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CENTRE FORKNOWLEDGETRANSFER ANNUALREVIEW2003 LONDONSOUTHBANKUNIVERSITY


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INTRODUCTION PROFESSORDEIANHOPKIN VICECHANCELLOR LSBU

CONTENTS

It was a year of continued success and growth coupled with one of considerable change for the University’s Centre for Knowledge Transfer.

ABOUT LONDON SOUTH BANK UNIVERSITY3 THE CENTRE FOR KNOWLEDGE TRANSFER 3

Welcome to the second Annual Review for London South Bank University’s Centre for Knowledge Transfer.

ABOUT THE KTP PROGRAMME

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CASE STUDY LOCKE CAREY CONSULTING

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CASE STUDY MEDIA TEL

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This has been a year of considerable changes for the Centre. In June, the TCS Programme was relaunched by the Department of Trade and Industry as the Knowledge Transfer Partnership (KTP) Programme. Consequently, South Bank’s TCS Office was renamed the Centre for Knowledge Transfer. The University also underwent a name change during the summer. South Bank University changed its name to London South Bank University (LSBU). On the TCS/KTP Programme front, it was another successful year for the Centre. The staff at the Centre have worked diligently in increasing awareness of KTP particularly among London’s business community. Furthermore, new participant companies from diverse industry backgrounds have agreed to undertake KTP projects. We have seen some exciting and creative KTP projects within the University during the past year. Some of these have been highlighted in this report as case studies. Our business partners continue to express considerable enthusiasm for both the KTP concept and the benefits that they gain from collaborating with LSBU on their projects. As for the future, the University would like to position KTP as the cornerstone of its Knowledge Transfer initiative and to preserve the Centre’s reputation for quality programmes that deliver real benefits to the University and our business partners. I hope you will find this report interesting and informative. PROFESSOR DEIAN HOPKIN VICE-CHANCELLOR

CASE STUDY WAVE TECHNOLOGY

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CASE STUDY WIRE BELT COMPANY

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FINANCIAL INFORMATION

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ORGANISATION INFORMATION

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ABOUTLONDON SOUTHBANKUNIVERSITY (LSBU)

THECENTREFOR KNOWLEDGETRANSFER

KTP PARTNERS BY INDUSTRY TYPES Industrial Manufacturing 5%

Other Business Consultancy 5% 5% 17% Computing & IT

The Centre for Knowledge Transfer is part of London South Bank University (LSBU). LSBU is a dynamic, inner-city university with a diverse multi-cultural population of some 17,000 students and around 1700 staff. For over 100 years the University has provided top quality teaching and learning, underpinned by relevant research, to students from all over the UK and the wider world.

The Centre for Knowledge Transfer (formerly known as TCS at South Bank) has a long history of assisting businesses with solutions to their problems and with the expansion of their operations. Since the Centre assisted its first business partner in 1980, it has grown to become the leading Knowledge Base partner in London and has worked with more than 75 expanding businesses.

The courses offered at LSBU are closely linked to the needs of industry and The Centre works with businesses across the expertise range within LSBU. the professions. The University specializes in the following sectors: A large number of these business partners are in the food manufacturing, • Health engineering, and IT sectors. The • Computing Centre also works with companies THE CENTRE’S KEY OBJECTIVES • Internet and multimedia from other sectors such as consumer •Strengthen research, consultancy, and • Engineering goods, and business consultancy. technology transfer base of the university • Applied sciences •Enhance academic’s knowledge and • Management and Business Since the Centre’s original inception in understanding of the application of studies 1980, it has been a proud supporter technology & expertise in industrial sectors • Media studies of the government-sponsored •Foster collaborative partnerships between • Built Environment Knowledge Transfer Partnership (KTP) University experts and industry Programme. KTP helps businesses access the knowledge and expertise •Contribute to improving the level of that are available within UK’s innovation in UK industries through universities. development of quality programmes The number of KTP programmes administered by the Centre and the number of Associates hired to manage them have grown substantially in the past few years. In 1995, the Centre had a portfolio of 6 KTP programmes and 7 Associates. However, by 2003, it has expanded to running 29 programmes during the year with 33 Associates assigned to them.

