Speaker Biographies Host: Janet Wood
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Strategic Priorities 2017–2030: Reissued 2020
INSPIRING FUTURES STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 INSPIRING FUTURES: STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 INSPIRING FUTURES: STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 CONTENTS Note on 2020 reissue PREFACE 4 This long-term strategy was first published in 2017 as the culmination of FOREWORD 6 a rigorous process that began in 2015. It is a living document and the need for INTRODUCTION 8 review and adaptation before 2030 was acknowledged from the start. A formal STRATEGIC PRIORITIES commitment to review the strategic priorities after no less than five years is built in (p12) and will fall in 2022. But Rising priorities at 2020 12 the progress we have already made in realising our mission to inspire futures, Grow science capital in 16 and the fast pace of change within the individuals and society Group and the external environment, have led us to this interim review and Grow our audiences and 20 refresh of the original document. exceed their expectations Inspiring Futures was always conceived as an overarching framework, not Sustain and grow our 24 a straitjacket. It continues to be a world-class collection touchstone for our planning and activities, with a focus on the seven Extend our international reach 28 strategic priorities. In refreshing the document for this edition, we have Transform our estate 33 kept changes to a minimum. Mostly, changes are updating, as follows: Harness the potential of digital 36 - Changes to titles of people, organisations and initiatives Increase income 39 - Revision of numbers and data, where more recent data was MONITORING PROGRESS 42 available, including the information boxes containing charts, tables and lists in each strategic priority section - Addition of some recent activity and plans In addition, we are addressing other significant areas that have moved up the Group’s agenda since 2017 and that we anticipate will be more comprehensively articulated in the next phase of Inspiring Futures from 2022. -
Business Plan 2018-21 Introduction
UK Shared Business Services Ltd Business Plan 2018-21 Introduction For the last three years UK SBS has been working to single year business plans, following a decision taken by owners in 2015 that would have seen the transfer of services to other providers and the closure of the company. I am therefore delighted to be writing the introduction to a business plan that takes us beyond the planned closure date and without any more reference to closure. After two years of uncertainty, in July 2017, our owners made the decision to continue to share services through UK SBS and jointly invest in a new system solution for implementation in 2020-21. The fact that UK SBS was re-considered as a credible option was only possible because of the hard work and dedication of our people that turned the company around; the last three years have seen performance move from 40% of targets met to consistently meeting over 95%, alongside a reduction in our cost base of around 40%. Despite these significant improvements we are not complacent and recognise that there is more to do, but our people have proved that what they do and the way they do it can influence decisions and their future, and this is a powerful message to take forward in an ever uncertain world. The creation of BEIS and UKRI mean that we will have two strong owners and an opportunity to better enable joint control with a healthy degree of challenge for all of us. Both owners face their own considerable change over the next few years – change we will be happy and proud to support and enable. -
Hawke's Bay Heritage News
Hawke’s Bay Heritage News Newsletter of Historic Places Hawke’s Bay Inc. - June 2016 - We would like to say a huge thank you to East More from Portland Island Pier in Napier and Spicers in Havelock North. Both businesses allow us to meet on their Those who visited the re-sited Portland Island Lighthouse during our premises every alternate month for our meet- trip to Wairoa in April might be interested to learn that there is also a ings. piece of the lighthouse to be seen in Napier. One of the lenses from the lighthouse is on display at the Old Customhouse Museum in Ahuriri. The Museum is open on the first Sunday of each month during the winter and every Sunday over the summer. There is plenty to look at related to Ahuriri, the Port and surrounding areas and entry is free. The Museum is also seeking expressions of interest from people wishing to become volunteers to help at the museum. Contact the museum by e-mail, [email protected] or write to Private Bag 6006, Napier. 1 Friends of the Mokopeka Power Station The Mokopeka Power Station on the Maraetotara Stream is site which includes the power house, water race and the weir one of our industrial heritage gems in Hawke’s Bay and its across the Maraetotara Stream. The Friends group is in the heritage status is recognised by its inclusion on the Heritage process of formalising access and other necessary New Zealand List as a Category 1 site. The power station arrangements with the owner. -
