatEnterprise Zone growth is enjoyed locally.The zones are especially tied todeveloping our local science assets:

Sci-Tech Daresbury has over 1,200people on-site including >400 scientistsworking in fields including acceleratorscience, high-performance computing,simulation and data analytics and sensorsand detectors. It operates large-scalefacilities used by many UK universities andincreasingly to industrial companies (egIBM, Unilever, Bentley Motors, and BAESystems). It includes STFC DaresburyLaboratory, The Hartree Centre, theVirtual Engineering Centre, Cockcroft

4Innovation

62 Technopolis Data (see Annex B)63 BIS: “Headline findings from the UK Innovation Survey 2015”, March 2016.64 http://neweconomymanchester.com/media/1453/final-gm-business-survey-report-2014.pdf

Institute and over 100 high-techcompanies employing over 500 people inareas such as advanced engineering,digital/ICT, biomedical and energy andenvironmental technologies, varying fromstart-up companies to more matureSMEs to international corporates such asIBM and Lockheed Martin. About one insix are global multinational companies.

Corridor Manchester is home to anexceptional group of knowledge-intensiveorganisations and businesses. The areahas consistently generated ~ 20% of thecity’s GVA, employing over 63,000 peoplewithin this large scientific and digitalcommunity, with over half these inknowledge-related sectors, and ananticipated 14,000 additional jobs by2025. The area offers co-locationopportunities for companies to accessuniversity research, the largest hospital inthe region, laboratories, incubation andgrow-on space with the additional benefitof Enterprise Zone status for two siteswithin the Innovation District. More than70,000 students study in the area, with25,000 of these studying engineering,medicine, computer science and biologicalsciences. The next ten years is a decade ofopportunity for the Corridor Manchesterarea, with over £2.6bn investment plannedup to 2025. The Corridor Manchesterpartnership has been in operation almostten years and enhances economic growththrough collaboration, leveraging assetsand catalysing innovation.

Cheshire Science Corridor was awardedEnterprise Zone status in 2016, andencompasses many interconnectedassets in advanced scientific analysis andresearch, pharmaceuticals R&D,pharmaceuticals manufacturing, chemicalengineering, energy and nuclearengineering, radio-astrophysics andastronomy; including CapenhurstTechnology Park, Thornton Science Park,Birchwood Park’s Nuclear and ForensicsClusters, and MSP’s Alderley Park.

Airport City Enterprise Zone is a 5m sq.ft. site development and involves asignificant new business destination inthe area immediately adjacent to theairport’s terminals and ground transportinterchange. Complementing this will behealth and biotech-related research anddevelopment, and training facilities

associated with ‘MediPark’, a newdevelopment linked to one of GM’s majorhospitals, which also benefits from theproximity of Manchester Airport. An£800m expansion of Manchester Airportis currently underway in order to create’Airport City’ (offices, hotels and logistics),in partnership with the BeijingConstruction Engineering Group.

Health innovation assetsIn terms of business clustering, therewere ~260 companies operating withinthe biomedical sector in GM in 2015,employing 8,777 people. GM is home to40% of all pharmaceutical, andbiotechnology companies and contractresearch organisations companies in theNW. The GM sub-cluster maintains astrong offering across the whole range ofcompetencies with particular strengths inbiotechnology, CROs, diagnostics,analytics, medical technologies, andhealthcare companies. Calculated GVAfor the GM biomedical sector corecompanies is £245m65.

The range of companies in our regionencompasses global pharmaceuticalcompanies (eg Actavis, AstraZeneca,Bristol-Myers Squibb, Medtonic, Sanofi-Aventis, Teva); a significantanalytical and healthcare presence (eg Waters, Unilever, Thermo Fisher,Hologic, Qiagen Manchester, AdvancedMedical Solutions); growing biotechcompanies (eg C4X Discovery, Epistem,Redx Pharma, Cyprotex, PremaithaHealth); and many other spin-out andstart-up companies.

MAHSC is working in partnership withNorthwest e-Health and Hitachi to testnew technologies in health informatics todeliver new services for the NHS. Hitachihas established its European Big DataLaboratory at Citylabs to start proof-of-concept projects for improving healthcareusing informatics (see below under Digital assets).

Innovation support institutions, includethe national Medicines DiscoveryCatapult (£5m initially from Innovate UK),based at Alderley Park, which will supportindustry to develop new technologies forthe preclinical evaluation of medicines. Itwill operate at the earliest stages ofmedicines development, developing and

validating new technologies for testingpotential diagnostics and medicinesahead of human trials. This nationalCatapult will grow the UK’s commercialmedicines discovery capability to improveproductivity in drug development andapproval. This is complemented by theMedTech Centre Incubator based atMSP’s central campus and which contains office and dry-lab facilities. It willalso link to the Precision MedicineCatapult at the University of Cambridgethrough the UoM which is a recognised‘spoke’ of this Catapult.

Case study:

Antimicrobial resistance (AMR)

The AMR Research Centre at AlderleyPark is a major new facility to supportthe development of new antibioticsand diagnostics via an integrateddevelopment capability. It has majorinternational funding, and with UKgovernment support, will become aworld leader in AMR66.

The Centre will be a major partner inthe new international CombatingAntibiotic Resistance BacteriaBiopharmaceutical Accelerator –CARB-X. The Centre is expected toreceive funding up to US$14m in yearone and $100m in total over five years.The Wellcome Trust will also contributefunding. This will allow the Centre tofocus £175m in total on helping SMEsprogress R&D in support of clinical trialsto address the global challenge of AMR.

The Medicines Discovery Catapult whichis based at Alderley Park will contributeto the AMR agenda by developing newapproaches for the discovery and earlydevelopment of new medicines. Severalbusinesses at Alderley Park are alreadyworking on developing new antibiotics,as part of a worldwide drive to find moreeffective treatments, for example, RedxAnti-Infectives Ltd. CorridorManchester will reinforce this activity -including innovative work underway atUoM to consider the development ofnew antimicrobial surface coatings using graphene.

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65 Bionow, “Biomedical Cluster Mapping Update for GM 2002-14”, January 2015.66 http://cheshireeast.gov.uk/council_and_democracy/council_information/media_hub/media_releases/cheshire-east-joins-international-fight-against-antibiotic-resistance.aspx

Citylabs 1.0 (MSP) is a commercial R&Dfacility for healthcare and medicaltechnologies with 120,000 sq.ft. of officeand laboratory space in the heart of theCMFT campus. Citylabs brings togetherbusiness with the NHS and universities toaccelerate innovation and growth in thisleading healthcare and medicaltechnologies cluster. Plans for Citylabs2.0 and 3.0 are already well developed (aninvestment of £60m will bring in £100mGVA and create 750 jobs)67.

Advanced materials assetsBusinesses involved in the developmentand fabrication of advanced materials aremainly linked to the advancedmanufacturing sector, with links toneighbouring geography in Sheffield andLancashire. There remains significantinvestment by Siemens in GM focused onindustry automation and drivetechnologies, low voltage activities andbuilding technologies. There are a numberof smaller electronic designers andcontract manufacturers (including semi-conductors) such as Zetex and Ferranti, aswell as a legacy of mass spectrometrybusinesses. TBA Electro ConductiveProducts Ltd in Rochdale is one of the firstfirms in the world to develop a productcontaining graphene through a sprayabletransparent conductive coating aimed atthe food, electronics, pharmaceuticals andpetrochemicals sectors.

UoM is the hub for the £65m BPInternational Centre for AdvancedMaterials (BP-ICAM), which leadsadvanced materials research into fuels forthe oil and gas industry by feedingresearch back into business operations,understanding impacts around safety,reliability and performance. It has seen afootfall of over 500 BP personnel sinceopening, and four senior BP staff arepermanently on site in ICAM’s on-sitecampus office. Satellite centres includethe University of Cambridge, ImperialCollege London and the University ofIllinois at Urbana-Champaign.

In addition to NGI, which is now fullyoperational, several world-class supportinstitutions are under construction. The£60m GEIC (UoM, open in 2018) will bring2D/graphene products closer to marketby focusing on pilot production andcharacterisation, with application

development in composites, energy, solution formulations andcoatings, electronics, and membranes. It has received £30m from the Abu-Dhabi based renewable energy firm Masdar focused on the deploymentof clean technologies68.