5% Electronics

38% Food Manufacturing

20% Engineering & Design 5% Consumer Goods Manufacturing

NUMBER OF ACTIVE KTP PROJECTS AND ASSOCIATES 40 35 30 25 20 15 10 5 0

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Projects Active Associates Working on Projects

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ABOUTTHEKTPPROGRAMME

HOW SIGNIFICANT ARE THE RESULTS OF YOUR KTP PROGRAMME? PRESENT PERFORMANCE FUTURE PERFORMANCE Low Significance 19%

The Knowledge Transfer Partnership (formerly known as the TCS Programme) is widely regarded as the most successful Knowledge Transfer initiative available to Small and Medium Enterprises (SMEs), as well as larger companies, in the UK today. Since 1975, it has provided resources and expertise to thriving companies who wish to innovate, expand, or improve their performance. Under KTP, participant companies identify a new project that they would like to implement and then work along side experts at the University to manage the venture.

Low Significance 7%

Medium Significance 30%

27% Medium Significance

54% High Significance

63% High Significance

HOW KTP BENEFITS PARTICIPANT HOW KTP WORKS COMPANIES KTP involves high quality graduates working in companies as Associates on Useful grant funding is made • Participant organisations will benefit from the infusion of specialist input key projects central to the needs of available through the KTP THE AIMS OF EACH KTP PROGRAMME from various experts at LSBU. participating firms, and jointly Programme to assist companies in • Through highly qualified KTP Associates spearheading the projects. supervised by academic experts from •Improve the competitiveness of the company taking advantage of the wide Previous experiences show that approximately 70% of Associates are LSBU and managers from the partner range of knowledge, skills, and offered a full-time role by their company on completion of their project. businesses. These projects aim to set resources available within the UK’s •Enhance the career(s) of the graduate(s) • Results that can change any organisation’s performance. Among all the and achieve goals essential to the •Strengthen and encourage partnerships universities and colleges. participants that have completed a KTP Programme with LSBU, a future growth and development of between higher education institutions and majority of them are confident that the results of their projects will play a the company, as well as providing the commercial/industrial sectors significant role in the present and future performance of their professional development for the AREAS OF companies. Associates. Each KTP project may EXPERTISE FOR CURRENT PROJECTS involve more than one Associate, who is recruited from the open job Food processing / manufacturing market, and usually lasts for two to three years. Advanced IT LOOKING FORWARD Marketing The Centre for Knowledge Transfer will continue to maintain its reputation The University will appoint experts to assist in preparing the project Electrical, Mechanical Engineering for administering high quality programmes proposal. These experts will be chosen Management Science according to the expertise, experience, TYPICAL TYPES OF KTP PROJECTS that deliver real benefits to corporate Design partners. and knowledge required by each •Improving existing products Software development participant’s project. They will be closely •Developing new products Electronics In addition, it will maintain its position as the involved throughout the project by •Streamlining a manufacturing Logistics / Distribution top Knowledge Base partner in London and process contributing their own knowledge and one of the leading KTP partners in the UK. experience. •Improving logistics processes

•Developing a marketing strategy

The whole basis of the programme is that the required skills/expertise that is needed for the project reside within the University and that a partnership between the company and the University will be established to provide the required expertise.


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CASESTUDYONE LOCKE CAREYCONSULTING FIRE SAFETYCONSULTANTS DARTFORD,KENT

Locke Carey Consulting is a South East based leader in fire and life safety consulting for architects, building engineers, and construction agencies in the UK. Approximately 2 years ago, the company embarked on a KTP programme with the Centre for Knowledge Transfer that has enabled Locke Carey to develop a ground-breaking computer modelling programme. The success of the project has made Locke Carey one of the most technologically progressive companies in their industry.

The advantages of CFD are quite simple. CFD modelling would allow Locke Carey to build virtual models of buildings according to their clients’ proposed construction designs. The company could then use the models to simulate the likely spread of fire and smoke in the event of a fire. In this way, Locke Carey could assess the fire safety of their clients’ designs before the start of construction and, if necessary, test alternative designs with a view to optimising overall fire safety.