Innovate-UK-Energy-Catalyst-Round-4-Directory-Of-Projects
Directory of projects Energy Catalyst – Round 4 1 Introduction Energy markets around the world – private and public, household and industry, developed and developing – are all looking for solutions to the same problem: how to provide a resilient energy system that delivers affordable and clean energy with access for all. Solving this trilemma requires innovation and collaboration on an international scale and UK businesses and researchers are at the forefront of addressing the energy revolution. Innovate UK is the UK’s innovation agency. We work with business, policy-makers and the research base to help support the development of new ideas, technologies, products and services, and to help companies de-risk their innovations as they journey towards commercialisation and business growth. The Energy Catalyst was established as a national open competition, run by Innovate UK and co-funded with the Engineering & Physical Sciences Research Council (EPSRC), the Department for Business, Energy & Industrial Strategy (BEIS) and the Department for International Development (DFID). Since 2013, the Energy Catalyst has invested almost £100m in grant funding across more than 750 organisations and 250 projects. The Energy Catalyst exists to accelerate development, commercialisation and deployment of the very best of UK energy technology and business innovation. Support from the Energy Catalyst has enabled many companies to validate their technology and business propositions, to forge key supply-chain partnerships, to accelerate their growth and to secure investment for the next stages of their business development. Affordable access to clean and reliable energy supplies is a key requirement for sustainable and inclusive economic growth. With funding through DFID’s “Transforming Energy Access” programme, the Energy Catalyst is helping UK energy innovators to forge new international partnerships, and directly address the energy access needs of poor households, communities and enterprises in Sub-Saharan Africa and South Asia. -
PLACE MATTERS Innovation & Growth in the UK 03
PLACE MATTERS Innovation & growth in the UK 03 FOREWORD We commissioned this report at a crucial moment for the UK. With a new This report is addressed both to local and civic leaders, and to central Government and Prime Minister, and as we exited the EU, we knew this was Government and its institutions who lead on innovation policy. It is about how we the right time to focus on innovation in our economy. Over the last decade, begin to improve the UK’s innovation performance from the ground up. To local productivity growth in the UK has lagged behind other countries, and the gap Government, businesses and institutions in places, we ask that you take a hard between our cities and the innovation hubs of the rest of the world has grown. look at where you currently are and what you want to achieve in innovation, using This report argues this is due to a failure to balance innovative activity across the the checklist of recommendations to start. country, even as our science base has remained globally leading. Many of our cities led the global economy’s first modern leap in productivity – they should Our new Government has made clear that its priority is the levelling up of all parts participate in the next. It is a timely diagnosis of where innovation is flourishing, of our economy: this will be impossible without a better distribution of innovation. where it is being held back, and presents the beginnings of a plan to unleash it. Business-as-usual is not good enough, and if we repeat what we have done in the past, the potential of our places will remain untapped. -
Engineering Priorities for Our Future Economy and Society
1 Engineering priorities for our future economy and society Engineering priorities for our future economy and society | Skills page 2 Implement the recommendations of the Perkins Review to secure the engineering skills needed for the future. | Innovation page 3 Increase Innovate UK’s budget to boost support for business innovation and the ‘D’ of R&D to increase productivity. | Digital page 4 Deliver fast and resilient digital infrastructure, a thriving business environment, excellent digital skills and a diverse pipeline of workers to create a world-leading digital economy. | Infrastructure page 5 Deliver on the recommendations of the National Infrastructure Assessment or set out alternative plans to meet the UK’s long-term infrastructure needs. | Energy and climate change page 6 Deliver on the UK’s ambitious climate change goals by investing in demonstration and deployment of new low-carbon heat, charging of electric vehicles and carbon capture and storage technologies. The UK faces a number of defining challenges to its Most of these big challenges are long term in nature and prosperity, security and wellbeing. Navigating these require cross-government action. Engineering is central to challenges will require making trade-offs and dealing with delivering on them. uncertainties in the face of these escalating pressures with Here, we set out our priorities for upcoming policy and limited resources. spending decisions in the UK. The actions we propose will Engineers have the skills, insights and ingenuity to help enable the UK to make investment decisions that will create tackle many of these challenges in ways that optimise more jobs and prosperity, and meet the future needs of our efficiency, economy, safety and reliability. -
