university of sunderland business engagement brochure

1

Helping businesses innovate, develop people, support growth and manage change. Issue 1

Lear’s 600,000 seating planHow the international brand is benefiting from University of Sunderland’s graduate talent, quality improvement processes and innovative product testing expertise.

2

Imprint makes its mark10

Lear expand on the wear

University and Nissan partnership charges ahead

06

08

Helping businesses innovate, develop people, support growth and manage change.

3

A force for change19

Start-up support12

Driving change20

Welcome 4

Supporting blue-chip companies 6

Supporting SMEs 10

Supporting the public sector 17

Looking to the Future 20

Enterprise for innovation 22

Email [email protected] Call 0191 515 3555 or go to www.sunderland.ac.uk/business

4

We have been supporting business and industry in the North-East for

more than sixty years - from providing skills and expertise at the

height of the region’s heavy industry era to setting in motion a new

software industry, as well as advancing sciences and the creative

industries.

Businesses tapping into our rich resource - world-leading

researchers, student and graduate expertise, world-class facilities –

have done so with great effect.

However, our success in supporting business and industry over the

years is also a result of our approach to engagement. Naturally, most

universities have similar resource, but what stands us apart is our

understanding of the differing needs of each business and designing a

programme, package or project to satisfy those needs.

With a wealth of multinational organisations and 135,000 SMEs

operating in the region a template approach simply does not work – it

has to be tailored and responsive. It also has to be honest, ensuring

objectives and outcomes are realistic and achievable.


We prefer to be seen more as a partner than a service, building a

relationship with businesses for their long-term benefit, and

consequently to the benefit of the regional economy.

We have created valuable relationships with businesses from a wide

variety of sectors. And while we specialise in the sciences, software,

advanced manufacturing, the creative industries and enterprise and

innovation, we have the expertise to support organisations beyond

these areas.

This personalised approach to business engagement has led to

successful partnerships with Nissan, Hitachi, Lear, BT, several NHS

trusts, Sunderland Football Club, Durham Police, as well as a large

number of SMEs.

Many of these relationships are long-term and have grown from the

success of this type of engagement. Some organisations we interact

with twice yearly, delivering a piece of research or a graduate intern,

others we work with continuously looking to support their day-to-day

business activity. It is about what suits the business.

Supporting the regional economy is a key measure for the University of Sunderland in terms of it being recognised as a great civic university, helping to drive social, economic and cultural change.

5


welco

me

As you will read in the coming pages, this

approach has received widespread praise

from numerous satisfied organisations, and

it is a one that stands us out among those

supporting business and industry.

We also support regional businesses

wanting to raise their profile on the national

and international stage. Through our

University of Sunderland London Campus in

Canary Wharf, we have held business-led

events and activities to introduce companies

to opportunities in the Capital.

Similarly, North-East businesses are able to

tap into the many connections we have with

our strategic partners across Europe, Asia,

Africa, and North America.

As a civic university we are committed to

supporting the regional economy, to ensure

our great region continues to prosper.

In order for that to happen we must support

North-East businesses on the regional,

national and international stage.

shirley Atkinson

Interim Vice-Chancellor, University of Sunderland

5

6

The firm employs 430 people at its two Sunderland plants - a Just-In-Time (JIT) supply base and a polyurethane foam site – ideally placed to support Nissan. The polyurethane plant is undergoing a 3,000sqm expansion that will double Lear’s foam car seat manufacturing capacity to over 600,000 units per year, employ an additional 100 people and enable it to supply the company’s sister plants in the Midlands with foam for Jaguar Land Rover models.

Specialist challengesThe expansion and its accompanying need for new talent to drive growth presented both an opportunity and a headache for Lear. The challenge was to identify the right

candidates to fill workforce gaps and cost-effectively exploit emerging market gaps in the manufacturing of seating foams by adding specialist skills. The company was also looking for specialist testing and analysis of defective parts to improve product quality.

Sunderland Plant Manager Jim Casey knew where to turn, having worked with the University of Sunderland before. His first experience of the University’s business services came fifteen years ago with a previous employer. “We’d used the University’s scanning electron microscope on that project so I knew how good the facilities were, so when we needed solutions at Lear it was my first port of call.”

Strong partnershipsLear’s needs were all specialist, requiring personalised solutions. Dedicated account manager, Vince Robson, was appointed at the University and needs analysis conducted to establish requirements. A flexible plan was drawn up across a six-year timescale - now well on its way to completion.

“Vince’s experience of business and engineering means he has the scope of understanding to distil what we require,” says Jim. “He understands the initial brief, identifies key players in the University’s student and graduate talent pool and tailors meetings and agendas that are mindful of our ongoing commitments in a fast-paced industry.”

Seating plan puts Lear at the top table

INNOVATION

Supporting blue-chip businesses


Detroit-based Lear Corporation is one of the world’s largest manufacturers of automotive components. More than 3OO vehicles incorporate its seating and electrical parts. The American heavyweight is expanding its operation in the North-East, with support from the University of Sunderland.