Up until recently, however, developing a CFD programme that would fulfil this lofty Locke Carey’s introduction of computer “In terms of KTP, I just can’t potential did not make financial sense. As Mr. modelling into its existing fire consultancy understand why more small services is breaking new ground in the fire- businesses don’t get involved … Horton elaborated, “Historically, [CFD] software has been expensive to purchase safety industry. “The research that we are and time-consuming to operate. For engaged in with KTP is research that, to the It’s a wonderful opportunity.” example, it used to take weeks to run best of my knowledge, no one else has GLENN HORTON, TECHNICAL DIRECTOR FOR LOCKE CAREY simulations.” done before,” commented Glenn Horton, the Technical Director for Locke Carey Consulting. “Our modelling project Computer technology, however, advanced rapidly throughout the 1990’s, represents a business opportunity that we just couldn’t pass up.” and around two and a half years ago Locke Carey recognised that CFD services were finally becoming financially and practically viable. Locke Carey provides a wide range of fire-safety consultancy services to assist in the design and construction of buildings. “What we do is make The idea of undertaking a KTP project arose out of a long-standing sure that the people in a building are safe from a potential fire,” explained relationship between members of LSBU and Locke Carey. Locke Carey had Mr. Horton. “This means making sure that fire services can get into the already worked with the University for several years when it first learned building and [that] people can exit, or in some situations, that people can about the opportunity to apply for a KTP programme. “After speaking to move to a protected area in a burning building. It also means two companies which had run KTP projects, we were confident… that the understanding the fire resistance of a building and, basically, making sure advantages of KTP could really help us,” explained Mr. Horton. that this building doesn’t fall down in the event of a fire.” For some years, computing technology has held the potential for fire-safety consultants to transform their traditional advisory services. For their part, Locke Carey recognised several years ago that computer modelling programmes – specifically a programme called PHOENICS, a computational fluid dynamics (CFD) programme – could allow Locke Carey to offer services that not many practices in their field would be able to match.

Presently, the company’s KTP associate, Ben Whitaker, is in the process of integrating a further series of variables in order to make the simulation of fires even more real to life, this time factoring in the effects that sprinklers have on potential fires. This project – one of the first of its kind – has drawn considerable interest from the original developers of the CFD software used by Locke Carey.

The company’s KTP project, moreover, has provided Locke Carey with advantages beyond just generating new commercial interest in its products. The expertise gained has allowed Locke Carey to conduct research into fire related issues. “It’s not just about the potential for making money,” Mr. Horton commented. “It’s about the research. Once you publish what you’ve done, what new innovations you have developed, it brings technical credibility to the company. And that is really something that we at Locke Carey think is important.” As Mr. Horton is quick to point out, having access to the technical expertise of the University has played a key role in what Locke Carey has achieved. “Professor [Phil] Nolan and the other South Bank academics [involved with the project] have really had a big influence on what Ben does and how he has technically developed his project.” Through its role in this project, the University increased its in-house expertise in CFD, which has benefited chemical engineering and forensic science undergraduates with respect to visualizing the phenomena associated with major fires. Lead academic Professor Nolan added, “The KTP programme allowed the University’s staff the opportunity to work together with other consultancies, regulatory authorities, building designers, and principals from two engineering software companies. The experience has definitely sharpened our commercial awareness.” “In terms of KTP,” reflected Mr. Horton, “I just can’t understand why more small businesses don’t get involved… KTP has allowed us to hire someone like Ben and to get assistance from professors who know what they’re doing… And at the end of the programme, we will be able to take on an employee [Ben] who, after two years, we have a great deal of confidence in. It’s a wonderful opportunity.”