The new £235m Sir Henry RoyceInstitute for Materials Research andInnovation will bring science togetherwith business application to addresssocietal challenges. It will encompass 14 areas of materials research across fourthemes – energy, engineering, functionaland soft materials. The hub is based inUoM, with ‘spokes’ at the Universities ofSheffield, Leeds, Liverpool, Cambridge,Oxford and Imperial College London. Thiswork is particularly supported by theinstitute’s excellent imaging capability.The National Nuclear Laboratory and theCulham Centre for Fusion Energy are alsokey partners – recognising the need totest materials to withstand extremeconditions for applications such asnuclear new build.

The Manchester Engineering CampusDevelopment (£350m capital investmentfrom UoM) at UoM will bring togetherresearch, teaching, expertise and facilitiesof four schools and two research institutesinto a single engineering campus, alongwith space to host industrial partners(76,000m2 floor space, 1,300 staffmembers, 6,700 students). This will beadjacent to NGI and the Royce Institute.The co-location of a range of engineeringdisciplines facilitates collaborative inter-disciplinary working to tackle complexengineering problems and best preparesstudents for careers in industry.

Case Study:

Aerospace Technology Institute (ATI)

The NGI and the University of CentralLancashire (UCLan) EngineeringInnovation Centre is partnering withengineering and advanced materialsinitiatives and facilities in GM andLancashire to promote progression inskills and technology development inthe aerospace sector. UoM and UCLanare developing a national technologyroad-map for the exploitation of

graphene within the aerospace sectorworking with the ATI and a number ofbusinesses in the aerospace supplychain, many of which are based in theregion. They have produced a firstprototype graphene-wingedUnmanned Aerial Vehicle whichachieved its first flight at theFarnborough International Airshow inJuly 2016, and are looking to develop agraphene aerospace strategy andprogramme of work to start in 2017.The development has potential for spinout into other sectors69.

UoM, MMU, Manchester School of Art,University of Bolton and UoS collectivelyrepresent one of the largestconcentrations of teaching and researchinto advanced textiles in the world. Forexample, the Institute for MaterialsResearch and Innovation at Bolton leadsapplied materials science working to growSMEs around the development ofdesigner materials at the micro/ nanolevel in areas such as medical devices,biosensors, diagnostic devices, andenergy fibres. It will operate out of the new£13m STEM building from 2017 in afacility designed to significantly accelerateSME Innovation and productdevelopment. Additionally, the textilesindustry concentration in GM is almostthree times the national average. Majorlocal firms involved in Medical Textilesinclude Tamicare, Sterling Non-wovens,and Lantor UK. Tamicare has used R&D todevelop the world's first-ever technologyfor creating 3D print finished textileproducts (bringing together digital withmaterials technology).

Digital assetsAt Sci-Tech Daresbury, the VirtualEngineering Centre is the UK’s leadingcentre for virtual engineering technologyintegration for commercial applications.This allows firms to develop and testvirtual prototypes, therefore conductingR&D more quickly and cheaply than wouldordinarily be possible, and accelerating theroute to market. Key industry partnersinclude JLR, Bentley Motors, Aston Martinand SME BAC Ltd, Schlumberger,Sellafield (energy), and Hitachi Rail(transport). At Sci-Tech Daresbury there isa growing cluster of businesses focusedaround data-centric technologies.

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67 http://bruntwood.co.uk/news/citylabs-expansion-announced/68 http://www.manchester.ac.uk/discover/news/new-60m-engineering-innovation-centre-to-be-based-in-manchester69 http://www.graphene.manchester.ac.uk/latest/?archive=twelvemonths&id=16957

MediaCityUK in Salford (GM) is the largestpurpose-built media location in Europe(2,600 BBC staff including the base ofConnected Studios, the BBC’s digital R&Darm); ITV; UoS, and a University TechnicalCollege (teaching DCI andEntrepreneurship) and over 250businesses. It also houses the largest HDstudio complexes in Europe. The SharpProject in East Manchester (200 sq.ft)hosts >60 digital entrepreneurs andproduction companies specialising indigital content production, digital mediaand TV and film production. The SpaceProject in Gorton (360k sq.ft) has facilitiesfor large-scale TV and film production.

MSP’s central campus on CorridorManchester has >80 digital technologycompanies employing >1,500 peopleincluding many university spin-outs suchas Telecity, and local scale-up companies(Metronet (UK), ANS Group). It also hostsHitachi’s European branch of Hitachi’sGlobal Centre for Innovative Analytics atthe European Big Data Laboratory withstrong links to the US, as well as the CiscoCREATE UK R&D team. The campus is theHQ of Innovate UK’s CityVerve IoT’s CityDemonstrator which is developing abusiness innovation cluster in the areas ofIoT and Smart Cities along with Cisco’s Mi-IDEA innovation centre to provide scale-upsupport to digital innovation businesses.

GMCE and Sci-Tech Daresbury togetherform a major business cluster in the digitaland technology sector. Around 33,000people are employed in the digital sectorlocally, contributing just over £2bn GVAp.a.70, with an additional equivalentnumber in tech jobs71. Prominent businesssectors are around EdTech, digitaladvertising and marketing, FinTech, and e-commerce. Significant firms includeApadmi, Cisco, Hitachi, Siemens, TalkTalk,UKFast, and Zen Internet. CE has morethan 2,000 creative digital businesses(5,000 employees), with a mix ofestablished multinationals and innovativeSMEs, including the £1bn turnovercompany Cloud Imperium, McCann,Mobica and Think Positive. Barclays’ UKGlobal Technology Centre (employs 4000)focuses on developing new FinTechtechnologies and applications, andsupporting new technologies through‘FinTech accelerators’.

GM has a cluster of strengths aroundcyber security, which is recognised as aTier 1 threat to national security, costingthe UK economy an estimated £27bnannually in things such as fraud, extortion,intellectual property and data theft. This iscomplemented by supporting strategicstrengths in FinTech and the Internet ofThings. NCC Group (FTSE 250) isheadquartered in Manchester and employsover 1,800 people worldwide. It is at theforefront of the fight for better cybersecurity. GM also houses the offices ofglobal companies such as Raytheon, BAESystems and Qinetiq, while UoM hassignificant activities in cyberphysicalsystems and self-defending networks.Other key components of the burgeoningcyber community include Barclays Rise andthe soon to be launched ‘The Vault’, aimedexclusively at FinTech and cyber securitycompanies. In addition there are significantpublic sector initiatives driving co-ordinated data sharing which will rely on,and support developments in, the highlevels of cyber security.

Concentrations of technology/ digitalbusiness activity in CE are centred inMacclesfield and Wilmslow. A review ofsub-sectors by the Skills and Growthcompany in CE identified particularstrengths in IT and software, advertising,and design. It has major global companies,80% of which are SMEs. The SiemensDigital Factory at Congleton supplies>1.2m variable speed drives into 78countries. It has also adopted virtualreality technology – with Siemens’ 3Dcave helping it test product, work stationand factory layout concepts in the virtualworld before making them a reality72.Daresbury and MSP’s central campus areadditionally a growth point for the clusterof digital businesses which are growing uparound the Hartree Centre and IoT citydemonstrator respectively.

Energy assetsKey energy companies headquarteredlocally include Electricity North West,United Utilities, Certas Energy and Nuvia,Schneider Electric, Boulting Group, EATechnologies and Oliver Valves. Siemens’site in Congleton develops and suppliesdrive technology for use in hybrid buses,wind turbines and many other applications.

Birchwood represents a significant clusterof nuclear-related industry and expertise,especially around design engineering. Thisincludes NNL facilities which lead onmodelling and simulation, engineering, andenvironmental management, and theNuclear Engineering Design Centre forSellafield Ltd which reinforces local supplychain linkages. Other nuclear-related firmsinclude Rolls-Royce Nuclear, Atkins, AmecFoster Wheeler, AREVA, and ACEOM –with expertise across new build, plant lifeextension and decommissioning. AMCE’sNuclear Analytical Services Laboratory isEurope’s largest commercialradiochemical analysis laboratory and hasa new High Temperature R&D Facility atthe site for testing materials used innuclear reactors. Other key sites fornuclear include Springfields Fuels (nuclearfuel production) near Preston; CapenhurstNuclear Services Limited near Chester;and Redhall Nuclear in Cumbria.

