How Modern Universities and Industries can Work Together Professor Jeremy Watson FREng Director Global Research Arup jeremywatsonarupcom Chief Scientific Adviser DCLG jeremywatsoncommunitiesgsigovuk ID: 234222
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Postgraduate Training and Research for the New EraHow Modern Universities and Industries can Work Together
Professor Jeremy Watson FREng
Director: Global Research, Arup
jeremy.watson@arup.com
Chief Scientific Adviser: DCLG
jeremy.watson@communities.gsi.gov.ukSlide2
Arup
A trust, not a public company
10,000 employees
worldwide
90 officesMultidisciplinaryDriven by belief in benefiting society and delivering the best quality of workInvesting to develop knowledge and capability
Innovation a key differentiator,
togther
with Design excellence and quality Engineering
Dedicated Innovation executive
Close linkage with Foresight and Research groups
Flexible interventions:
SPVs
, licensing, market testing and introduction
Example: Investment in contactless recharging of electric vehiclesSlide3
Arup – Projects
Major
projects include
:
Sydney Opera house (Australia)Pompidou Centre (France)Stansted Airport (UK) Channel Tunnel Rail Link (UK)Beijing Olympics – Water cube and Bird’s Nest
stadiumCross Rail
Integrated Research, Design and Engineering is a key business differentiatorSlide4
Research context in ArupResearch seen as essential to maintain and grow market position – and identify incremental and step-out opportunities
Research is typically ‘applied’ and anticipatory of business need: time scale – ‘now’ to three years+
Emphasis on innovation: ‘Concept to Commercialisation’
Research ‘pull’ – from Business leaders and ‘push’ – from Design and Technology networks and academic partners
Research fund to encourage internal and external investment
Driven by strategic roadmapSlide5
Arup Research capabilitiesSlide6
1. Strategy
Corporate research roadmaps
Regional and group strategy facilitation
2. Network
3. Funding
Research Offering
Components
Set up and management of research consortiums
Links to research funding bodies
Grow and develop the research network
Internal engagement in multidisciplinary research
Engagement with key external partners
4. Building capability
Doctoral training
Arup Research – Global DeliverablesSlide7
Delivering the Research Strategy
Influencing research agendas
Facilitating and supporting the delivery of regional research strategies
Implementing roadmap-based funding mechanisms
Sharing priorities with partners and funding agencies
Slide8
Research StrategySlide9
Regional Research Champions
Regional Champions act as representatives and liaison points for corporate Research. They are responsible for supporting the development and executing the Regional Research Strategy
Americas
Australasia
East Asia
Europe
UK MEA
Global strategy teamSlide10
Relationships with National Funding AgenciesProactive mission to promote mutually-beneficial relationshipsThought-leadership and ‘agenda calibration’
Unbiased sectoral representation
Roadmap-sharing to assist national research agendas
Awareness of and response to Calls
Consortium formationStrategic Partnerships
EPSRC allowing definition of Programmes under joint fundingWork in EU under European Construction Technology Platform & E2B PPP
Dialogues with NSF, NIST, ARC, MOST, SSTC, etc.Slide11
Research Funding at ArupIn house researchR&D calls for proposals for Global and regional projects £600k Project
Plus £50k
External
collaborative: regional and global
External Collaborative Research projects £600k Global, £130k AmericasPays Arup staff time and expenses for collaborationsLeverage between x1.5 and
x4
Manage
~£2.5m Slide12
Arup’s Knowledge Supply ChainSlide13
Arup’s approach – a Knowledge Supply ChainForesightInternal using roadmappingExternal using focus groupsResearch strategy developmentConsultation with business units and clients
Research execution
Collaboration with universities and research councils
Validation and deployment
Capability developmentIn-house university offering EngDs with UCL55 (internal + external) doctoral students world-wide
Product
Service
Process
InnovationSlide14
Now, New, Next
‘
New
’
‘
Next
’
‘
Now
’
Concept
Commercialisation
Emerging trends – Drivers of Change
Thought leadership
Delivering the agenda
Needs interpretation
Knowledge generation
Delivering IP
Community
Operational excellence
Delivery to projects
Time
Foresight
Skills
Networks
ResearchSlide15
SEEDNURSERY
DEVELOPMENT
ESTABLISHED
NEW
Solar Chimney
Airplank
Origin of the idea
External
Internal
Joint
Geotechnichs and Google Earth
SparACE
Food production
Glass roofs
SparACE
Low cost PV
Whiplash protection
Twisting towers
Open projects
Closed
CAS-wind turbines
BIPV-Odersund
Cold sintering of carbonate
True colour terrestrial laser scanning
Habitat mapping
Mortar-less brick wall
Rainwater harvesting
Inhaler mouth piece design
Biodiversity Green Roofs
Mail manager support for blackberry
Truss floor
Green date centres
Balu
Realdania
Inflatable roof
Bullet trajectory
TekDek
Hydrofluids
Pufferfish
DefinIT
BAU
Invarion
Commercialisation
Legal
processes
Idea creation &
triage
Managing IdeasSlide16
Arup UniversityArup has always provided a learning culture
In 2007, we added a formal programme of staff development
Accredited EngD qualification
4-year, on-the-job
Driven by business need
Intensive 10 day specialist training
Provided by HEI partners
Distance and face-to-face CPD
Provided by regional skills networksSlide17
Doctoral study
Arup University Doctoral Programme
Agreed guidelines permit ‘study on the job’ – 40 days per year study
Doctoral awards accredited by
UCL
under terms of a strategic
MoU
Delivery partnerships with Columbia University,
NY
and
HKUST
Recruitment of first cohort of Research Engineers: >50 applications
Establishment of Doctoral College
Conference November 2011Slide18
Doctoral College
“The Doctoral College was set up to create a community of Arup research students, where they can share knowledge, experiences and foster links between internal Arup experts and external doctoral students, their academic supervisors and host universities.”