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CASESTUDYTWO MEDIATELLIMITED MEDIARESEARCHANDSOFTWAREDEVELOPMENT LONDON

For its KTP project, Media Tel, a company synonymous with improving efficiency in the UK media industry, developed a revolutionary web-based software that promises to transform the way advertising campaigns will be managed from start to finish. Established in 1981, Media Tel currently specialises in two main business areas: data gathering for media companies and software development. Media Tel’s data gathering products have attracted subscriptions from over 140 companies that utilise them to plan advertising campaigns and analyse competitors. On the software side, Media Tel is renowned as a pioneer in its industry, adopting the Internet as an information and communication platform in 1995. Its J-ET software currently handles over 80% of the country’s radio advertising transactions. Media Tel’s reputation for being on the cutting-edge of Internet usage led to a proposal from a leading UK interactive media agency, to develop a software application that would make the management of advertising campaigns much easier and more efficient. “The system that has been developed for this project is one of the most complex I have seen implemented on the Internet.” explained Bruce Inman, Media Tel’s Business System Manager. Media Tel approached the Centre for Knowledge Transfer with a proposal to complete the project as a KTP Programme. The various advantages that KTP offered, attracted the company to collaborate with London South Bank University. “We probably wouldn’t have been able to do this project without KTP,” explained Nicola Mullett, Media Tel’s Operations Director. “At the time, we were hoping to benefit from the input of South Bank academics as well as expand and hire new staff.”

Sean Foo and Julian Simpson were the Associates hired to manage the project, which was an interactive web-based software application called Campaign Management System (CMS). Initially, the project proposal called for two separate projects headed by Mr. Foo and Mr. Simpson. One project would involve developing CMS for print ad campaigns and the other would be for New Media campaigns, such as banner and “Pop-up” website ads. However, due to business reasons, the two projects eventually merged into one.

During the past few months, CMS has been brought online and has been successfully implemented at its first client agency. Mr. Foo, who has accepted a full-time position at Media Tel, is currently busy testing CMS, adding enhancements to it, and training new users to operate the system. Although it is currently only available to handle Internet ad campaigns, the company does have plans to adapt CMS to handle print campaigns in the future.

Reflecting on his KTP experience, Mr. Foo In managing an ad campaign for its clients, “We would recommend KTP to stated, “Because of the unique nature of the a media agency usually has to separately any businesses out there.” project, I’ve been able to gain hands-on record and submit various details of NICOLA MULLETT, OPERATIONS experience in all facets of developing a advertising plans, such as costs, timings, and DIRECTOR FOR MEDIA TEL product that is key to the company’s long names of websites where the clients’ ads will term business strategy… In addition, the appear. This would usually be done using Microsoft Excel, a planning structure of the KTP programme made my job more than just an ordinary system, an accounting system, and an ad server database by re-entering 9 to 5.” and re-posting the same data manually into all these systems throughout the campaign. For Professor Allen Long, who served as the lead academic on the project, this KTP experience allowed him to acquire cutting edge knowledge and As Mr. Inman elaborated, “The problem with the old way of doing it is that first-hand experience in web-based media software requirements and when you’ve got lots of information that needs to be entered separately development. into different applications, you are more likely to have inaccuracies and human errors, not to mention the fact that it’s time consuming.” Professor Long stated, “Out of this KTP project with Media Tel, we were able to generate highly relevant case study material to incorporate directly CMS centralises all the systems that media agencies utilise through all the into a Masters Degree module in Strategic Electronic Marketing.” stages of managing an ad campaign into a single media management system with a user-friendly interface. Instead of having to type information Media Tel was also delighted with the results of its project and its manually, they can now be entered simply by selecting them in the various involvement with KTP. “Our company gained a lot of benefits from KTP,” drop-down menus available. The system also reduces the duplication of explained Ms. Mullett. “The increase in knowledge from South Bank and data entry efforts. Furthermore, agencies can also use CMS to access Media the fact that we were able to develop valuable members of staff was key Tel’s extensive database of media planning information. from a management perspective.” Describing his experiences working on the project, Mr. Foo said, “It was exciting being able to see the entire project life cycle from initiation to rollout and being able to participate hands-on throughout.”

“We would recommend KTP to any businesses out there,” added Ms. Mullett. “That’s why we would like to do another KTP project with South Bank.”


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CASESTUDYTHREE WAVETECHNOLOGYLIMITED DIGITALMAPPINGSERVICES LONDON

With the help of the Centre for Knowledge Transfer and KTP Programme, Wave Technology has sought to bring the oil exploration industry into the digital age. By integrating GIS technology into their digital maps and regional reports, Wave has helped to transform the way in which oil exploration companies can access information about many remote, oil-rich regions all over the world.