Jim Casey, Sunderland Plant Manager

7

Scientific expertiseThe stability of this account management relationship ensures that the University understands Lear’s needs as they develop, tailoring solutions to each growth development phase.

The first task addressed the product quality issue: University scientists worked with company colleagues in establishing a new methodology for testing and analysis of water content and viscosity to determine possible defects in seating foam, which resulted in tighter quality control and a more reliable product.

The University has also helped scope talent requirements and roles and provided recruitment expertise and services, as well as ongoing support to place high-calibre graduate talent into various posts – saving Lear time and money.

Biomedical Sciences and Pharmacology graduate Nitin Chander was appointed on a three-month graduate internship to advance chemical processes for the manufacture of automotive seating foams and has since been permanently employed at the plant. PhD student Florian Hildebrand, whose field of research is the development and deployment of a Lean Six Sigma Quality Improvement Programme, embarked on a

five-month placement as an engineering technician. He led a project to install a new production line. Florian is now an Industrial Technician at one of Lear’s Spanish plants.

In another project a University microbiologist was appointed to provide an analysis of the liquid content of the cooler system to improve efficiency.

“Our mission is to become a European Centre of Excellence for automotive components,” says Jim. “This phase of collaboration with the University has taught us much in terms of testing and chemical processes. We’ve perfected our self-blending capability and improved product quality, increased efficiency and tapped into new resource. Now we can expand on what we’ve achieved and exploit that.”

Value addedJim feels strongly that the University has added value. “It’s helped us step up our intelligence and technical capabilities. Its facilities and networks have delivered tangible results, giving us confidence to see projects through, as well as develop the talent that will carry us forward into the future.”


“Vince’s experience of business and engineering means he has the scope of understanding to distil what we require.” Jim Casey

Annual turnover £10bn

Operating 226 sites

36 countries

Employs 125,000 people worldwide

More than 300 vehicle models incorporate its seating and electrical parts

Employs 430 people between 2 Sunderland plants

Foam car seat manufacturing capacity to over 600,000 units per year

8

To infinity and beyond

The challengeNissan Sunderland’s success is based on innovation in manufacturing processes linked to significant investment in developing its 7,000-strong workforce. In 20 years of collaborative partnership the company has worked with the University of Sunderland across a range of initiatives to meet these needs, encompassing projects as diverse as supporting an innovation programme with Digital Engineering Technologies, introducing new CAD systems, looking at the psychology behind accidents and executive coaching.

“The exciting partnership between the University and Nissan is producing a range of ground-breaking projects that will come to fruition on the forecourt,” says Trevor Mann, Vice-President of Nissan Global.

Most recently the organisations have collaborated to gear up for the introduction of the Infiniti range to Nissan Sunderland’s portfolio.

“This is a huge strategic change and challenge,” says Steve Pallas, Training Manager at Nissan UK. “The Infiniti range consists of premium marque vehicles which require a very different manufacturing approach compared with other ranges manufactured at the plant.”

Nissan Sunderland personnel are internationally renowned, with many progressing throughout the organisation within the UK and into Europe. Nissan therefore required a long-term approach to succession planning and the development of future leaders.

Methodology and solutionNissan worked collaboratively with Hazel Rounthwaite of the University’s Corporate and Professional Education (CaPE) team to create a bespoke leadership programme to support its internal Launch strategy for high-potential people. Learning focuses on increasing strategic awareness, personal transformation, innovation and leadership whilst also providing an understanding of key business functions and processes to facilitate change.

The key for Nissan is being able to evaluate and adapt the education not only to the changing needs of the organisation but also to individual delegates. Its professional partnership with Hazel and the CaPE team is more than flexible enough to deliver this.

The outcomeThe project has brought tangible benefits in terms of self-awareness and knowledge transfer, giving senior managers the knowledge and confidence to drive and

support change. Delegates also have an improved understanding of the organisation strategy within a wider business context.

The programme has now been running for six years with 84 delegates so far, and further cohorts are planned for the future. It has supported Nissan immensely, with many graduates receiving multiple promotions and progressing to senior roles within Nissan UK and Nissan Europe.

PEOPLE DEVELOPMENT

Nissan is the UK’s largest automotive manufacturer, producing over 500,000 vehicles a year in Sunderland – one in three of the UK’s vehicle output. The Sunderland plant is the most productive in Europe and the seventh most productive in the world.


Steve Pallas, Training Manager

With approximately 900 staff, Newcastle Building Society is the largest building society in the North-East and one of the UK’s strongest mutuals. Amanda Walters, NBS Head of Learning and Development, told us how the company keeps its people at the top of their game.

Tell us about learning and development at NBS. What type of issues are you currently addressing?The main goal of our ongoing strategy is to develop and increase our talent pool to support business delivery up to 2020. We recognised that our talent management programme, particularly in regards to management and technical grade staff, needed exposure to a wider knowledge base and an appreciation of theoretical and practical approaches.