Annual Report 2005 Sustainable Development 2
EDF GROUP ANNUAL REPORT 2005 SUSTAINABLE DEVELOPMENT 2. EDF / Sustainable Development Report 2005 Fundamentals Contents Chairman’s statement 4 Sustainable Development Panel 6 Global Compact principles: EDF initiatives in 2005 8 Commitments and achievements 2005 10 EDF at a glance 14 Renewing and sharing commitments with all stakeholders 16 Working together to fulfill commitments 16 Partnering for results 21 Promoting social responsibility 26 Managing local issues 32 Ensuring safety 32 Minimizing our environmental footprint 34 Ensuring the comfort and safety of local populations 40 Promoting social cohesion and regional development 41 Our planet: rising to long-term challenges 44 Preparing to meet the challenges of the future 44 Fighting global warming and climate change 46 Providing access to energy 52 Taking a more systematic approach to biodiversity 54 Nam Theun: launching a project in sustainable development 56 Glossary 58 3. Structure of the report The EDF Group’s Sustainable Development Report for 2005 is designed to report on Group commitments particularly within its Agenda 21, its ethical charter, and the Global Compact. It has also been prepared with reference to external reference frameworks: the Global Reporting Initiative (GRI) guidelines and the French New Economic Regulations (NRE) contained in the May 15, 2001 French law. This report covers only part of the EDF Group’s activities. More information on results and references relating to the EDF Group’s strategy on sustainable development are available on the website www.edf.com. Some general information can also be found in the Annual Report. 4. EDF / Sustainable Development Report 2005 Fundamentals Chairman’s statement Pierre Gadonneix In reviewing 2005, I cannot stress enough just what a crucial year it has been for the EDF Group. -
Distribution Network Review
A DISTRIBUTION NETWORK REVIEW ETSU K/EL/00188/REP Contractor P B Power Merz & McLellan Division PREPARED BY R J Fairbairn D Maunder P Kenyon The work described in this report was carried out under contract as part of the New and Renewable Energy Programme, managed by the Energy Technology Support Unit (ETSU) on behalf of the Department of Trade and Industry. The views and judgements expressed in this report are those of the contractor and do not necessarily reflect those of ETSU or the Department of Trade and Industry.__________ First published 1999 © Crown copyright 1999 Page iii 1. EXECUTIVE SUMMARY.........................................................................................................................1.1 2. INTRODUCTION.......................................................................................................................................2.1 3. BACKGROUND.........................................................................................................................................3.1 3.1 Description of the existing electricity supply system in England , Scotland and Wales ...3.1 3.2 Summary of PES Licence conditions relating to the connection of embedded generation 3.5 3.3 Summary of conditions required to be met by an embedded generator .................................3.10 3.4 The effect of the Review of Electricity Trading Arrangements (RETA)..............................3.11 4. THE ABILITY OF THE UK DISTRIBUTION NETWORKS TO ACCEPT EMBEDDED GENERATION...................................................................................................................................................4.1 -
A Powerhouse for the West July 2019
Great Western Powerhouse March 2019 A Powerhouse for the West July 2019 3 Waterhouse Square Elliot House 138 Holborn 151 Deansgate London EC1N 2SW Manchester M3 3WD 020 3868 3085 0161 393 4364 Designed by Bristol City Council, Bristol Design July 19 BD11976 Great Western Powerhouse March 2019 A Powerhouse for the West July 2019 CONTENTS EXECUTIVE SUMMARY 2 THE UK POLICY CONTEXT 8 DEVOLUTION AND THE EMERGING REGIONAL DIMENSION TO UK ECONOMIC AND INDUSTRIAL POLICY 10 INTERNATIONAL MODELS OF CROSS-BORDER COLLABORATION 15 GREAT WESTERN POWERHOUSE GEOGRAPHY 18 ECONOMIC STRENGTHS AND OPPORTUNITIES 30 WHAT THE GREAT WESTERN POWERHOUSE SHOULD BE AIMING TO ACHIEVE 44 c 1 A Powerhouse for the West July 2019 A Powerhouse for the West July 2019 EXECUTIVE SUMMARY The economic map of Britain is being reshaped by devolution and the • The Northern Powerhouse and the Midlands The economic geography emergence of regional powerhouses that can drive inclusive growth at scale, Engine have established themselves as formidable regional groupings driving economic The inner core of the region is the cross-border through regional collaboration But, there is a missing piece of the jigsaw in rebalancing and promoting trade and economic relationship between the two metro regions the West of Britain along the M4 from Swindon across the Welsh Border to investment through the internationalisation of of the West of England Region (including Bristol and Swansea, and the intersecting M5 axis, through Bristol, north to Tewkesbury their regions These powerhouses have been -