“Basically,” said Mr Roberts, “80% of all this information can be related to a map. A GIS report takes all the different information that an oil company needs – geographical and other data spanning from oil production to local politics and from local taxes to population figures – and puts this information in one place: on a computer screen. On the front end, what you see is a map, but [with GIS] this map has a database behind it. This means that you can click on any item on the map – say a road or a pipeline – and all information relating to that item can be readily displayed.”

Not only is most of the world’s untapped oil difficult to find, but more often than not, “We think that [our KTP most new potential deposits are located in programme] benefited everyone politically volatile regions of the world. Thus, involved – from us, to the having as much information as possible about a region – everything from geological Associate, to South Bank - and data to local politics – is vital for oil that’s why we’re pursuing a companies if they are to commit millions of second programme.” dollars to a new exploration project. WYN ROBERTS, MANAGING DIRECTOR FOR WAVE TECHNOLOGY

Few companies appreciate this difficulty as much as Wave Technology, a London-based group that specialises in digital mapping, reporting, and research services for oil and other exploration companies. Boasting such clients as Chevron-Texaco and ENI, Wave Technology recently adopted a new IT innovation, Geographical Information Systems (GIS), in order to increase the information companies can access through Wave’s digital mapping products. With the assistance of the Centre, Wave Technology is now pioneering GIS reporting in oil-rich regions throughout the world. Wave’s Managing Director, Wyn Roberts, began considering the market potential for GIS technology for his oil exploration clients years ago. “Many industries already use GIS,” explained Mr. Roberts, “but for some reason, the oil industry had been slow to jump on board.” The reports that oil exploration companies generally use, so Mr. Roberts explained, are usually provided in hardcopy and often span several volumes of printed material.

Click on an oil pipeline and a window will tell you its maximum capacity. Compared to the hundreds of pages of printed information that this software replaces, the advantages of Wave’s GIS reports are obvious. “[They] are complete data reports, but rather than being dense and bulky, they are interactive and easily accessible,” explained Mr. Roberts.

Mr. Roberts and his colleagues had known for a long time that GIS represented an opportunity that Wave could take advantage of. However, it was only after discovering the Centre’s services that they realised KTP might be able to help Wave undertake the project. As the Centre’s Manager Nathan Burgess recalled, “Wave originally approached us about an entirely different project. But after a couple of meetings, we realised that the direction of Wave’s GIS programme would make a very appropriate KTP project. Ultimately, this was the route that Wave decided to take.” The KTP programme allowed Wave to take on a KTP Associate for two years in order to lead Wave’s GIS development project. For its part, LSBU assisted the progress of the project by providing facilities and onsite consultancy services in the IT fields relevant to GIS.

Dr. Vic Lane, lead academic on the project, explained how this collaboration has benefited the University, “LSBU came into this project with plenty of theoretical, but little practical experience in GIS applications. However, at the end of the programme, staff involved on this project came away with first hand understanding of how GIS is being used in the business world.” When Wave completed its KTP project, the sale of their prototype GIS report made the programme an instant success. Moreover, the report’s marketability helped to cement GIS technology within the company, and the project as a whole served as a springboard to a new, more ambitious GIS mapping project for the group. Meanwhile, Dr. Lane, who has extensive experience working in medical schools and the National Health Service (NHS), is using the expertise he gained from this KTP project to investigate the potential of implementing GIS technology within the NHS. As Mr. Roberts summed up, “We think that [our KTP programme] benefited everyone involved – from us, to the Associate, to South Bank – and that’s why we’re pursuing a second programme. We’ll be happy if it is as successful as our first one.”