Case study:

NuGen

NuGen is a UK nuclear joint venturebetween Toshiba and ENGIE (formerlyGDF SUEZ) – scaling up to employ~300 people by 201873. Its Moorsideproject in Cumbria (potentially £10-15bn) will develop a new generationnuclear power station of up to 3.8Gwatt. The reactors will useWestinghouse AP1000 technology andwill come online from the mid-2020s,delivering enough low carbonelectricity to power up to 6m homes.14,000 to 21,000 jobs will be createdover the lifetime of the project (fromdevelopment to decommissioning).

NuGen has moved its UK headquartersfrom London to Manchester, offering the opportunity to developstrong industrial relationships with local companies, and draw upon local academic excellence in nuclear research.

Industrial biotechnology assetsMSP BioHub Incubator at Alderley Park isa life science incubator which providesoffice/ lab space with access to chemicaland biological facilities, and virtual

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70 Greater Manchester Forecasting Model, 201571 Tech Nation 2016.72 Unlocking our potential, NWBLT, 2014

workspace to allow scientists and smallteams (who may not yet be ready to takeon the costs of rented physical space) tobenefit from being part of the communityof over 90 incubator businesses.

There is an important cluster ofbiotechnology businesses in the regioninclude Ai2 Absynth Biologics, BlueberryTherapeutics, Carbogen Amcis,Conformetrix, Oxyrane, C4X Discovery,Evgen, Epistem, F2G, Gentronix, ImagenBiotech, Intercytex Medicine, MolplexPharmaceuticals and Thermo FisherScientific. Local spin-outs include C4X,PharmaKure, PeptiGel Design, andSpectromics working on AMR. 1,800people are employed locally throughAstraZeneca - 800 in a significant R&Dfacility developing new medicines inMacclesfield, most of which will remainafter AstraZeneca’s R&D relocation toCambridge. The region includesAstraZeneca’s largest pharmaceuticaldevelopment team in the UK, with a £63mPharmaceutical Development laboratory,complemented by AZ’s biggestpharmaceutical manufacturing site in theUK, linking together innovation with theproduction of goods.

Case study:

Waters Corporation

The Waters Corporation in Wilmslowaims to enhance collaboration anddrive innovation in mass spectrometry- from pharmaceuticals to food safety.Waters recently announced it hadacquired Rapid Evaporative IonisationMass Spectrometry technology toinvestigate application in surgery,which could provide surgeons withdiagnostic information about thetissue they are cutting into in realtime74. Elsewhere, the Waters OpenAccess Analytics Lab (at Alderley Park)will offer state of the art liquidchromatography, mass spectrometryand informatics technologies tosupport the pharmaceutical and lifescience industries.

University innovation partnershipsUoM has an exceptional level ofengagement with business, ranking top

for the value of research contracts withUK companies over a two-year period75

and consistently in the top 5 for allindustrial engagement. It has a series ofstrategic partnerships with major UKcompanies, most of whom have a strongregional presence. The depth ofpartnership is illustrated by the fact thatthe University has the highest number ofco-authored papers with Unilever andSyngenta, the second highest with AstraZeneca (after work with its Swedishcounterpart), the National Grid and EDFenergy, and is in the top 5 for several more(Scopus data).

UoM’s commercialisation subsidiary,UMI3, produces ~400 inventiondisclosures p.a., manages a portfolio of 28spin-outs, has 100 inventions licensed inthe past four years, and holds the UK’slargest portfolio of graphene patents.Commercialisation via UMI3 isconsistently ranked in the top four in UK interms of viable spin-outs. UoM’sIntellectual Property Premier Fund hasinvested £32m in late-seed, clean-tech,materials and medical technologiesventures. Examples of healthcare start-ups include Bioxydin (oxygen enhancedmagnetic resonance imaging (MRI)biomarkers), Epistem (adult stem cells inoncology and commercialisation of atuberculosis test), Spectromics (fast pointof prescription test to guide use ofantibiotics), and C4X Discovery (NuclearMagnetic Resonance (NMR) technology-based design and drug developmentcompany). The spin-out Phagenesis wasrecently the subject of a high profile saleto Nestle health-care.

MMU generated 72 new business startsfor 2013-14 and in 2016 was ranked 7thnationally for the number of KnowledgeTransfer Partnerships it has created - anexample is the work with the Stockport-based logistics company, ServicePower, touse expertise in digital and develop aquantum computing programme that canoptimise the fastest routes for vehicledelivery.

The Industry Collaboration Zones (ICZs) atUoS are part of a £100m 5-yearinvestment; £12m committed. ICZs arebased around existing industrypartnerships and areas of research acrossfour sectors: Engineering and

Environments; Health and Wellbeing; Sport;and Digital and Creative. They bringtogether academics, students, industry andcommunities, to create transdisciplinaryand technology-enabled environments(physical, virtual and remote).

UoS was ranked 5th nationally for itsactivities with SMEs in the Witty Review(2013), working with 3,700 companies inthe three years of the review. It assists inthe creation of over 50 student start-upcompanies p.a. with >100 student start-ups still active. It has a portfolio of 10spin-out firms76.

Science parks and incubatorsManchester Science Partnerships is thelargest science and technology parkoperator in the UK, providinginfrastructure and innovation ecosystemto support the commercialisation of R&Dand help companies to grow. It has 300science and technology companiesacross its 2m sq. ft. portfolio, with themajority of firms it supports engaged inlife sciences, and in Digital and CreativeIndustries. MSP is a partnership businessestablished to grow the city’s knowledgeeconomy with shareholding split betweenManchester universities, local authorities,NHS and private sector.

Sci-Tech Daresbury is a national scienceand innovation campus, with over 400scientists in fields including materials anddigital. It has 100 high tech companiesemploying >600 people and hasdeveloped c100 new products andservices in 2015 alone. STFC’s healthcare,innovation-focused Medical TechnologyExchange Centre (MedTech) in particular- brings together expertise from STFC,the NHS and other related fields.

Local incubator space include the UoMManchester Incubator R&D centre (87ksq.ft.) combines lab/office facilities forbiotech start-ups, R&D satellites frompharmaceutical companies and servicebased companies; The Shed at MMUbrings together start-up businesses,digital research and teaching whilepartnering the business incubation unit,Innospace (since 2007 it has supported>350 new businesses to create 500 newjobs); Barclays Rise in central GM (secondsite in the UK) is part of a globalcommunity to bring start-ups together to

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73 http://nugeneration.com/74 http://www.waters.com/waters/library.htm?locale=en_PH&lid=13491208975 HESA data for 2013/14 and 2014/15

76 Such as Salfordinsole (foot orthotic products) which has led to the sale of morethan 50,000 pairs of orthoses to the NHS.

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Figure 1: Innovation from start to finish in GMCE

share knowledge and to support thedevelopment of the financial servicessector (particularly fin-tech and digital) inGM with over 60 start-ups and is closelyconnected to the Barclays UK technologyHQ in Knutsford. The space also hostshundreds of events for the Manchestertech community and runs hackathons tosupport the development of new digitalproducts for the Barclays platform. MSPsspecialist incubators include the MedTechCentre and Mi IDEA digital innovationcentre within the Corridor campus, andthe BioHub incubator at Alderley Park.

Business Growth Hubs and business schoolsThe Business Growth Hub (part of theManchester Growth Company) is workingwith partners to respond to the challengeof increasing investment in research andinnovation in GM through improvingaccess to expertise and facilities, includingwithin the university base. It is workingjointly with the four universities and MSPto simplify access to their expertise andfacilities by providing the support ofbusiness development roles embedded ineach and working as part of a coordinatedInnovation Service. Funded jointly theroles will actively facilitate relationshipsbetween Innovation Advisors in the Hubs,businesses and those faculties withappropriate expertise, helping to buildbusiness confidence and overcome thebarriers to collaboration, which can holdback innovation and the benefits of longerterm relationships.

CE has established the Skills and Growth Company, which has an integrated model to stimulate the growthand productivity of major corporates andSMEs in high growth and priority sectorsincluding digital, life sciences, energy andadvanced manufacturing.

The region’s business schools are playinga growing role in fuelling entrepreneurshipand enterprise in the region through theirtraining activities. Alliance ManchesterBusiness School is directly engaging inaction research with the sectorsaddressed in the Audit, includingcollaborative projects with the NGI, MIBand in Health devolution.

InnovateUK fundingBetween 2002 and 2016, Innovate UKprovided £80.8m of grant funding to 770projects in GM. The majority of projectsare based in Manchester and areacademic research projects77.

