Rory Jackson

Developing a Clean-Tech Network

1. What is clean technology and a clean-tech network
Clean-tech describes new products, processes or services, which improve both
efficiency and productivity, while also reducing waste and use fewer nonrenewable resources. This may include recycling, renewable energy, information
technology, green or electric transport, green chemistry, lighting etc. These can
occur under many applications, which are categorised within sectors, shown in
figure 1.

Figure 1 shows a clean tech matrix of how clean technology encompasses certain
sectors and how technologies are organised under which application, (DCTI,
2013).
It is becoming more important that we produce an economy that does not just
think about economic growth, but takes into account the environmental aspects
of the economy, producing a system that works in harmony. Through the use of
Clean Technologies, we can start providing methods for a more sustainable and
environmentally friendly economic society.
To improve research and development in Clean Technologies, Clean-Tech
Networks are being produced. Producing a Clean-Tech Network will:
1

Rory Jackson

Help build relationships between companies, knowledge institutions and

local authorities.
Help provide up-to-date information on projects, funding and test and
demonstration facilities
Supports start-ups and small businesses with mentoring, overviews of
funding sources and value-adding international partnerships
Provide education, research and exchange programmes between
companies and knowledge institutions.

These networks result in companies creating clusters, where they are able to
share information.
A Cluster is:

A geographic concentration of interconnected economic and innovative

activities in a particular field.
An agglomeration of interconnected companies and institutions
that collaborate and compete at the same time.
It occurs naturally, but can be stimulated and developed strategically
The presence of strong clusters within one industry will often indirectly
spur cluster creation in other, non-related industries in the same
geographical region
A cluster consists of members from industry, academia and government
institutions, which is often coordinated by an organizational unit in the
cluster

What is the value of being part of a cluster?

Clusters support economic development through the specialization of

regions in activities within which companies can achieve higher
productivity through accessing external economies of scale or
other comparative advantages.
Industries participating in a strong cluster register higher employment
growth as well as greater expansion rates and higher numbers and
patents.
Clusters reduce the cost of production and the cost of exchange by
strengthening trading relationships and the transparency of local input and
output markets.
Local knowledge spillovers: related local discoveries can
simultaneously enhance the knowledge base of multiple local firms
Qualitative studies of clusters emphasize the central role of specialized
local R&D institutions, test facilities etc.
Cluster activities promote enterprise investments in innovations such as
single R&D projects, business-research collaboration and business-tobusiness collaboration.

A cluster organisation provides:

2

Rory Jackson

A cluster organization strengthens collaboration within the cluster and

facilitates e.g. information exchange, training and seminars, joint
corporation projects, marketing and public relations, as well as
internationalization
The cluster organization facilitates access to demand, skills or suppliers
within the cluster or neighbouring clusters and thereby enhances the
natural, positive spillover effects in the cluster
Cluster programmes are an integral part of an effective innovation
policy at regional as well as national level, and cluster organizations are
essential for the execution of cluster policies
A key role of the cluster facilitator is to determine what action is necessary
for increasing the prosperity of the cluster

2. Who are the leaders in clean technology networking?

With countries such as Germany, Japan, Sweden and USA leading in Clean
Technology innovation, it is becoming more important for the UK to match their
standards and exceed them. Many of the countries have well established CleanTech Networks within their countries and between them.
The UK have exceptional research facilities that are constantly producing
information. This information has the potential to be used in businesses, but the
scientific community lack communication skills not only with businesses, but also
within its own community, between certain disciplines. Therefore, there is a need
for this information to be efficiently transferred.
The aim of a Clean-Tech Network is to produce a solution to this problem, where
scientific information that can be transferred to clean technology businesses, and
between businesses. This will not only work with research and businesses but
also the public, to gain further knowledge and acceptance of the research and
technology that is being produced.