Why is this important for management and technical NBS staff?We wanted to develop an effective leadership programme that would support key business objectives and develop our talent in a structured and challenging way. This delivers benefits in terms of motivation, performance, retention and succession planning.

What influenced your decision to work with the University of Sunderland?As a North-East business we focused on linking to a local university. We met with all of the

universities to discuss their previous experience in leadership development and it was obvious Sunderland understood what we wanted.

Was the solution bespoke? What were the challenges?Totally bespoke. The challenge was ensuring the content was relevant: that the learning could be taken from the external environment and put into working practice.

What areas of course content is NBS most interested in?We wanted collaborative sessions, so we have some with University lecturers and some with NBS executives. We have modules on strategy, understanding the self, leadership and a session on marketing, finance and risk. Delegates study partly at the University and partly in-house, with University lecturers delivering the in-house sessions with NBS executive input.

How did the relationship work between you and the University?We were on the same page immediately. As a customer-centric organisation we found a similar culture at Sunderland, and this has been key to the success of the programme.

Any tangible impacts on the business yet?The programme is still underway but we’re seeing direct ‘back-at-the-desk’ advantages on an individual and team basis. Bringing together managers from across the business has given them an appreciation of each others’ roles and challenges, and a wider understanding of the organisation.

with Newcastle Building society

9


“The partnership with the University has helped deliver real bottom-line results and has future-proofed employee skills and improvements to the supply and manufacturing processes. A key benefit is that the programme is not static and content and effectiveness are regularly reviewed to ensure relevance and the seamless transfer of knowledge back into the workplace.” Steve Pallas, Training Manager, Nissan UK

Q&A :PEOPLE DEVELOPMENT

10

Imprint is one of the leading suppliers of digitally-printed promotional material for big-brand retail marketing campaigns, using state-of-the-art studios and colour management systems.

Imprint leaves its mark on top 50

CHANgE MANAgEMENT

Just a few short years ago however, the print industry was facing tough times and the then primarily point-of-sale print firm had to make a decision: to change its operations and the way in which it managed its client relationships or face lagging behind in terms of technology and competitiveness.

“Many SMEs suffer from the same growth issues, no matter what industry you work in,” says Graeme Wilkie, Group IT Director at Imprint. “Within IT most smaller organisations either focus on break/fix maintenance or are inhibited by the technical terminology and the huge learning curves involved. When I joined Imprint this was pretty much the case.”

Bringing more than 25 years of print industry experience, over ten of them in senior IT management, to his new role, Graeme set about formulating a plan to develop the company’s IT activity and deliver a new approach for its clients, taking into consideration the sector’s ever-changing environment, the needs of its customers and the requirements of a fast-moving manufacturing process.

Supporting SMEs


Graeme Wilkie, Group IT Director (left) and Kris Carr

11

Bridging the gapThe University of Sunderland was a key part of this plan, as Graeme studied for his Masters there and has since maintained strong ties. “The investment in such things as Software City made the decision to work with Sunderland a simple one,” he says. “I’ve found that some universities are rather sluggish when it comes to working with smaller companies, but I’ve never found this to be the case with Sunderland. The business-focused team there seem to have bridged this gap well and can quickly develop a rapport with the needs of the organisation. Applying for assistance from governmental institutions can also be a bit of a minefield but working with Sunderland made this process easier.”

Gold standardDrawing upon his experience of strategic development, University of Sunderland Business Development Manager, Mark Donnelly, established that a Knowledge Transfer Partnership (KTP) would be the most efficient way to bring about the changes

needed. Recognised as the gold standard in terms of accessing university expertise, KTP’s deliver transformational projects on a collaborative basis. Funded by Innovate UK, they’re also highly cost-effective.

Mark worked with Imprint to support the development of the business plan and application for funding, broker the academic expertise and on the recruitment and selection process of computing graduate Kris Carr. Kris then spent two years crafting and embedding new IT solutions for the business, backed by a team of University academics.

Year-on-year growthKris is now a full-time software engineer at Imprint, working on maintaining the systems created as well as building and improving on them to improve integration across the organisation.

Since his arrival and the inception of the KTP the company has grown year-on-year by 30% and generated up to £2m in revenue gains through increased efficiency and new client wins.

“The success of the company as a whole has meant that we were recently nominated in the Fastest 50 companies for growth in the North East,” confirms Graeme. “And now we talk to our customers more about the IT systems that we can tailor to their needs than the quality of print, so as a unique selling point it has certainly proved its worth in our market sector. Picking a route through all of the complexity, identifying cost-effective methods to add value to the underlying business along the way and then seeing those decisions come to fruition have all been smoothed by the interaction and support of the KTP process.”

Repeat businessLike many of the business to benefit from a KTP with the University of Sunderland, Imprint is now involved in a second.