Beyond traditional grant funding, InnovateUK has also supported 769 live orcompleted Knowledge TransferPartnerships (KTPs) with companies inthe North West. This has been to thevalue of £8.2m (2010-16). Of these, 409are partnered with MMU (172), UoM (146)and Salford (91). The KTPs, covering arange of areas of research, predominantlywithin the key sectors of advancedmaterials, bioscience, medicine andhealthcare, and electronics.

Research & development tax creditsHMRC R&D tax credits are designed toencourage greater R&D spending, leadingin turn to greater investment ininnovation. They work by reducing acompany's tax bill by an amount equal to apercentage of the company's allowableR&D expenditure. The data for firms in theNorth West of England (lowest areaavailable) shows a total of £130m claimedin 2016, up 24% on the previous year. TheNorth West is fifth in the UK rankings in2016 on R&D tax credit claims, behindLondon, South East £410m, East ofEngland £250m, and the West Midlands£180m. Data on the Patent Box Tax reliefalso shows a marked difference incompanies claiming relief, with the NorthWest making up just 1% of the UKcompared to London 57%. The GMBusiness Survey asked respondentsabout awareness and uptake of R&D taxcredits. Research by New Economy led tosome key findings which indicated thatfirms were experiencing barriers to uptakeof the credits. This included not properlyunderstanding R&D tax credits, not beingof the view that they will necessarily helpthe business, being unsure whether thefirm qualifies for them, or finding themtoo complex to implement78.

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77 Available at https://www.gov.uk/government/publications/innovate-uk-funded-projects78 http:/neweconomymanchester.com/media/1453/final-gm-business-survey-report-2014.pdf

There are several significant national andinternational collaborations and partnershipsaround science and research in our areas ofstrength involving partners in GMCE. Someexamples are given in the table overleaf. It is not,however, intended as an exhaustive list of all activity.

5National and international engagement

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Table 1: Examples of national and international collaboration

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Asset / project National partners Asset / project International partners

Health Innovation

Northern Health ScienceAlliance (NHSA)

NHS and researchorganisations in GM andDurham, Lancaster, Leeds,Liverpool, Newcastle,Sheffield, York and Hull

Manchester IntegratingMedicine and InnovativeTechnology (MIMIT)

1st International Affiliate ofthe Consortia for ImprovingMedicine with Innovationand Technology (CIMIT)

Connected Health Cities NHSA + partners acrossnorth of England

National AMR Research & Development Centre

Combating AntibioticResistance BacteriaBiopharmaceuticalAccelerator (CARB-X)

National Centre for Genomics

Peking University

Hitachi’s Global Centre forInnovative Analytics

US and Japan

Advanced Materials

BP-ICAM Universities of Oxford andCambridge

BP-ICAM University of Illinois, Urbana-Champaign

Sir Henry Royce Institute Universities of Sheffield,Leeds, Liverpool,Cambridge, Oxford, ImperialCollege London

EU Graphene Flagship Partners across 23 countries

Cockcroft Institute Universities of Lancasterand Liverpool, DiamondLight Source

NGI Over 40 industrial partnersfrom around the world

Digital

HeRC/Farr Institute Dundee, Swansea, UCLSquare Kilometre Array,Jodrell Bank

Over 20 countries

Energy

National Nuclear Laboratory(NNL)

Cumbria Triangulum Eindhoven and Stavanger

Nuclear AdvancedManufacturing Research Centre

University of Sheffield Dalton Nuclear Institute 85 international partnersincluding Rolls-Royce,Sellafield, Amec FosterWheeler, NNL etc.

Industrial Biotechnology

Manchester Institute ofBiotechnology

Including Chinese AcademySciences (Beijing), ETH(Switzerland), Institution ofPublic Health (Belgium)

Manchester Institute ofBiotechnology

Collaborations with over 500 institutions in over 65 countries

Our core strengths and opportunitiesrelate closely to the government’s ‘eightgreat technologies’. These are areaswhere the UK can lead the world based onanalysis of the UK’s scientific andbusiness capabilities: Big Data andenergy-efficient computing; satellites and commercial applications of space;robotics and autonomous systems;synthetic biology; regenerative medicine;agri-science; advanced materials andnanotechnology; energy and its storage.

Our five areas of strength demonstrateexcellence in themselves, but it is clear thatadditional “spill-over” economic value iscreated when they combine together tocreate new innovations related to theseeight great technologies. Research thataddresses key societal, industrial andnational challenges must be multi-disciplinary, and will not be solved withinone discipline alone. The potential forinter-connectedness will enable GMCE toco-develop applications in new anddisruptive technologies and respond tonational and global customer demand (seeFigure 1; Annex D includes a list of areaswhere partners have drawn together someideas as a direct result of the audit work).

This is already happening locally inpartnership with industry as a result ofcross-disciplinary working. Our stronglegacy of manufacturing, which we areworking to reinstate, gives us a genuineopportunity to turn ideas into products.We also need to recognise that goods and

services need to be tailored to serve thespecific needs of customers in differentparts of the world. It is also important toacknowledge that by their naturestrengths in digital and advancedmaterials are cross-cutting and provide an“enabling” function.

In 2015 Elsevier published a comparatorof various measures of research andinnovation strength in Amsterdam alongwith ten other cities: Barcelona, Berlin,Brussels, Copenhagen, Dublin, Hamburg,Madrid, Manchester, Stockholm andVienna. Despite not being a capital city(and with fewer national research facilitiesthan Amsterdam), Manchester still came5th out of 11 in scholarly papers/1,000.On academic-corporate collaborationsManchester was 6th and had the highestchange in field weighted impact ofpublications from 2004 to 2013.Manchester came first in world downloadshare from medicine.

Our areas of strength also address keysocietal as well as economic challenges:

Healthy living and ageingEnsuring people are able to live healthierlives will not only reduce pressures onhealthcare budgets (particularly wherethey facilitate prevention), but will help toensure those people remain economicallyactive for longer.

The UK spends >8% of GDP onhealthcare, and the domestic healthcare

technologies market (estimated £17bn) isset to grow.79 There is a huge opportunityfor advanced materials, physical sciencesand informatics/digital to meet healthneeds. For example, customisedbiomaterials responsive to the body andits injuries will provide effective and longlasting personalised treatments. Healthinformatics (health interacting with digitaltechnology) will also be crucial insupporting the next generation ofscientific breakthroughs needed to tackleconditions, recognising that we need tobe more sophisticated in predicting howpatients will respond to treatment.

Globally, places like Massachusetts in theUS have helped bring life sciencestogether with technology, for example thepresence of IBM Watson Health at KendallSquare, Boston which has encouragedwider private equity investment in digitalhealth start-ups.

GMCE are well placed to learn from placeslike Boston to better realise potential.DevoManc uniquely gives us the freedom,flexibility and governance to be able todesign a new health and social caresystem (within the NHS) that is moresustainable and that provides the rightcare, right time and right place. Thecollaborative approach that wedemonstrate, building on alliances such asMAHSC enable us to exploit our scienceassets in a combinatorial way to developnew sensors and monitors that will enablepeople to safely and effectively self-care

6International developmentsin science and technology

27

79 ABHI, Manifesto for Medical Technology 2015

and manage at home. This flexibility andcommon purpose is already attractingpharmaceutical and other Med Techindustry to explore new ways to developmedicines and diagnostics.

The size of our patient pool, andincreasingly joined-up data systems (egvia Datawell and eResearch), are enablingus to design new ‘real world’ trials that aretransforming the way industry looks atdrug development (e.g Salford LungStudy). Such trials are faster and morepowerful, demonstrating that treatmentswork in patient populations that are livingand working in a real time normalenvironment. We have developed aunique expertise and workforce that iscapable of delivering this. We are alreadyattracting large corporates to the region(confidential discussions with severalmajor companies are well advanced), andencouraging existing MNEs like AZ andWaters to invest locally. This will grow ourcluster that will be attractive forentrepreneurs, investors and spin outs todevelop new products and services fasterand more in a more agile way. GM has a

unique relationship with the NHS thatmeans it is well placed to support SMEs onthis journey around translational research.We are particularly well-placed to becomethe best place in the world to do clinicaltrials at pace and scale.