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CASESTUDYFOUR WIREBELTCOMPANYLIMITED MANUFACTURINGANDDISTRIBUTION SITTINGBOURNE,KENT

Wire Belt Co. Ltd is a manufacturer and distributor of belting, conveying systems and related equipment. With the majority of its clients in the food manufacturing industry, Wire Belt completed a KTP programme, which proved that the company’s products were hygienically superior to those of its competitors. Presently, the company is undertaking a second KTP programme aimed at improving the efficiency and effectiveness of its overall business structure. “Define what you want to achieve with KTP, select the right person, and [the programme] pays off 100%,” remarked Ray Tomsett, Technical Director at Wire Belt Company’s Sittingbourne office. Even with established offices already in the U.S., Germany, and the U.K., Mr. Tomsett and his colleagues are continually on the look out for opportunities to improve their company’s competitive edge. Wire Belt’s commitment to wire-based products, as opposed to cheaper-toproduce materials like plastics, has long been a central component of the company’s long-term business strategy. Three years ago, Wire Belt strongly suspected that their wire belting products were hygienically superior to their competitor’s alternatives. However, the company lacked the research to support their claim. The company’s needs were clear: find a way to conduct the experiments which would prove that wire belting was both easier to clean and more bacterially-resistant than their competitor’s alternatives. After evaluating their options, Wire Belt’s directors decided that a KTP Programme with LSBU was the best opportunity available. As Mr. Tomsett recalled, “We approached South Bank [University] because it was one of the few Higher Education Institutions that had the facilities to do the sort of technical testing that we wanted to do.” LSBU’s strong experience in assisting food manufacturing businesses contributed significantly to the success of Wire Belt’s research, which was led by KTP Associate Mark Vickery. Mr. Vickery’s research proved

convincingly that Wire Belt’s belting products were superior to those of their competition in a variety of health-safety measures. Their KTP project thus strengthened Wire Belt’s market position and long-term business plan giving the company an important new marketing tool.

where the materials are, what stock levels are, loading, etc. – everyone would know about the status of these tasks in much more detail. This would [then] enable the company to make better decisions and improve our efficiency.”

For the University staff involved, working with Wire Belt gave them the Working alongside the Centre for Knowledge Transfer, Mr. Tomsett and his opportunity to gain first-hand exposure to “real life” marketing problems colleagues set out to identify the Associate, who would be responsible for and situations. Furthermore, the project assisted academics to develop a carrying out the company’s MRP project, and the experts at the University case based teaching example for students to to support it. use as a competitive advantage/value “Define what you want to added model. Almost immediately, KTP Associate Dennis achieve with KTP, select the Yao made his presence felt. When assigned a right person and (the “By conducting our research with South mini project aimed at designing a sales Bank, the University’s name became programme) pays off 100%.” software module for Wire Belt’s subsidiary attached to the results,” commented Mr. RAY TOMSETT, TECHNICAL company in Germany, Mr. Yao went well DIRECTOR FOR WIRE BELT COMPANY Tomsett. “Being an independent test facility beyond the call of duty and offered to for the findings contributed additional credibility to our research. For Wire overhaul the software system completely. Belt, that fact added a lot of value to our KTP project.” “Before,” Mr. Yao explained, “the German company would manually Even before their first KTP project had run its course, the Directors at Wire calculate a quotation for each new [potential] order, a complicated process Belt and the Head of the Centre for Knowledge Transfer were already which would take 3 to 4 hours …. Now [with the software], the sales staff planning a second programme. Their new problem was this: in a company can do the quotation over the phone in minutes.” such as theirs, many completely distinct departments have to interact to enable the completion of any particular order. Often, getting all these Mr. Yao recently completed the final version of this software for the German various parts to work as a unified whole proved difficult. company, and presently he has rededicated himself to the MRP project in Wire Belt’s UK-Branch. “There are so many different components that must The hurdle, as the Directors saw it, was to make the interaction between be integrated for [any] single job,” commented Mr. Yao, “but the project all departments in the company as efficient as possible. Thus, every right now is designed to address this difficulty. It’s going to improve the employee needed to be able to monitor the progress of an order at any efficiency and effectiveness of the company.” point in time during the order-to-delivery process. Consequently, Wire Belt’s Directors decided that the most effective way of accomplishing this goal Ultimately, it will be this type of forward-looking business strategy that Wire would be to integrate each department’s computer system into one overall Belt hopes will drive the company forward in the decades to come. “umbrella” system. “In order to compete internationally, a business like ours needs to be “By using an MRP [Manufacturing Resource Planning] system,” explained efficient,” Mr. Tomsett commented, “but we [also] can’t lose sight of Mr. Tomsett, “we would be able to know the status of [every] job exactly – tomorrow. So far, KTP has helped us [to] achieve both [of these] goals.”