“It’s often said that the needs of business and the rigours of academia are not great bedfellows,” says Graeme, “but I’ve found the team at Sunderland has been great to work with.”


“Since Kris’s arrival and the inception of the KTP the company has grown year-on-year by 30% and generated up to £2m in revenue gains.”

12

Start me up!OVErVIEW: SUPPOrT FOr ENTErPrISE

Since 2000 the University has invested heavily in creating an environment for enterprise to thrive, offering a range of support for students, graduates and alumni who have aspirations to run their own businesses. Through its dedicated start-up facility, The Enterprise Place, fledgling businesses are provided with the resources and expertise to help them turn their entrepreneurial ideas into successful businesses.

A number of businesses set up over the past year have benefited from the University’s support. They include:

Active Massage Sports and Exercise Science student Scot Walton started Active Massage in July 2014 and has already built up a regular client base. His Sunderland city-centre clinic specialises in deep tissue and sports massage and promotes a healthier lifestyle. Scot said: “At the moment Active Massage is a small company. In time I’m hoping to grow it into a full rehabilitation centre, offering a variety of services to people recovering from injuries or those who just want to relax and reduce their daily stresses.”

Northern Bear FilmsNorthern Bear Films has just made the leap from The Enterprise Place to occupy new office space within Sunderland’s prestigious Software Centre. The media company was launched in 2013 by Aman Sharma and Jerome Vyland, graduates in MA Media Production and BA Design Multimedia and Graphics. Having successfully applied for £5,000 funding from the British Film Institute via Creative England, Northern Bear Films recently delivered a comedy short film starring actress, writer and comedienne Lucy Porter.

I.M.P.A.C.T North EastI.M.P.A.C.T stands for ‘Inclusion Mentoring for Parents, Adolescents, Children and Teachers’. It’s a non-profit organisation that offers counselling services, support and training to businesses and schools as well as individuals and families. Run by Counselling graduate Sharon Boyd, I.M.P.A.C.T gains income from public and private-sector contracts to offer services to vulnerable clients free of charge.

Sharon feels she has benefited greatly from her engagement with The Enterprise Place. “Not being from a business background I needed help to start the company on a firm footing, she says. “The Enterprise Place taught me everything from taxes to how to employ people and the direct support from the team was invaluable.”

A year on and the business is beginning to thrive, winning a contract to offer family support for the SAFC Foundation, delivering training for companies such as Gentoo and working with schools across the Sunderland area. It’s looking to the future too, working with sixth-form volunteers to engage more with young people in the community.

Within our commitment to support the regional economy the University of Sunderland is focused on increasing the number of business start-ups and entrepreneurs in the region.


THE UNIVErSITy’S SUPPOrT FOr ENTErPrISE:

Business hatchery set up 2000

Creative industries hatchery set up 2004

Sunderland named Entrepreneurship Champion for the North-East 2005

Enterprise Place at St Peter’s Gate set up 2013

In the last 18 months:

50 businesses set-up

150 entrepreneurs helped to become enterprise ready

35 full-time jobs created

13


“When we first approached the Enterprise Place with our business idea, we really had very little understanding of how to get it off the ground. The staff guided us at every step of the way and they helped us to develop our skills, adapt our business model and grow our confidence. The Enterprise Place really was the perfect place for us to develop our business and we’d recommend it to anyone who is thinking about being their own boss.”

Amy Armstrong, Director, M.A.D Communications

Sharon Boyd, I.M.P.A.C.T

M.A.D CommunicationsThis creative PR company draws upon the skills and talent of its two directors to communicate with youthful audiences.

In 2013 partners Amy Armstrong and Marie Donnelly, both Public Relations graduates, began their entrepreneurial journey when they submitted an application into the University’s business planning competition. Being crowned the winners provided an exceptional springboard for their company and they are now running their business from office space at St Peter’s Gate. Following an introduction from The Enterprise Place to colleagues within Sunderland City Council, M.A.D has gained a retainer contract with the Council. It also manages social media channels and content for a number of private sector accounts.

For further information on the range of support available at The Enterprise Place go to www.sunderland.ac.uk/enterpriseplace or email [email protected]

Amy Armstrong and Marie Donnelly

14

SUPPOrTINg grOWTH

Solutions for success

The challengeHaving chosen to base its UK operations in

Sunderland because of its skilled, available

workforce and cost efficiencies, Yerra was keen

to attract high-calibre talent in the area but,

having only recently established a local presence,

was unsure how to engage with the market.

“One of the reasons we’d chosen the region was

the number of universities here,” says Yerra COO

Caroline O’Grady. “We approached all of them

with our requirement for skilled talent and the

University of Sunderland was the most proactive

by far. Where most just spoke about recruitment

advertising, Sunderland introduced us to its

internship programmes, partnership approach

and added value services.”

Methodology and solutionYerra’s requirements were a perfect fit with the

University’s ERDF Graduate Internship Scheme.