Climate change and the environmentClimate change is one of the mostserious threats facing the world - a threatto the environment as well as to nationaland global security, poverty eradicationand economic prosperity. Countriesaround the world came together at theParis Climate Conference to agree a dealto cut global carbon emissions. Betterenergy storage offers one solution to thechallenge of a clean, secure and cost-effective energy in sectors such asmanufacturing and transport – whilecontributing to climate change andimproved domestic energy security. TheCarbon Trust estimates that improved UKenergy storage could save £2.4bn p.a.system wide by 203081. Additionally theconcept of grid scale energy storagelooks to use batteries at a range of scalesfrom domestic to trans-national, and

offers growth potential for high-valuemanufacturing and sectors such asautomotive and aerospace. Developinggrid scale storage additionally has thepotential to reduce the costs of moving to a local carbon electricity system by£10bn p.a. by 2050.

The most critical and enabling aspect ofenergy storage devices are the materialsfrom which they are made – thereforeGMCE are well placed in connectingstrengths in energy with those inadvanced materials, while building on astrong manufacturing and engineeringbase. GM’s research base in materialsgrowth and characterisation, devicemodelling, measurement and circuitdesign offers an opportunity to generateinnovation – drawing upon excellence inhigh performance materials such asgraphene and other 2D materials. Thisoffers an area for swift exploitationbecause semiconductor for processingdon’t require large scale capital intensiveplants but rather draw upon diversity ofhigh quality manufacturing techniques –of which GMCE sits at the centre.

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80 Jacobs, J. (1969) The Economy of Cities, New York: Vintage; “Related Variety” argues that cities with a diversified set of industries typically show high economic growth,because local diversity will spark creativity, new ideas and innovations.81 www.carbontrust.com/resources/reports/technology/energy-storage-report/

Figure 2: An example of related variety80

The inter-connectedness of our strengths allows us to develop applications in new and disruptive technologiesthat address major market demands as well as societal challenges.

Our planned areas of strength addressmany areas of climate change andsustainability, from new materials thatcould offer improved energy storage,lighter materials and better computing, toindustrial biotechnology which is drivingmore sustainable production of newchemicals and energy sources and ourenergy research on sustainability.

This is demonstrated by links to firms inour neighbouring geography. JohnsonMatthey in Lancashire is a leading UKcompany in materials manufacturing andbattery design/ assembly. Faradion inSheffield is pioneering the nextgeneration of advanced, low-cost battermaterials include Na ion batteries). ITMPower in Sheffield specialises in themanufacture of integrated hydrogenenergy systems (including electrolysis).Viridor in partnership with Highview Powerare building a Liquid Air Energy Storagetechnology system demonstrator in GM.Firms with a local presence such asSiemens are advocates for radical energystorage for power to chemicals, as well asthe end users in the automotive sector(JLR and Nissan are based in Liverpool).

Pandemic infections and antimicrobial resistanceThe AMR task-force chaired by LordO’Neill made a number ofrecommendations aimed at stimulatinginternational cooperation to address theglobal threat posed by AMR, including theneed to develop new antibiotics and tocarry-out rapid diagnostics to ensure thatantibiotics are used more selectively. TheUK has a central role in this to use itsscience and research to develop newapproaches for the discovery and earlydevelopment of new medicines helping totransform ideas into commercial productsand services.

Our plans in precision medicine, e-health,clinical trials and links to the importantcentre for antimicrobial resistance atAlderley Park, directly address theseissue. Several businesses there arealready working on developing newantibiotics, as part of a worldwide drive tofind more effective treatments. Forexample, Redx Anti-Infectives Ltd, acompany discovering and developing newtherapeutics for the globalpharmaceutical market. The Medicines

Discovery Catapult to be sited at AlderleyPark will additionally be the centre ofnational expertise for the discovery ofmedicines. Its role is to develop newapproaches for the discovery and earlydevelopment of new medicines helping totransform ideas into commercial productsand services. It will develop and validatenew ways of discovering new medicinesand supporting the key UK strength inpharmaceutical, biotechnology andcontract research organisations.

What markets do we target?The GM Internationalisation Strategy2017-2020 has built on our substantialsector intelligence and responds toextensive consultation82. The work wehave undertaken during the preparationof the Strategy has highlighted thegrowing strength, depth and quality of our international networks across thepublic and private sectors, academia andkey organisations, including the GMChamber and Consulates. This is asignificant competitive advantage that we aim to leverage and translate into a co-ordinated and integrated approachto implementation, working closely withthe UK Department for InternationalTrade (DIT).

As a result, the Strategy has helped usidentify a number of specific key subsector opportunities where GM hascompetitive advantage within targetmarkets. These are set out in Table 2. The table shows a series of approachesthrough which GM proposes to engageactively going forward – including foreigndirect investment (FDI) and capitalinvestment (FCI), direct exports,academic links (both collaborativeresearch partnerships, and attractingoverseas students), as well improvingcity-to-city linkages via betterconnectivity.

The Strategy has confirmed that Europeand the USA remain the two largest andmost valuable mature markets for visitors,trade, investors and students. The EU isour largest trade partner (led by Franceand Germany), and has provided thehighest number of FDI projects to GMsince 2013. China, India, Japan and theUAE offer clear growth potential andindicate where we are well placed to buildupon existing trade, investment and other

relationships based on our sciencestrengths. Of these four, China, as theworld’s largest economy, offers the mostsignificant opportunities where we canbuild upon existing connections and astrong relationship at government level.There has been a transformation in ourrelationship with China over the pastthree years – including the visit of theChinese president to the NGI. Theestablishment of the Manchester ChinaForum as a coordination vehicle hasproven to be a major success.

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82 New Economy Baseline Data for the refreshed internationalisation strategy (2016) http://neweconomymanchester.com/news-events/presentation-slides

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Table 2: GM global market opportunities from science strengths (2017–20)

This audit has enabled our region to review our keystrengths, assets and capabilities in science andinnovation and to assess the gaps andopportunities that we need to address to goforwards. In so doing we have built on and extendedthe already cohesive networks existing in GMCEand sought to reach out to other regionsundertaking or planning SIAs, particularly those inadjoining geographies. While our analysis of assetshas inevitably looked inwards we have been seekingto develop an innovation and industrial strategy thatequips us to take advantage of global opportunitiesand to deliver economic and social benefits both toour own population and to the UK as a whole.

7Conclusions

31

This audit has enabled our region toreview our key strengths, assets andcapabilities in science and innovation andto assess the gaps and opportunities thatwe need to address to go forwards. In sodoing we have built on and extended thealready cohesive networks existing inGMCE and sought to reach out to otherregions undertaking or planning SIAs,particularly those in adjoininggeographies. While our analysis of assetshas inevitably looked inwards we havebeen seeking to develop an innovationand industrial strategy that equips us totake advantage of global opportunitiesand to deliver economic and socialbenefits both to our own population andto the UK as a whole.

Health – a globally leading centre for clinical trialsThe evidence has shown that we have ajuxtaposition of the largest concentrationof excellence in health research outsidethe South East, now hosting a new andcross-cutting NIHR Biomedical ResearchCentre linking the partners in ourAcademic Health Sciences ResearchCentre. Key facilities in support of cuttingedge research and innovation are set inthe context of a large and stablepopulation exhibiting significant healthchallenges. Health devolution has createdthe unprecedented opportunity for aconcerted drive towards innovation forboth health and economic benefit. Thesynergies with the digital sector and inparticular health informatics allows us todrive towards building on an alreadystrong track record to become a globallyleading centre for clinical trials, both of aconventional nature and increasingly in‘real-life’ conditions. This in turn willattract inward investment and provide thebasis for a growing ecosystem ofinnovative scaling-up firms.

Materials – rapid accelerator to applicationIn our second core strength, advancedmaterials the opportunities to develop‘Graphene City’ highlights the uniquepresence of world-leading science in theNGI which is nonetheless closely engagedwith business and producing a series ofstart-up companies. The next step is tosystematise the pathway through highertechnology readiness levels with theopening of the GEIC. Of particularimportance is the accompanying trainingprogramme which gives us a largeconcentration of graphene scientists with

additional entrepreneurship training. Thewider spectrum of advanced materialsresearch is also a core competence at theleading edge and the Sir Henry RoyceInstitute will create a national focus whichis designed to overcome traditionally longlead-times and act as a rapid acceleratorthrough technology readiness levels toapplication, particularly in support of themanufacturing sector.