3. How can we produce a CleanTech network

To produce an effective Clean-Tech network there needs to be a fluid movement
of information between research institutes, businesses and society, not a one
way stream of information from research to businesses. This needs to involve
entrepreneurs, scientists, community activists, faculty, corporate executives and
public officials.
By combining organisations that are within similar fields, shown in Figure 1, and
allowing the transfer of information between each other and to produce a group
knowledge cloud, where information from these events are able to be passed
over sectors. To facilitate further knowledge transfer between sectors it would be

Rory Jackson
possible to bring together senior managers from each of the organisations to
discuss their thoughts and ask what they would like to achieve.
Whilst this top-down approach can be a very effective way to transfer knowledge
between research institutes and businesses; helping businesses to develop their
ideas and technologies, it is still very important to engage and consider the
wider society, exploring what the public want and may find that they help the
research and development of the Clean Technologies.
To support the implementation and development of these innovative ideas,
public engagement will improve public acceptance of these technologies when
being implemented. Working with the public will not only help us to implement
the technologies, but will also help the development of these technologies,
providing an alternative perspective.

4. Clean-Tech Network Strategy for the East of England

The first phase to produce a Clean-Tech Network is to provide a hub for
businesses. These will primarily be new, small businesses that are trying to
produce an innovative Clean Technology, which has the potential to thrive and
produce a more sustainable and environmentally friendly life.
Through building a central technology park, which will act as the hub, it will be
possible to provide spaces for the small businesses to undertake their research
and develop their ideas. The building would also provide space for forums,
conferences and events, that will be used to engage other organisations, passing
on information and building connections. This building would act as a hub for
businesses, research institutions and other organisations to transfer knowledge,
acting as the centre of the network. The building in itself should be made
sustainably and environmentally friendly, to provide a positive working
environment and example to both the businesses and outside organisations of
what we are capable of doing.
To build the complex, it would be necessary to apply for funding, through the
government and the local council, to build this innovative and future world park.
Once the building is complete we can rent out the spaces to businesses, and
write up a contract for their rent, depending on; how successful there innovation
has been or will be and drawing up a specific contract for each of the businesses,
depending on how new they are, how much space they require and how
promising their idea is. We can also contract out our expertise and knowledge to
larger companies once we are established and have the knowledge base and
expertise to do so. It may be necessary to continue applying for funds, until the
system is well established and self-sufficient. To guarantee the best financial
future for the small businesses, we can offer financial advice, providing
knowledge on how to apply for funding and manage their business to provide a
sustainable income.

Rory Jackson
The strategy which will be implemented to produce an effective Clean-Tech
Network is shown as a cyclical progression in figure 2 and is approached through:
Cold calling, internet searches and database searches we will engage new
organisations from a range of disciplines.
Once we have contacted enough organisations, we will develop
appropriate sector databases, which will group the organisations
appropriately. We will not only group organisation that have a similar
discipline, but also produce groups that are from a wide range of
disciplines, that will allow spillover of knowledge across sectors, as well as
within sectors.
The following stage will facilitate the spillover of knowledge, through
holding events, forums, conferences, workshops and undertaking public
activities for our partners.
This will encourage the development of existing and new ideas, helping to
facilitate innovation in the organisations. Producing and bringing in new
businesses, which will then increase revenue, which can be used to fund
larger events and expand the business.
As this process encourages innovation and new organisations join, the
databases will grow and the transfer of knowledge will increase and therefore
should help to increase innovation, producing a progressive system, which will
grow continually.
By connecting people and businesses from either similar disciplines and/or
different sectors; it provides the opportunity for knowledge to be transferred
between each organisation, which can be applied for their own use. This
procedure facilitates the spillover of ideas that can bring about developments in
existing ideas or produce a completely new innovative idea. Fallah & Ibrahim,
(2004), have identified that the spillover of information helps to increase the rate
of innovation within that cluster and sometimes outside that cluster, which is
essential within the Clean-Tech Network.

Rory Jackson

Find new organisations- new

knowledge and development
Advertising
Contracting expertise and
knowledge

Building customers applications and

sector databases.
Build Clusters

Develop
ideas

Apply newly learnt knowledge

Approach none speacilist
organisations.

Building
relationshi
ps

Engageme
nt &
Innovation

Hold events
Spillover
Forums
(Transfer
Workshops
of Public activities- visiting schools,
public engagement
knowledge
).