Doctoral College established Spring 2011
55 members and growing
Includes all students undertaking PhD study either part funded or supported by Arup (
e.g.EngD’s
, CASE Award, Arup University DM modules, part time study)Slide19
HEI Collaboration supported by ArupLecturing and supervision
Studentships
Internships
Sponsored first degree students
Masters (incl. Arup branded courses) Doctorates, Eng D
Research collaborationCo-sponsorship of government funded research
Use of specialised facilities at universities: cooperation/fee for service
Contract research
Strategic engagement
Endowed chairs at departments
Staff education-Arup University
Membership of university advisory groupsSlide20
Example: Collaboration with UCLThames Gateway Institute for SustainabilityResearch partners
IfS chair
EPSRC Networks
Eco-cities with China
Arup’s in-house ‘university’Doctoral registration, accreditation and research trainingIDC/CDT involvement: Sustainability and Resilience, EnergyAdvisory Boards: Enterprise, Sustainable Cities
Reciprocal visiting staff and facultyDoctoral studentships (CASE, EngD, etc.)
Multi-threaded, ‘natural partnership’Slide21
What are the challenges of Industry-HEI collaboration?IP & contractsInformation sharing
Who are the experts?
Gap between proven technology (TRL 3) and implementation (TRL 6-7)
Dissemination
‘Continuous transfer’
Measuring the impact Slide22
What are the benefits?Open innovationCreating and demonstrating Impact – business and academic
Partnering for adventurous research
Higher risk research appropriate for HEIs
Leveraging research funds
Co-funding with Research CouncilsPrivate/public research consortia (e.g. E2B PPP)
Allowing client dialogue to continue in downturnInterests beyond immediate business
Identifying future opportunities and preparing through research
Respond to strategic priorities
Collaboration vs. spin out – long term investmentSlide23
Innovation drives CollaborationSlide24
What is Innovation?Concept to Commercialisation? (TSB’s new theme)Idea to Implementation?Schumpeter: ‘Creative destruction’ – Disruptive technologies
Displaces and replaces – products, processes
Also augments, makes more effective
Associated with entrepreneurial thinking
It’s not just about invention or creativity (but creativity’s pretty important)
Creating jobs which did not previously exist, and solving problems that people assumed were part of the natural order of things (Economist, Feb 24 2011)Slide25
Types of Innovation
Push
Technology creates a market
Long gestation, success = high payoff
PullExisting market drives developmentRapid deployment, standards help
Platform innovationEnhancement of marketConcurrent and continuous
Collaboration across supply chains
Facilitated by industry associationsSlide26
Triggering and nourishing innovationThought-stylesAnalogies, cross-discipline transfers, e.g. BiomimeticsSystems thinking and multi-disciplinarityCuriosity-driven research
Real needs
Economic growth, carbon neutrality
Funding environment (UK)
Flat CSR, Technology Strategy Board active and effectiveConnectivity and partnershipsCo-creation and open-source approachesSlide27
Some current effectors in innovationBlurring of industrial boundariesCo-creation with the customer and
with
users
Social
media changing the life styleNew generations have different values and ways to make decisionsShifting center of gravity of global business is changing the
rulesOutsourcing / Crowdsourcing of
R&D&I
VTT thoughtsSlide28
Government interventions can helpResearch Councils (7)£2.5bn investment in university research per annumCompany participation through sponsorship, research students, etc.Technology Strategy BoardTechnology transfer and deployment
Innovation Platforms
Collaborative R&D
Knowledge Transfer Networks (
KTNs)Knowledge Transfer Partnerships (KTPs): 66% / 70% employment costsSBRI – Strategic procurement: 100% funding
50% supportSlide29
Innovation - Inhibitors and DriversCostE.g. Pharma - £1bn, 10 years, 1 in 20 success rateGetting less favourableIP
Academic approaches can be an impediment, only 10% of revenue at MIT
Risk mitigation through:
Modelling
Open innovationSharing risk e.g. with trials patients in PharmaNew ideas vs. Incremental thinking – c.f. Academic drivers/risksSlide30
Examples of Arup Collaborative ResearchSlide31Slide32Slide33Slide34Slide35Slide36
Emerging Research Topics for CollaborationSlide37
Carbon emission: a top-level driverSlide38
Drivers and Trends: CO2
CO2 rise derived from Antarctic ice core measurements and readings from Mauna Loa, Hawaii.