GM as a full-scale test-bed and leadmarket to develop and demonstrateinnovative technologyMoving to the fast-growth opportunities,digital and energy, as with health, combineexcellence in research and facilities with aparticular competence in mounting largescale projects in the community, in thiscase demonstrators as illustrated byCityVerve and Triangulum, allowing wholesystems to be tested and creatingmultiple business opportunities. Industrialbiotechnology is a capability of relevancefor the concentration of related industriesin the North of England and with its focuson synthesising new products andintermediates helps develop bothsustainability in the move away from fossilfuels and resilience if raw material importcosts rise. Alongside knowledge andexpertise in cyber security meaning wehave the opportunity to address this fromthe beginning of product and ideadevelopment instead of consideringsecurity as an afterthought.

Innovation strengths and weaknessesIn each sector we have globallycompetitive firms accompanied byclusters of innovative SMEs. There is nowan outstanding offer of place assets, nowlinked more clearly as a system followingthis audit, which can trace a continuum oftechnology space and support servicesand institutions from Media City in Salford,through the Manchester Corridor andAirport City to Alderley Park and theCheshire Science Corridor. Incombination these form a globallycompetitive innovation district.

However, we also face importantdeficiencies. Only just over half of firms inour region are innovation-active. Thatproportion needs to grow and we need toensure that firms acquire the absorptivecapacity to take advantage of theopportunities created by the scienceassets. We have noted the need toincrease GVA per capita, to raise the skillsand qualification levels of the workforce

and to extend the benefits of our recentstrong growth to the less favoured partsof our region. We also have a regional gapin productivity, major issues of deprivationand of health inequalities.

To address these deficiencies and realisethe benefits we intend to pursue threemain lines of action:

1. Drive synergies from our core capabilitiesOur areas of excellence create additionalpositive ‘spill-overs’ and value whencombined. Drawing upon the principle of‘related variety’ – this inter-connectedness will enable us toco-develop applications in new anddisruptive technologies. This will beachieved by linking our unique clusters of excellence in fundamental science with the ability to put that scientificknowledge into application - creating a‘continuum’ between local and nationalpartners. For example:

Health/Materials/Digital – will respond toneeds around improving health and socialcare outcomes and managing an ageingpopulation, through the innovation of carepathways driven by integrated data todeliver precision medicine and the use ofsmart materials, specifically by monitoringcare and treatments in real-time to createa learning health system. We areparticularly well-placed to become thebest place in the world to do clinical trialsat pace and scale.

Energy/Materials/Digital - will contribute totackling climate change and supportingenergy security through whole energysystems and implementation of newmaterials and sensors in extraction,generation, storage, transmission and useresulting in low carbon solutions to areassuch as transport and housing. Ouradvanced materials infrastructure isdesigned to provide the fastest possibleacceleration through technologyreadiness levels to industrial application.

Digital/Health/Biotechnology/Energy – willharness innovative tech solutions andcreative content to lead developments inareas such as diagnostic technologies,synthetic fuels and synthetic biology fornovel vaccines, modified enzymes etc,with business leading the way in areassuch as responses to antimicrobialresistance and pandemic infections.

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2. Strategic investment to capitalise on the key intersections and opportunitiesIt is imperative that we extract maximumvalue from our existing assets and thoseunder construction, but we need tocontinue to invest (from our own fundsand external investment) to maintainworld-class excellence and remain at theforefront of international developments inour areas of smart specialisation. Notablythis will exploit the synergies between ourareas of strength in order to develop’route-ways to excellence’, allowing us toincubate new niches, and help addresssociety’s wider problems. We recognisethat two of our strengths – advancedmaterials and digital - are cross-cuttingand have a broader ‘enabling’ function.

Pankhurst Centre to bring togetherhealth and physical science capabilitiesThere is potential to reinforce inter-connectedness by making someimportant strategic investments. Centralto our plans is the Pankhurst Centre forResearch in Health, Technology andInnovation. This would be a path-breakingcross-disciplinary Institute to bringtogether clinical research with materialsscience, informatics, engineering andcomputer science to address major healthproblems - unlocking the synergiesbetween our core strengths of health andmaterials plus digital and biotechnology. Its‘bi-directional’ nature means newdiscoveries will seek health applicationsand will respond to health needs andproblems to find solutions; it will be both‘real’ and virtual – with a core of at least 100research leaders from diverse disciplinesworking together on the problemsidentified, but drawing upon a wider groupof researchers beyond; and act as a majortraining centre to provide interdisciplinaryexperience for established as well asyounger researchers. (see Annex H)

Maintain the strength of our scienceassets with key critical investmentsIn the short-term, we have identified asmall number of projects which addressgaps and opportunities in our regionalecosystem and are strong candidates forinvestment to help do this.

3. Strengthening our innovationsupport ecosystemTo capitalise on scientific strength andmarket opportunity we will need to

strengthen our ecosystem to supportinnovation in the following areas:

Enhancing collaboration We will drive alignment of our localscience base with our local business baseso as to maximise economic impact fromour assets. This will include stimulating abroader cultural change to bringacademics together from acrossdisciplines more frequently and to betteridentify quality opportunities in whichacademics can interact with businesspeople to foster market-ledcollaborations. We also see that the UKmore widely needs to drive a collaborativerather than largely competitive culture ifwe are to compete with much largereconomies with very much greaterinvestment in research and innovation.

Nurturing talentWe need to ensure the right local skills mixis in place locally to drive innovation and toreinforce our identified scientificstrengths, alongside improving the abilityto attract and retain talented individuals.

This Audit and the Area Based Reviewhave confirmed that GMCE needs toinvest further in the development of theskills required to drive its key innovationsectors and assets, particularly higher-level technical skills. To this we plan toestablish an Institute of Technology. Suchan Institute would work closely with GM’suniversities, enable progression from FE,and be driven by business demands andleadership - acting as a magnet to fosterinnovation in SMEs. We also need toensure that we have systems in place toencourage more young people to take upSTEM subjects and engage actively in thescience agenda. This means working withboth primary and secondary schools, andinvesting in new facilities to support thiswhere appropriate.

Leadership and management capacity forour innovative sectors are critical. We needto seek investment in our business schoolsto ensure that they can play a pivotal rolethrough their research and training inguiding the development of healthdevolution and of our advanced innovativesectors. We also need to encouragecollaboration and ‘open innovation’ tofacilitate the transfer of knowledge, andraising awareness of the benefits of adiverse workforce to drive innovation.

Improving business supportAs we build critical mass there will beincreased opportunity to ensure thatbusinesses gain access to diverse financesupport at the right scale to helpinnovative businesses at all stages toinvest in innovation, start-up and scale-ups, connect with research andsubsequently generate economic growth.

As noted above, we need to realise thebenefits of ’absorptive capacity’ withinsmall businesses, i.e. improving the abilityto integrate new information forcommercial ends. Including increasing theprovision of adequate space for both start-ups/ scale-ups and leveraging in smarterprocurement practice from the publicsector to incentivise innovative practice(eg through data-sharing initiatives such asGMConnect and Datawell).

Moving forward with networking and collaborationOur integrated governance, deep cultureof collaboration between government,business, academia and health providers,and the strong partnership between GMand CE give us a powerful platform toimplement the opportunities revealed bythis Audit. In developing these we will workwith partners from outside our geography,not only across the North of England (egN8 and Northern Health Science Alliancepartnerships, and linking to other current/future Audit waves), but also nationally andinternationally as we pursue global exportand inward investment opportunities. Thiswill maximise complementary strengthsand ensure we continue to learn from bestpractice in research, sciencecommercialisation, and innovation.

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CORE MEMBERSHIP

Purpose: the Core Membership comprises representatives from public and privatesector science and innovation organisations across the SIA footprint. Within this group,UoM will be the Scientific Lead for the delivery and implementation of the SIA; GMLEP/GMCA, through New Economy, will be the Innovation Lead, and ensure the audit isapplied, business-facing and rooted in economic reality.83

Members:

ArupAstraZenecaBBC North/MediaCityUKBioNowBPBTCheshire and Warrington LEPCheshire East CouncilCiscoCorridor ManchesterGreater Manchester CombinedAuthorityGreater Manchester LEPGreater Manchester Business GrowthHubHealth Innovation Manchester

Hitachi European Big Data LaboratoryManchester Academic Health ScienceCentre (MAHSC)Manchester Metropolitan UniversityManchester Science PartnershipsMedtronicNCC GroupNorthern Health Science Alliance(NHSA)Sci-Tech DaresburySiemensUnileverUniversity of BoltonUniversity of ManchesterUniversity of SalfordWaters Corporation

The Task/Finish Group

Purpose: The Task/Finish Group will ensure the SIA is delivered to time,budget and quality. It will be responsible for the day-to-day progression ofthe SIA.