Nickola Gray, the University’s Internship

Development Manager, met with Yerra’s CEO

and COO to provide bespoke

recommendations tailored to the specific

needs of the business. Attracting the best

talent was key for the company, and Nickola

was able to assist in compiling an

advertisement and role profile for the position

which was then forwarded to registered

graduates. Once applications were received,

the University worked with Yerra to facilitate

interviews and the selection of candidates.

“Because our field is very specialist we knew we

wanted graduates and that we’d need to train

them,” Caroline explains. “We can offer excellent

career opportunities to the right people, and we

wanted to be able to hand-pick the best

resource.”

The University’s personal approach to client

relationships meant that Nickola quickly

gained an understanding of Yerra’s specific

needs and was able to deliver a bespoke

solution.

The University also added value in other

ways. As Yerra’s Sunderland office was still

undergoing refurbishment the University

made interview rooms and meeting facilities

available across its Sunderland and London

campuses to accommodate the interview

panel, as well as providing presentation

equipment and software.

Legal consultancy and managed services company yerra Solutions has offices in Switzerland and London and has recently set up an HQ in Sunderland. The company turned to the University of Sunderland’s internship programmes for support in recruiting to manage this rapid growth.

Caroline O’Grady, CEO

The outcomeFollowing interviews with carefully-selected

candidates, 2013 English graduate Robert

Gillis was offered the position of Legal

Analyst Graduate Intern and was appointed

in a permanent role with Yerra Solutions

when his internship ended.

A keen advocate of the scheme, Robert

now gives up his free time to talk to current

University of Sunderland students on the

importance of internships and employability.

Meanwhile Yerra Solutions continues to

undergo significant growth on the back of

its graduate recruitment. The University

recently placed two further graduates with

the organisation and is now advertising

eight more Yerra roles through its Intern

Factory programme, aimed at its 2014

graduating cohort.


“We view the University almost as our recruitment arm,” says Caroline. “The team understands our operation and our needs and its full-service approach streamlines the whole process for us. We couldn’t want for more in a business partnership.” Caroline O’Grady, CEO, Yerra Solutions

OrcumaINNOVATION

The challengeAs cybercrime becomes more sophisticated, companies need better security to protect their employee and customer data. Fortunately this is an area in which University of Sunderland experts take a keen interest and carry out world-class research.

Support for the software sector is one of 5 key University priorities, demonstrated by the appointment of Peter Chalder-Wood as a Business Development Manager specialising in building links with software companies. When Peter met the Directors of Orcuma and learned of their quest to increase customer data protection he started to look for a solution to their specific requirements.

Methodology and solutionPeter’s expertise led him to suggest the central-government-funded Innovation Voucher Scheme as it provides up to £5,000 for a company to work with a university expert for the first time. Orcuma was awarded the maximum amount to explore ways of better protecting its customer data. Peter arranged for Orcuma to work with Dr Christo Panchev, senior lecturer in computing at the University, on a month-long project.

Paul Mitchell, Director of Orcuma, said: “The Innovation Voucher has allowed us to carry out research into an area we’ve been keen to explore for many years. We chose to work with the University on the project due to the breadth of skill that exists within the Department of Computing, Engineering and Technology. As a graduate of the University myself, it’s great to be working on a project alongside the University which will help us deliver even greater security to our customers.”

Peter Chalder-Wood added: “The Innovation Voucher funding is a great way for businesses to access new knowledge and capability and one of many ways the University can support the local business community. Helping a software company like Orcuma is exactly what we aim to achieve through our partnership in the Sunderland Software City initiative, which is all about helping companies grow and thrive, helping them take on new staff and increase their knowledge and skills.”

The outcomeOrcuma now uses the innovation work carried out by the University to help it win new business with public sector clients. The business highlights the work the University carried out for them on penetration testing and information security to reassure prospective clients that they have processes in place and allay any security concerns.

Helped by this project, Orcuma is confident it has the right products and security for the international market, in particular the United States, and plans to take its software skills overseas to win new business.

“America is a huge market for this type of software,” says Paul Mitchell. “It’s a great opportunity to take our bespoke software skills further afield and showcase what we have to offer here in Sunderland.”

Paul Mitchell, Director, Orcuma

Orcuma Ltd is a customer management software specialist based in the Software Centre in Sunderland. The company’s securely-hosted case management system, FIrsT, is easily configured to deliver an effective customer experience across applications as diverse as multi-agency safeguarding hubs, anti-social behaviour management, arson and fire investigations and sports team administration.


15

16


As an environmental consultancy business largely focused on asbestos testing, Franks Portlock Consulting (FPC) looked to innovate for the future. We asked Director Philip Franks how the company diversified its offering, embracing new product development and manufacturing along the way.

Why did FPC need to future-proof the business?With the import and new use of asbestos illegal now in the UK, that aspect of the business, while currently successful, had a finite shelf-life. We identified an opportunity to evolve our environmental testing services to develop new air sampling products.