Industry Background
Appendix 2.2: Industry background Contents Page Introduction ................................................................................................................ 1 Evolution of major market participants ....................................................................... 1 The Six Large Energy Firms ....................................................................................... 3 Gas producers other than Centrica .......................................................................... 35 Mid-tier independent generator company profiles .................................................... 35 The mid-tier energy suppliers ................................................................................... 40 Introduction 1. This appendix contains information about the following participants in the energy market in Great Britain (GB): (a) The Six Large Energy Firms – Centrica, EDF Energy, E.ON, RWE, Scottish Power (Iberdrola), and SSE. (b) The mid-tier electricity generators – Drax, ENGIE (formerly GDF Suez), Intergen and ESB International. (c) The mid-tier energy suppliers – Co-operative (Co-op) Energy, First Utility, Ovo Energy and Utility Warehouse. Evolution of major market participants 2. Below is a chart showing the development of retail supply businesses of the Six Large Energy Firms: A2.2-1 Figure 1: Development of the UK retail supply businesses of the Six Large Energy Firms Pre-liberalisation Liberalisation 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 -
Distribution and Transmission System Performance Report 1998/1999
January 2000 Report on Distribution and Transmission System Performance 1998/99 Distribution and transmission system performance report 1998/1999 Erratum - the graphs below replace those included in the main body of the text 1. Page 6 Security Trends – Midlands Electricity Midlands 300 250 200 150 100 50 0 90/91 91/92 92/93 93/94 94/95 95/96 96/97 97/98 98/99 2. Page 12 Overall reliability – Midlands Electricity OVERALL RELIABILITY - Number of Faults per 100km of Distribution System (Mains only) Vertical line indicates range over 10 years 70 60 50 40 98/99 10 Yr Avg 30 20 NUMBER OF FAULTS/100KM 10 0 Eastern London Midlands NORWEB Southern South Western Hydro-Electric East Midlands Manweb Northern SEEBOARD SWALEC Yorkshire ScottishPower Office of Gas and Electricity Markets March 2000 OFGEM SYSTEM PERFORMANCE 1998/99 INTRODUCTION All licensees who operate transmission or distribution systems are required to report annually on their performance in maintaining system security, availability and quality of service. This information provides a picture of the continuity and quality of supply experienced by final customers. Information is now available for each of the years since Vesting. This year s report continues to incorporate year-by-year comp arisons to help identify trends in comp anies performance. The figures submitted by the companies for 1998/99 show that, in general, the st andard of supply for customers has been maintained. There are nonetheless dif ferences between companies. There are also dif ferences within companies. From 1995/96 companies have supplied disaggregated performance data as part of their Quality of Supply Report s. -
Energy Options Study by CLS Energy June 2017
ENERGY OPTIONS STUDY This report sets out the findings of a high-level energy and fleet study conducted for Hastings Borough Council by Alan Asbury, Director of CLS Energy (Consultancy) Ltd CLS Energy (Consultancy) Ltd June 2017 ENERGY OPTIONS STUDY Report commissioned by: Chantal Lass and Marcus Lawler Hastings Borough Council Energy Options Study Report for Hastings BC by CLS Energy Ltd Introduction This Energy Options Study report commissioned by Chantal Lass and Marcus Lawler is focussed upon assessing commercial opportunities for Hastings Borough Council. It aims to address opportunities for further investigation in relation to areas where financial savings and income streams may be assessed. These opportunities are focussed around areas of energy and fleet efficiency, low carbon and renewable energy generation and incentives and income streams from energy related technologies. Opportunities investigated include a variety of energy efficiency technologies, measures and controls within the Council owned and operated estate. For the purposes of this report, ‘operated’ means buildings at which the Council pays the entirety of the energy bills. These opportunities were assessed and compiled based only on the owned and operated buildings visited. Whilst we have seen clear savings available at other buildings visited and these are set out later in the report, they are not portrayed and tabled as financial savings because they do not provide direct savings to Hastings BC. That said, there may be potential for partnership and joint working in many of these cases and where this looks viable, it is discussed. One such potential opportunity is demand side response opportunities. These are a range of opportunities operated as part of the UK National Grid capacity market.