Members: UoM, New Economy and senior representatives from GMLEP

Enabling Collaborators

Purpose: Enabling Collaborators will be partners outside our SIA footprint but withwhom GM and CE have links, to provide external challenge to our thinking and buildnational and international strengths and opportunities.

Members: Other universities, research institutes, government departments andagencies and funders in the UK and globally.

83 The drafting of this report has been led by Professor Dame Nancy Rothwell, Professor Luke Georghiou (University of Manchester), Simon Nokes, Michael Contaldo, and Helena Crellin (New Economy).

Annex AConsortium structure and members

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Annex BCore data

CHESHIREEAST GM ENGLAND TOTAL

UNIVERSITIES & RESEARCH ORGANISATIONS

Number of research organisations (2015) 54

Number of Further Education Centres (2015) 6 13 19

Number of Higher Education Institutes (2015) 3 5 8

HUMAN CAPITAL & TALENT

% workforce employed in science, engineering, technologyand research professions (2014)

9.3 6.3 7.2

% working population with no qualifications (2013) 8.5 11.5

% working population with NVQ3 qualifications (2013) 15.4 16.9 17.2

% working population with NVQ4 qualifications (2013) 38.9 31.8 35.0

Retention of local graduate skills in region (2012/13) 68.7 81.7

Number students getting a First with honours in a STEMsubject (2013/14)

962 6,050

BUSINESS DEMOGRAPHY/ PRODUCTIVITY

Number of active enterprises (2012) 86,070 149,945

GVA per capita (2013) (£) 25,477 20,724 24,091

GVA per hour worked (2013) (£) 29.8 27.7 28.1

Average annual gross full time pay (2014) (£) 30,640 30,358 34,197

RESEARCH FUNDING

Total value of UK research funding (2015) (£) 119,623,548

PRIVATE SCETOR INVESTMENT/ ENTREPRENEURSHIP

Business R&D expenditure per person employed (2013) (£) 2,716 201

Annual value of R&D tax credits claimed per personemployed (2013) (£)

32 (NW)

Number investments by British private equity and venturecapital members per person employed (2013)

213 (NW)

Foreign Direct Investment – % share of total UK FDIprojects (2013)

0.7 3.3

Total number of FDI successes (2013) 11 51 1,559

Innovation activity as share of business turnover (2010) (%) 2.2 2.6 2.5

INNOVATION ACTIVITIES

% firms engaged in product/ process innovation (2010) 28 22 26

Number of businesses (2014) 33,238 85,631

Number of private sector jobs (2014) 287,750 833,378

% of “fast growing” firms (2014) 13 16

NATIONAL/ INTERNATIONAL ENGAGEMENT

Number of local organisations participating in FrameworkProgramme 7 (2015)

596

Local organisations participating in Framework Programme7 – % share of UK total (2015)

3.4

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Annex CThe University of Manchester on Corridor Manchester

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Annex DTable Showing The Potential For Inter-Connectedness Between Strengths

Health AdvancedMaterials Digital Energy (nuclear +) Industrial

Biotechnology

Health

• Precision medicine• Public health• Cancer• Health economics• Social care• Clinical trials

• Biomaterials• Smart textiles for

assisted living• Biosensors

Diagnostics• Regenerative

medicine• Drug delivery • Tissue engineering• Implants-artificial

joints, stents,transplants

• Robotics

• Health informatics• Sensors• Internet of things.• Printable

electronics fromconventional to 2D

• Robotics • In silico formulation

- prediction ofmaterialsperformance (BigData).

• Smart medicaldevices/wearables

• Predictive models -eg drugbehaviours.

• Patient compliance

• Consequentialimpacts on health.

• Relationshipbetween energyand air quality.

• Nuclear-protonbeam therapy.

• PET imaging.

• Biocatalysis/synbiofor fine specialitychemicalsmanufacture foractivepharmaceuticalingredients.

• SynBio fornewsynthesis ofvaccines, biologics,enzymes, drugdelivery, nano-responsivedevices.

• Biosensors.

AdvancedMaterials

• Self- care/occupationalhealth (eg polymerprototyping)

• Transport• Construction• Sustainable

materials

• Simulatingproperties of newmaterials

• Modelling• Design• Materials for ICT

• ‘Energy materials’including energystorage (batteries,supercapacitorsand fuel cells)

• Nuclear materials -fuel materials, fuelcladding, in corecomponents

• Oil and gassystems

• Energy networkmaterials

• Materials fordemandingenvironments

• Corrosion• Sensing in extreme

environments• Light weight

composites• Smart

sensors/coatings• Manufacturing• Predicting

materialsperformance

• Imaging ofmaterials forenergy industry

• Materials leading toreduced energy useand reducedemissions.

• New feed-stocks;Green feedstockreplacement

• Fibres to smartcoatings tophotonics

• Biomaterialsincludingformulation andstabilisation

• Biomimetics• Nano-storage• ‘Smart’ responsive

materials andbiosensors

• Sustainability ofproduction

• New materials forbiologicalsyntheses

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Health AdvancedMaterials Digital Energy (nuclear +) Industrial

Biotechnology

Digital

• Improving poorlyintegratedinformationsystems

• Creative industries

• Rapid triage andprototyping of bio-sensing andbio-augmentationrequests, alongsidea materialshorizonscommunicationsprogramme

• Predictivemodelling

• Analysis of newmaterials

• Materials for ICT

• Cybersecurity• FinTech/

cybersecurity

• Whole energysystems / smartgrids

• Control of nuclearplants. Verificationand validation,operatorcompetency, cybersecurity, regulatoryjustification, supplychain management

• Conditionmonitoring,sensors and datamanagement

• Autonomoussystems for highhazard conditions

• Analysis of energyuse

• Predictivemodelling

• Climate change• National grids

• Data storage ingenomics andproteomics.

• Protein design• Sensors• Wearables• Systems biology

(complex analyses)• Synthetic biology• Predictions of

behaviours of newmolecules andsystems

Energy(nuclear +)

• Integrated healthand transportintelligence

• Adaptivity forentire populations

• Low/bio-poweredimplantabledevices andwearable sensorsfor novel wellbeingand self-care

• Low-cost, low-powerenvironmentalsensor arrays

• Self-organisingnetworks

• Citizen digitalavatar reflectingenergy footprint

• Social machines ofenergy use/collectivebehaviours egtransport choices

• Bioenergy• Bioconversion• Network modelling• Synthetic biology

for enzymes andbioprocesses

• Bio-electrochemicalsystems forreversible chemicalenergy storage

Industrialbiotechnology

• Microbiome-environment-behaviour interaction

• Biopharms/biologics production

• Therapeuticenzymes/antibodies

• Allergicdesensitisation /allergenpresentation

• SynBio/IBdiscovery of newmaterials

• Sustainablemanufacture

• SynBio materials• New materials for

deference/advanced materials

• Additivemanufacturing

• Biotech processsimulation

• Computationaldesign/machinelearningunderpinningbiological design

• Data/text mining

• Pathways tobiofuels, scale-upof laboratory scalestests using pilotplant facilities andunderstanding ofsystem levelcarbon benefits

• New fuels(microbialengineering,propane, butane etc)

• SynBio productionof establishedmaterials (eg insulators)

• Design andformulation of biologics

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Annex EGlossary

Accelerator science – using beams ofcharged particles travelling at high speedto study, for instance, materials withapplications in a range of sectors fromhealth, engineering and materials science.

Advanced materials – research,developments and applications ofmaterials designed to have superiorproperties (eg strength, weight,conductivity) or functionality than existing/traditional materials (see graphene).

Big Data – extremely large amounts ofdata that require advanced methods ofcapture, storage, processing and analysis.

Biomarkers – a gene or molecularcharacteristic that can identify a disease,eg specific proteins on the cell surface ofcancer cells (see EGFR).

Computer architecture – the design of acomputer system, which determines thetechnology and software it can support.

Devolution - the transfer of power bycentral government to a local or regionaladministration.

Epidermal Growth Factor Receptor(EGFR) – a receptor present on the cell surface that is activated when bound to epidermal growth factor andsimilar proteins; it is often overexpressedin cancers.

Foreign direct investment (FDI) -investment made by a foreign company orindividual eg to establish businessoperations or acquire business assets inthe other country.