What made you take that specific direction? Because we use this equipment every day we knew the market and we knew the limitations of the offering at the time. Available devices were renowned as being extremely heavy, unreliable due to battery failure and poor in regards to data feedback on the progress of the sampling activity.

How did you find the diversification process?

We set out to manage it all ourselves, but with a busy business to run we found that the time and resources needed to advance the project and co-ordinate the various suppliers and specialists involved were prohibitive. Then the University of Sunderland heard about the project and contacted us to offer its support.

The project was ideally suited to a Knowledge Transfer Partnership. What did it involve?

Peter Chalder-Wood at the University helped us select a Product Design graduate, Jason Lee, who joined FPC as an Associate, supported by an academic supervisor from the University. Working to a tight 18-month timescale Jason developed an enhanced prototype in-house to our industry specification.

How did you rate the University’s support?

Very highly. Jason’s academic supervisor was excellent: we benefited from weekly meetings and the expertise we tapped into extended our knowledge and capabilities not just of product development protocols but also of project management, engineering technology and cloud-based collaborative working. For example,

the adoption of 3D printing and Solidworks CAD software enabled us to become almost self-sufficient in prototype production.

What difference has the KTP made to your business?

We have a new business really. Jason is now in a permanent post as Design Engineer so we now have embedded design capability, and we’re looking to launch the product during Q1 of next year. Ultimately, the KTP not only delivered the product, it also delivered the design process expertise we’ll need for future developments. It’s allowed us to open up a whole new business revenue stream. Potentially we’re looking to double our income and invest in further growth.

Would you recommend the University’s business services to other companies, and why?Yes, definitely. The level of engagement we got from the academic support was fantastic, and they offered superb value, especially with the specialist expertise we tapped into through AMAP* and its links with industry innovators such as Nissan. That really helped.

* The Institute of Automotive and Manufacturing

Advanced Practice (see page 20).

Q&A :INNOVATION with Franks Portlock

Jason Lee and Phil Franks

17

PEOPLE DEVELOPMENT

Supportingthe public sector


Q&A :INTErNSHIPS/ CHANgE MANAgEMENTwith Durham Constabulary

Internships and graduate recruitment direct from university can deliver advantages over more generic forms of talent sourcing. We asked Stephen Peart, Project Officer within Business Change for Durham Constabulary, why it works for the force.

What challenges were you facing that made you contact the University?We were embarking on an ICT project as the first force in the country to develop a complete suite of IT systems in-house, utilizing the most up-to-date technology. The timescales were challenging and we realised we needed additional ICT developers who were fluent in the technology involved.

What solution did the University propose? How did you work together to arrive at this solution?The Internship Team contact was extremely helpful, professional and knowledgeable. They explained the available options and the Intern Factory was a fantastic idea - once we gave the

go-ahead for the recruitment process to start the team arranged everything on our behalf.

And the results?Following that recruitment process we awarded an internship to a graduate who matched our requirements. As a result of the excellent working relationship we developed with the University, we employed a student on a summer placement and have taken a further student on a year-long industrial placement.

What were the benefits of the Intern Factory to your particular operation as opposed to other methods of recruitment?Because the technology involved was new to market we made the decision to seek innovative graduates who’d be practiced in it and could bring new ideas to the project. Plus we gained the specialist recruitment support from the University free of charge, and benefited from specialist HR support for the graduate interns.

What impressed you about working with the University?The fact the Internship Manager; Nickola attended every interview. This demonstrated the

level of care the Internship Team place in their students/graduates and the level of importance placed on ensuring external organisations feel welcome and valued. It made providing feedback to unsuccessful applicants easier as she provided a University aspect and signposted unsuccessful candidates to other services within the University to address areas for development.

What were the outcomes of the project?Fantastic. The interns are a breath of fresh air. As well as embedding the new system we now have the capacity to develop mobile apps in-house. It’s inspired us to strengthen our links with the University – we got involved in the Computing Department’s Poster Day and we’re currently working with the Faculty on the creation of a student project for the forthcoming academic year. We’re looking to start this year’s internship scheme very shortly.

Stephen Peart, Durham Constabulary

Stephen Peart

18


PEOPLE DEVELOPMENT

Leading from the frontWith 73,000 staff across the North East, every one of them capable of making life-enhancing differences to our health and social care, the NHS has long appreciated the importance of quality leadership. Its North East Leadership Academy (NELA) commissions leadership and organisational development programmes on behalf of all 27 NHS organisations in the region, and every last detail is given meticulous attention.

Suffice to say that when NELA put out a bid to tender for a comprehensive leadership development programme, the brief was an exacting one. Promoting leadership, collaboration, communication and innovation across professional boundaries, it had to be fully underpinned by the current NHS Leadership Model.

In the event, the business was awarded to the University of Sunderland. “In any procurement situation we demand quality of delivery and value for money,” says NELA’s Director Clive Spencer. “Sunderland scored highly in both.”