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FINANCIALINFORMATION

COMPANIES’ INVESTMENT Engineering & Design 11%

During the year, the main funding bodies for the Centre’s portfolio of KTP projects have been the Department for Environment, Food, and Rural Affairs (DEFRA), the Department of Trade and Industry (DTI), and the Economic and Social Research Council (ESRC). The total grants committed by these funding bodies to active KTP projects for the year was approximately £2.87 million. Total funding commitments for the year from participant companies were approximately £3.41 million. The total consists of £1.53 million in company contribution and £1.88 million in additional costs. Total investments originated almost equally from three sources: Food Manufacturing, Computing & IT, and the other sectors. Total funding of £6.28 million is currently contracted to projects under the Centre’s management. The significant financial commitments from government and private sector sources administered by the Centre establish London South Bank University as a major KTP partner institution.

GRANT FUNDING

Research & Consultancy 6% Food Manufacturing 40%

DTI & DEFRA 24%

DTI & ESRC 2%

DEFRA 12%

Industrial Manufacturing 12%

31% Computing & IT

INDUSTRIAL SECTORS Food manufacturing Computing & IT Industrial manufacturing Engineering & Design Research & Consultancy Total

62% DTI

COMPANIES’ INVESTMENTS (£) 1,347,324 1,043,250 419,875 391,325 211,800 3,413,574

FUNDING ORGANISATIONS DEFRA DTI DTI & DEFRA DTI & ESRC Total

GRANT FUNDING (£) 351,488 1,772,565 676,552 69,672 2,870,277


ORGANISATIONINFORMATION

THE CENTRE FOR KNOWLEDGE TRANSFER

PARTICIPANT COMPANIES

PRODUCTION CREDITS

Nathan Burgess Head of Centre

The Bread Roll Company Ltd British Bakels Ltd DPR Consulting Ltd Delicious Catering Ltd East End Foods PLC Finsoft Ltd Forest Products Ltd Fudge’s Bakery Gazebo Fine Foods Harry Mason (UK) Ltd La Fornaia Ltd Locke Carey Consulting Ltd Martine & Co Jewellers Media Tel Ltd Overseas Development Institute Paar Scientific Ltd Panesar Foods Ltd The Pie Man Food Company Ltd Service Works Ltd Simmons Ltd Solar Century Ltd Tennants Inks & Coatings Supplies Ltd Treats & Snax Ltd Turtle Mat Company Wave Technology Ltd Wire Belt Company Ltd

This Annual Review was produced and published by London South Bank University’s Centre for Knowledge Transfer

Mike Freeland Finance Adrian Kartono Marketing Shirley Nicholson Administrator The Centre for Knowledge Transfer South Bank Technopark 90 London Road London SE1 6LN Telephone 020 7815 6922 Facsimile 020 7815 6915 Email ktpinfo@lsbu.ac.uk Websites www.lsbu.ac.uk/ktp www.ktponline.org.uk

Editor Adrian Kartono Writers Allen Bonner Adrian Kartono Design, Layout and Production Wave 020 7935 3741 Photographs Forest Products Ltd Gazebo Fine Foods Locke Carey Consulting Ltd London South Bank University Media Tel Ltd Simmons Ltd Solar Century Ltd Wave Wire Belt Company Ltd

©2003 Centre for Knowledge Transfer London South Bank University This report covers the year 1 August 2002 to 31 July 2003

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CENTRE FOR KNOWLEDGE TRANSFER SOUTH BANK TECHNOPARK, 90 LONDON ROAD, LONDON SE1 6LN TELEPHONE 020 7815 6922 FACSIMILE 020 7815 6915 EMAIL KTPINFO@LSBU.AC.UK WEBSITE WWW.LSBU.AC.UK/KTP/


Centre for Knowledge Transfer - Annual Review 2003