Staff Network Day
12 December 2013
Warwick’s Role as a Business
Campus and Commercial Services Group
Why does Warwick engage with business?
How do we do it?
Who are some of our key partners?
What else could we be doing?
A brief update on Warwick’s current activity to engage with
business and an introduction to decision making
For further information or advice, contact Bob Hogg or Tom Britten
Why does Warwick engage with business?
Universities are massive businesses; in 2009 Universities generated £59 billion output and created
670,000 jobs – Higher Education is now a bigger industry in the UK than aircraft, agriculture or
pharmaceuticals.
Did you know…




Universities are good customers - the HE sector spends some £15.4 billion on goods and
services produced in the UK.
Universities are useful suppliers - income from private sector sources accounted for £4.6
billion or 27% of all HEI income.
For every 100 full time jobs within the HEIs themselves, a further 99 FTE jobs were
generated through knock – on effects.
For every £1 million of HEI output a further £1.52 million of output was generated in other
sectors of the economy – that’s an additional £25.6 billion generated outside the HEIs as a
result of their expenditure.
We provide solutions to current and future problems and businesses are looking to us to provide:
Therefore it is in our interest to engage with business.
How do we do it?
Historically relationships between the University and business have arisen and grown organically.
But increasingly the University is working to establish internal collaboration, cooperation and
networks to maximise those relationships and to create opportunities for new strategic
partnerships.
Corporate Relations
Businesses benefit from access to Warwick’s world-leading research and world-class academic staff.
The role of Corporate Relations is to link expertise and to business and the Business Engagement
Managers work with a variety of businesses from local small businesses to enormous multi-nationals
and span the gamut of market sectors.
Whether those businesses need consultancy or research and development, want to make use of our
world-leading research or simply wish to access the cutting-edge scientific facilities available, the
University offers a wide range of expertise that can help support and nurture business; great or
small.
Warwick Ventures Limited
Warwick Ventures commercialises innovations produced from the world-leading research at the
University.
As well as providing advice and services to the University’s innovators, Warwick Ventures works
closely with industry. Specialist commercialisation managers provide businesses and investors access
to the best of the University’s Intellectual Property and support technology development, license IP
and create spin-out companies that retain close ties to the University’s expertise.
Academic Departments
Over the past 50 years, the academic departments at Warwick have established extensive links with
industry and provide a range of services and support; from providing access to facilities, to
consulting and developing bespoke programmes of education, training or research.
Campus and Commercial Services
Last year the Campus and Commercial Services Group generated over £100m in income through
commercial activity, catered for more than 65,000 delegates, and helped over 700 organisations
recruit staff worldwide.
From print and design services to conferencing and events, and from temporary staffing and
permanent recruitment to office accommodation - Warwick provides a range of commercial services
to an ever growing customer base.
Who are some of our key partners?
A sample of some of Warwick’s key business partners:
A case study
“The presence of a major inward investor like Tata [at the University] gives a positive signal to other
major firms to consider investing and potentially locating in the West Midlands.”
SQW – University of Warwick Regional
Impact Study, 2013
As part of the University’s internationally-renowned approach to working with business, WMG has
developed a close relationship with Jaguar Land Rover, a major employer in the region with many
staff living in Leamington Spa. JLR has located 180 of its R&D staff on campus as part of a
programme which will generate £100m of collaborative research over 10 years. JLR and Tata are also
funding, with the UK government, the development of the National Automotive Innovation Campus
at Warwick; a £100m investment in a state-of-the-art new building on Warwick’s campus announced
at the end of 2012.
What else could we be doing?
CCSG is working with Corporate Relations, Development and Alumni Relations Office and a number
of academic departments to integrate and improve the management of our relationships with some
of the University’s key corporate customers/partners.
This consists of three interrelated projects:
How do we make decisions?
The University identifies many growth and development opportunities across its wide portfolio of
research, teaching, enterprise and related interests. It is faced perpetually with new business
opportunities, acquisition and partnering / alliance opportunities.
In order to evaluate these opportunities, a 5 step decision-making process has been developed.
Do you require
approval to proceed?
Central to the 5 step process is the Programme and Project Qualification Process (PPQP). This is
intended to provide a framework and a process by which the university can consider opportunities,
enable well-informed decision-making, and:
•
•
•
•
•
ensure that there is a strong fit with the University’s strategic direction;
clarify and test rigorously the potential outcomes (financial and other);
identify and manage risk proportionately;
optimise return on investment;
use resources effectively.
The PPQP asks a series of questions against which proposals are assessed using a ‘traffic light’
system where:
the information and data provided indicate a potentially serious risk to the University that is
not mitigated satisfactorily and / or further action is required.
the information and data provided and the response / solution proposed are satisfactorily
and / or further action is required.
the information and data provided and the response / solution proposed are at least
acceptable and no further work is required.
Insufficient information and data is available at this stage to make an assessment.
The questions include:
•
•
•
•
•
•
•
•
Does it fit with the strategy?
Is it the right thing to do?
Can we deliver it?
What is the value to the University?
Does it offer the right return?
Are the University’s interest protected?
Who are the stakeholders?
What are the related activities?