Leading improvementClive had a clear picture of what the programme had to achieve: “A leaderful NHS community driven by people who can lead change and improvement.”

The bespoke package, created with Hazel Rounthwaite of the University’s Corporate and Professional Education (CaPE) team, was tailored for 80 clinical and non-clinical managers and accredited as a Postgraduate Certificate in Leadership and Change.

Studying behaviour, boosting capabilitiesThe course began with a two-day residential stay. Following this, the programme addressed a wide range of leadership and performance-enhancing topics in detail before testing these learnings with a two-day Leadership in Action session, specifically designed to enable delegates to put what they’d learned into practice in a pressured environment.

Blended learningHazel brought together expertise from across the University in order to ensure course content was intrinsic to its NHS context, with tutors hand-picked to maximise effectiveness. The format was blended learning, with face-to-face sessions complemented by self-directed distance learning.

“They don’t just roll out something they’ve done before,” says Clive, speaking about the CaPE team.

“They don’t just roll out something they’ve done before, they sit down with you and take time to discuss how best to meet your needs. We adapted elements as we went along and Hazel was very willing to help at any stage.” Clive Spencer, Director, NELA

“They sit down with you and take time to discuss how best to meet your needs. We adapted elements as we went along and Hazel was very willing to help at any stage.”

Innovating changeTwo years on the results have been far-reaching. Emergent leaders have the knowledge and confidence to drive change while understanding the wider system, and the innovative change projects that delegates were tasked to undertake within their NHS Trusts or employing bodies have also brought tangible benefits, with many transforming business processes or services and/or generating financial savings.

“We’re seeing innovating change across the board, from sickness absence reduction to improving infrastructure and re-kitting out wards and units in hospitals,” says Clive. “Some are improving patient safety or quality of experience, some are saving money and some are doing both. All of them are making a difference.”


19

20

Roger brings a wealth of experience, knowledge and expertise to the University, having worked for a number of years at Tallent Engineering (now Gestamp Tallent) and before that at NEI Reyrolle.

During his time at Tallent he built up the design department from a very small team to one that’s recognised internationally by Original Equipment Manufacturers (OEM) customers as leading the

field.

What is your aim for AMAP and how do you see its services supporting manufacturing in the future?

I want to move it forward as an accessible and outward-facing hub. As a Centre of Excellence for the industry we need to add value and differentiate the student experience, look at how links with industry can be maximised and exploit our presence in low-carbon vehicle technology. There’s a bright future for automotive and manufacturing in the North East in which AMAP and the University of Sunderland can play a major role.

What do you think employers look for when working with a University?

Flexibility, new ideas, a different approach and an understanding of the timescales and pressures of industry. When academia actively wants to work with industry that creates an exciting dynamic and partnership, and in my experience that’s what’s on

Driving change

NEW DEVELOPMENTS

Looking to the future

roger O’Brien recently joined the University of Sunderland as Director of the Institute for Automotive and Manufacturing Advanced Practice (AMAP), armed with a clear vision of what he wants to achieve.


Roger O’Brien, Director of the Institute for Automotive and Manufacturing Advanced Practice (AMAP)

21

offer when working with the University of Sunderland. It doesn’t try to preach; there’s so much to be learnt and shared both ways, and I’m sure we’ll see that reflected in future provision and delivery to bring the relationship closer.

you accessed University services via AMAP whilst at Tallent; what were they and what were the key benefits from that engagement?

We used the North East Productivity Alliance (NEPA) Digital Factory programme to help with training and upskilling, and were part of the Engineering Fellows project, where specific R&D activities were supported. We also made good use of the application of 3D scanning for component inspection, and some rapid prototyping facilities. It’s a great way for industry to trial the technology without the associated investment costs and risk.

How important is research and development and innovation to facilitating growth?

R&D and innovation, not just in product design but in the design process and manufacturing, is fundamental. Innovation is key, be that in the design of a product, a process, the manufacturing itself or the method of delivering these. R&D is equally important as it demonstrates to customers that you’re a supplier who is open to new ideas.

Effort spent on R&D may not be immediately apparent or appear in the current generation of products but it can pave the way to future developments. It also helps with recruitment: R&D

can help attract very talented people.

What key changes, developments and trends affecting automotive manufacturing have you witnessed?

Booms, recessions, globalisation, off-shoring and more, all presenting unique challenges and opportunities! One of the key changes has been in attitudes, in particular towards emissions and fuel efficiency. Today’s consumer also demands and expects more equipment as standard and, because safety is also paramount, manufacturers always strive to achieve the highest crash ratings for new vehicles, which calls for more focus on optimising structural products to achieve the required performance levels. In addition we’re seeing zero and low carbon vehicles become more mainstream. This is one of the areas that my team and I will continue to develop at AMAP, building on the established work already undertaken on low carbon vehicle technology.