James Watt’s steam engine developments took place in the 1750s
IT responsible for 3% of CO2 emission, similar to aviation
Tipping point – 500ppm?
Ice caps melt, more sunlight absorbed, trapped CH4 & CO2 released
Keeling curveSlide39
Temperature modelling
Summer 2003:
normal by 2040s, cool by 2080s
Observed temperatures
Simulated temperatures
Stott Nature 2004 – updated to 2007 – HadGEM1
Met OfficeSlide40
Policy: Priorities for the Built EnvironmentAdaptation (time-frame 0 to 50+ years)Global temperature increase has already led to seasonal extremes23,000 excess deaths in EU in 2003, ~900 in UK
Need to design buildings with passive cooling (and ensure that compliance with high code levels does not make things worse)
Energy shortages (time frame 5 to indefinite years)
Global depletion of fossil fuels and exhaustion of indigenous fossil fuels
Drive to de-carbonise central energy resources – need to ‘go nuclear’Need to minimise energy consumption in buildings
Mitigation (time frame 0 – 200+ years)We have to live with effects of already-emitted carbon for 200+ years
Ultimately must bring carbon emissions to an equilibrium point
Possible active sequestration – CCS plus atmospheric abatement
Buildings viewed at district-level should be carbon neutral or negativeSlide41
Regulatory obligationsHMG is committed to an 80% reduction in carbon emissions by 2050 and 45% of all present carbon emissions come from existing buildings, with 27% from homes80%+ of existing buildings will still be here in 2050
Building regulations – review in 2013
Obligations – e.g. mandatory emissions reduction targets
2016
– Residential new build zero carbon2019 – Commercial new build zero carbon2050 – 80% carbon impact reduction: legacy and new build
Energy Act 2011 – First Green Deal Q4 2012Slide42
Buildings: retrofit challenges Issues~22m homes to be retrofitted by 2050 1500 per day from now ‘till 2050£10,000 - £20,000 cost per home
Impact of £220bn - £440bn
Inhomogeneity
of stock implies challenge in achieving ‘standard solutions’
Lack of standard solutions implies difficulty in obtaining cost-down through scaleNeeds
Cooperation across the supply chain – industry association as collaborative and single-minded as SEMIDeployment at scale of relevant materials, components and systems
Skills to install
Behaviour change
De-risked finance models – investment-quality energy auditsSlide43
Infrastructure UKIUK aims:To provide greater clarity and coordination over the planning, prioritisation and enabling of investment in UK infrastructure; To improve delivery of UK infrastructure through achieving greater value for money
Some £200 billion of investment planned over the next five years, across the economic infrastructure sectors (energy, transport, waste, flood, science, water and telecoms)
IUK has been set up as a separate unit within HM Treasury, providing advice to the Commercial Secretary to the Treasury who leads on infrastructure issues and who reports to the Chancellor of the Exchequer
An expert advisory group (EIEG) is working to identify technical interdependencies and opportunitiesSlide44
Infrastructure: a systems issueUnderstanding costs and VfM opportunities
Synergies and inter-dependencies
Holistic planning and maintenance
Futureproofing and re-purposingSlide45
Built environment in the 22nd century
Designed as an integrated and organic system
High density, low rise, mixed use, ‘walkable’
District-level thermal and electrical energy from waste and renewables
De-carbonised electricity grid – nuclear and large-scale renewables, with distributed energy storage and HVDC links to Europe
Water recycling and re-use; local pluvial managementLocal, hyper-automated manufacture of consumables, including food
Service provision augments ultra-durable capital consumer goods
Adapted dietary habits and food requirements
Reduced population, post demographic bulge, pervasive behaviour change
New work styles enabled by ultra-high bandwidth ICTSlide46
Behavioural challengesDominant effect compared with physical interventionsBuilding and product design influences sensitivity to behaviourRebound and contrary behavioursHow to engineer design from objective outcomes?
Transition dynamics – adoption curves
Role of regulation and fashion alongside technology
Need for multi-disciplinary research to guide engineering and policy
Systems which learn (and maybe question) choices and behaviourSlide47
In Conclusion...Slide48
New innovation behaviours can enable growth of collaborationThe players?Universities and Research Technology OrganisationsManufacturers of components and systemsArchitects, designers and engineersConstruction and Facilities Management
Owners and Users
Challenges for the industry and its knowledge and physical supply chains
Need research, demonstration and business collaboration down the length of the supply chain
“If we collaborate now, how much bigger will the market be in two years?”
Parallel as well as serial developmentSlide49
Trends and the FutureCentres of Excellence spanning regional and national boundariesNot just overseas spinoffsAdvanced international funding schemes e.g. EraNetOpen Innovation clubs with multi-national industry partners
University departments as co-innovators with industry – permeable boundaries
‘Grand Challenges’ shared internationallySlide50
Postgraduate Training and Research for the New EraHow Modern Universities and Industries can Work Together
Professor Jeremy Watson FREng
Director: Global Research, Arup
jeremy.watson@arup.com
Chief Scientific Adviser: DCLG
jeremy.watson@communities.gsi.gov.uk
THANKS FOR YOUR ATTENTION