Genomics – the study of the complete setof genes and non-coding DNA (thegenome); it requires technologies forsequencing, analysis of Big Data andmodifying organisms. Genomicinformation is important in identifying andunderstanding the genetic background todisease and producing personalisedmedicine technologies.

Graphene – the first 2D material to everbe discovered; it is a 2D sheet of carbonatoms, which are arranged in a hexagonalpattern, and has many astonishingproperties such as being the strongestmaterial ever measured and a very highelectrical conductivity.

Gross Value Added (GVA) - the value ofgoods and services produced in an area,industry or sector of an economy.

Health informatic/analytics – informationtechnology and information systems usedin healthcare, including the storage,retrieval, sharing and use of health data(see Big Data).

Health innovation – research,development and technologies thatfurther the understanding of biomedicalsciences and their use to improve theprovision of healthcare.

Industrial biotechnology – the use ofbiological processes, organisms andsystems in industry, such as usinggenetically modifying microorganisms toproduce drugs, as well as medicaltechnologies (see synthetic biology).

Internet of Things – connecting everydayobjects to the internet using sensors,allowing them to collect data and makedecisions, for example smart energymeters that can adjust heating remotely inresponse to outside temperature,whether anyone is home etc.

Personalised medicine – also calledprecision medicine; it is the use of genetic,molecular, cellular and environmentalinformation about the patient, to betterdiagnose and identify what treatments willbe most successful. It also covers thetechnologies and procedures that arerequired to collect the specific data, and itsapplications to improve healthcare.

Proteomics – the study of the completeset of proteins (the proteomes) and themodifications they may undergo; this isimportant in fully understanding andidentifying disease, as well as developingpersonalised-medicine technologies.

Spintronics – the study of the spin of electrons, the magnetic moment this creates, as well as their charge; this is important for applications inquantum computing.

Synthetic biology – the design andengineering of novel biologicalcomponents, devices and systems as wellas the redesign of existing, naturalbiological systems, such as theengineering of microorganisms toproduce of materials such as bioplastics.

Annex FAbbreviations

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ASTeC – Accelerator Science and Technology Centre

ATI – Aerospace Technology Institute

BP-ICAM – BP International Centre for Advance Materials

CMFT – Central Manchester University Hospitals NHS Foundation Trust

CRUK – Cancer Research UK

DCI – Digital and Creative Industries

DNI – Dalton Nuclear Institute

CE – Cheshire East

EPSRC – Engineering and Physical Sciences Research Council

FDI – Foreign Direct Investment

FE – Further education

GEIC – Graphene Engineering Innovation Centre

GM – Greater Manchester

GMCA – Greater Manchester Combine Authority

GMLEP – Greater Manchester Local Enterprise Partnership

GVA – Gross Value Added

HeRC – Health eResearch Centre

IoT – Internet of Things

MAHSC – Manchester Academic Health Science Centre

MCRC – Manchester Cancer Research Centre

MIB – Manchester Institute of Biotechnology

MMU – Manchester Metropolitan University

MRC – Medical Research Council

MSP – Manchester Science Partnerships

NAMRC – Nuclear Advanced Manufacturing Research Centre

NGI – National Graphene Institute

NHSA – Northern Health Science Alliance

NNL – National Nuclear Laboratory

NWCC – North West Composites Centre

UoM – The University of Manchester

UoS – University of Salford

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Annex GBibliography

• A Strategic Economic Plan for Cheshireand Warrington, C&W LEP, 2014

• Benchmarking Local Innovation: TheInnovation Geography of the UK,Enterprise Research Centre, EnterpriseEurope Network, BE Group, 2015

• Biomedical Cluster Mapping Update forGM 2002-14, BioNow, January 2015

• Building Local Advantage: Review ofLocal Enterprise Partnership areaeconomies in 2014, The LEP Network

• Cheshire East Science Corridor:Opportunity Assessment, BE Group,2015

• Collaboration between SMEs anduniversities – local population, growthand innovation metrics, ERC, 2015

• Deep Dives, New Economy (2016)

• Discovery to Delivery, North WestEngland, a premier location for scienceand technology innovation, North WestBusiness Leadership Team (NWBLT),2015

• Encouraging a British InventionRevolution: Sir Andrew Witty’s Review ofUniversities and Growth, October 2013

• European Structural and InvestmentFunds Investment Plan 2014-2020,GMLEP, 2015

• ‘Exploiting The Excellence’ – England’sNorth West: where world-class scienceunderpins wealth-creating innovation,NWBLT, 2014

• Exploiting the Growth Potential ofScience in the Atlantic Gateway, SQWLtd, 2016

• Global Challenges, ManchesterSolutions, University of Manchester,2015

• Greater Manchester Forecasting Model,Oxford Economics, 2014

• Greater Manchester Science andTechnology Assets Map, New Economy,2013

• Greater Manchester Science andTechnology Review, New Economy,2013

• Greater Manchester: Towards a RIS3strategy, Williams, J. & Devaney, C., 2013

• Health North: Powering UK Health andWealth Transformation, NorthernHealth Science Alliance, 2015

• Industrial revolutions: capturing thegrowth potential, Centre for Cities, 2014

• Localisation of industrial activity acrossEngland's LEPs: ERC Research PaperNo. 15, ERC, 2013

• Mapping Local ComparativeAdvantages in Innovation, BIS, 2015

• Mapping Research and Innovation:Understanding Amsterdam’sCompetitive Advantage, UIN & Elsevier,2015

• OCED Reviews of Regional Innovation:North of England, OCED, 2008

• Powering the Digital Economy,TechNation, 2015

• Research & Development in UKAdvanced Textiles Manufacturing, New Economy, 2015

• Research Evaluation Framework,REF2014

• Sector Analysis report for Cheshire andWarrington, GM and Liverpool CityRegion LEPs, BioNow, July 2013

• Science and Innovation Audits InceptionReport for the Consortia, Technopolis,May 2016

• Smart Specialisation in England, BIS,2015

• Science and Technology – the GreaterManchester Story, New Economy, 2014

• Stimulating Business Innovation, MakingManchester a leader in enterpriseinnovation support, New Economy,2011

• Strategic Plan Document for 2014/19,The Christie NHS Foundation Trust,2014

• Strategic Vision to 2025, CorridorManchester, 2015

• Stronger Together: Greater ManchesterStrategy 2013, GMLEP and GMCA

• Technology Enterprise in GreaterManchester, Lusty, P. & McArthur, N.,2014

• The Digital Powerhouse: The innovationpotential of tech clusters in the north,TechCity, May 2016

• The Independent Economic Review ofthe Northern Powerhouse, SQW Ltd,April 2016

• The Manchester IndependentEconomic Review, New Economy, 2010

• Turning Discovery Science andKnowledge into Jobs and Growth,GMLEP, 2013

• Unlocking our Potential: Solving theProductivity Puzzle in North WestEngland and Nationally, NWBLT, 2016

42

Annex HPankhurst Institute

Our proposed ‘Pankhurst Institute’ bringstogether our core strengths andopportunities. Its core aim is to bringunderstanding, expertise and newdiscoveries in engineering, physicalsciences and mathematics.

This proposal is timely because it will seize the unique opportunities offered by devolution of the health budget to GM, huge and growing strengths in health informatics and precision medicineand an explosion in the application of new materials.

It will benefit from and build on our provenexpertise in such cross disciplinary areas:

o MIMIT - bringing engineering solutionsto health problems;

o e-health - combining strengths ininformatics, computing and healthrecords;

o Industrial biotechnology where MIB hasco-located biologists, computerscientists, physicists, engineers andmathematicians to address biologicalsand health problems (‘systems’ biologyand health);

o Bio-materials - already a major activitywhich is also a core theme of the RoyceInstitute which will be built withacademic and industrial partners;

o Major industrial interest in these areas,with significant investment and co-location in the region.

It will also interact with the opportunitiesgenerated through the presence of new companies and infrastructure on our Science Parks at Alderley Park and at Citylabs.

Pankhurst will be:

o ‘bi-directional’ - new discoveries will seek health applications and willrespond to health needs and problemsto find solutions;

o Both ‘real’ and virtual’ - We aim toestablish a core of at least 100 researchleaders from diverse disciplines, workingtogether on the problems identified, butthere will also be a much wider group ofresearchers within and beyond UoMengaging with Pankhurst;

o a major training centre to provideinterdisciplinary experience forestablished as well as youngerresearchers;

o a strong interface with hospital andprimary care providers;

o a key partner for industry.

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