What do you see as the major challenges and opportunities for advanced manufacturing in this region?

In product design: new materials, light-weighting, better products, improved manufacturability

and added functionality. In process design: new takes on traditional techniques, process simulation and automation. In the manufacturing process: lean, new techniques, using information to drive improvements, and innovations in supply chain. In services: customer experience, bespoke manufacturing, customisation, rapid manufacturing, skills and business models. The key drivers for this are knowledge, for the generation of new ideas; intellect, to turn ideas into reality; skills, to support implementation, and culture – risk/reward proposition. The North East has a long heritage in all these areas. 14% of the workforce is involved in manufacturing, the highest proportion in the UK. The North East Independent Economic Review set a target to increase employment by 11% by 2024, so very large opportunities exist. The University of Sunderland, through AMAP, can play a very important role in this. Indeed AMAP was identified as a specific innovation hub in the NELEP’s Strategic Economic Plan for the region.


“When academia actively wants to work with industry that creates an exciting dynamic and partnership, and in my experience that’s what’s on offer when working with the University of Sunderland.” Roger O’Brien

Academia and industry in partnershipIn order to be prepared to develop new

products and reuse scarce resources, not to

mention building on our existing manufacturing

excellence in the region, the North East needs

a workforce that can meet the challenges of

the future. This is a critical issue in an advanced

manufacturing sector that will lose 8,500

workers to retirement by 2016.

To address this potential skills shortage the

University has successfully partnered with

Hitachi Rail Europe and Gestamp Tallent

Automotive to invest £10m in a new South

Durham University Technical College based

at Newton Aycliffe Business Park. Once it’s

fully operational up to 600 young men and

women at a time will specialise in advanced

manufacturing and engineering at the college

before graduating as the skilled workers that

the region’s businesses need.

“The announcement of the South Durham

UTC is a significant development for Hitachi

Rail Europe and for wider manufacturing

in the North East,” says Keith Jordan,

Managing Director for Hitachi Rail Europe.

“It reflects the Government’s objectives to

support skills development in the region and

across the engineering sector, tackling the

problems that exist around skills shortages

and unfilled vacancies.”

A city-centre innovation centreOccupying a gateway position in Sunderland

city centre, the Grade II-listed former Gas

Board building on St Michael’s Way is about

to gain a new lease of life as the University’s

Centre for Enterprise and Innovation. This

will become a key asset for the city,

accelerating innovation and business growth.

The Centre will provide high-class workspace

for new start-up companies or businesses that

want to be located next to a university

committed to helping them succeed and

flourish. Businesses who locate in the Centre

will have immediate access to applied research

University speculates to innovateIn order to help drive the skills agenda and regional economy growth the University of Sunderland is investing heavily in several new and existing areas over the next two years.

22

Helping businesses innovate, develop people, support growth and manage change.Helping businesses innovate, develop people, support growth and manage change.

23

and consultancy delivered by staff at the

university. All other businesses will be able to

use the Centre for advanced training solutions,

assistance with workforce planning and access

to the University’s talented graduates.

This development will be a beacon for a new

entrepreneurial spirit in the city centre, which

the University will operate in a spirit of open

innovation with ready access to people,

knowledge and facilities.

Inventive spaceAt the heart of the new Centre for Enterprise

and Innovation is a Fab Lab that will be a

platform for invention and innovation in

technical prototyping. It will be a test bed for

all types of digital fabrication, giving people the

ability to progress from idea to finished product

within a single workspace.

The Fab Lab will not only be a platform for

technical innovation, it’ll also offer a versatile,

supportive environment in which innovators

of all levels can play, create, learn, mentor and

invent. Through project-based learning and

hands-on education the University aims to

create a community of people passionate about

the ability to make things and re-use materials

in imaginative ways. A pop-up Fab Lab will

operate from June 2015 while the University

builds its permanent home in the new Centre.


“We expect our investment in these areas to significantly improve enterprise and innovation, tackle head on the skills gaps, particularly in manufacturing, and further improve the student experience.” Shirley Atkinson, Interim Vice-Chancellor

23

£561m Gross value added for the UK economy

£206.3m outside the UK

Interntional activity generated an economic

impact equivalent to

£40m income from international operations

Unversity earns

Visitors to the University spent

£4.8m

The University supports

7,487jobs

15,152 students

532 students studying University

programmes overseas via distance learning

4,777 students studying at an

overseas partner

Unversity Staff spend

On average a student

spends £11,723 each year on goods and services

£48m on goods and

services in the UK

1,755 directly employed

Unversity Staff

Students from 13

4

(out of 196) co

untries st

udy

a Sunderland programme

Information is correct at the time of print. The University own the right to all material written. All subjects featured have granted permissions for their use.

To discuss how the University can help your business or organisation call 0191 515 3555 or email [email protected]

Students from 134 (out of 196) countries study a

Sunderland programme

Int

ernational Reach

university of sunderland business engagement brochure

Documents