Figure 2, shows the cyclical process of the Clean-Tech Network. Engagement of

people and organisations, will produce relationships between them, allowing for
the transfer of knowledge and the development of their ideas. This process has
been adapted from Hethel Innovation (2012) engagement strategy.
To produce a Clean-Tech Network it is important to involve appropriate partners
that have specific interests in developing and researching Clean Technologies.
Some of the areas that would be approached for key partners in the East of
England are identified.

Alternative and Additional Energy companies

Air Pollution Companies
Alternative Fuel Vehicle Companies
Alternative Fuel Companies
Biomass Companies
Building Technology Companies
Carbon Capture and Storage Companies
Carbon Finance Companies
Contaminated Land Reclamation Companies
Energy Management Companies
Environmental Consultancy Companies
Environmental Monitoring Companies
Geothermal Companies
Hydro Related Companies
Marine Pollution Companies
Noise and Vibration Companies
Photovoltaic Companies
6

Rory Jackson

Recovery and Recycling Companies

Renewable Energy Consultancy Companies
Waste Management Companies
Water Supply and Treatment Companies
Wave and Tidal Companies
Wind Companies
EU and Governmental Agencies
Politicians
Farming Groups
Local Authorities, Local Enterprise Partnerships
Funding Providers

These key partners will provide a vast array of appropriate information and
development within the Clean-Tech network. But it is still important to engage
companies that do not dedicate their research or businesses to this sector.
Therefore, the knowledge produced and the clean technology developed can be
implemented and developed further within non-specialist companies in the East
of England. Some being:
Research Institutions

University of East Anglia John Innes Centre, The Sainsbury Laboratory,

The Genome Analysis Centre and Institute of Food Research
University of Essex
University of Cambridge

Businesses

Automotive companies- Lotus, Marriott Motor Group

Construction- Breheny Group Limited, R.G. Carter Group
Energy- Perenco UK, Gardline Shipping, Interconnector, Energy Power
Resources, EDF, EON
Financial (Mostly Commercial Building Based)- Aviva, Willis Limited
Food, Drink and Agriculture- Nidera UK Limited, Anglia Farmers, AFE Group
Limited
Manufacturing- Anglian Group, Sinclair International, Porvair, Oyster
Marine
Retail (Commercial Buildings)- East of England Co-operative Society

Public and society/voluntary run bodies

Environment Agency
Natural England
DEFRA
DECC
Norfolk County council
Norfolk Community transport association
East of England Agricultural Society
NFYFC-National Federation of Young Farmers Club
7

Rory Jackson

EEGR: East of England Energy Group

General Public

These partners cover a wide selection of organisations, in a variety of disciplines.

With respects to Universities, their research covers many disciplines within the
institute, which can be applied to both businesses and public/society run bodies.
Within the businesses, they mostly specialise into a certain discipline. Then
public and society/voluntary run bodies consist of government funded institutes
and organisations that are charity funded or run by volunteers. These cover a
more wider selection of disciplines, with some covering a wider range of
disciplines than others such as the Environment Agency who deal with several
issues within the environment, whereas, the Norfolk Community Transport
Association concentrates on the transport sector.
Through involving these actors there would be the potential to develop an
extensive pool of knowledge not only for the research institutes, businesses and
public and society/voluntary bodies. The small businesses within the technology
park, will benefit greatly from this interaction with other organisations and the
pool of knowledge available to them all.
The general public have been included as a key partner, as they play a very
important role in providing a different perspective to what is the norm within
businesses and research institutes, providing information that they may not
normally hear. This way of thinking is becoming more important within science
and should be implemented throughout businesses and research institutes also.
Wilsdon and Willis (2004) describe how public engagement is essential and
should be brought upstream. Through this progressive agenda it will be possible
to better understand the range of technical and social issues that can impact
upon the environment. In addition, public engagement can help innovative
technologies to be implemented and become successful. As people become more
accustomed to new ideas the more they experience personal confrontations with
sources of problems, opportunities, and threats which trigger peoples' action
thresholds to pay attention and recognize the need for innovation (Van de Ven,
1986). The role of social sciences and engagement with the public was
recognised when developing nanotechnology and has played an important role in
the acceptance of that technology, which can be a major barrier for innovation in
their early stages, which was observed in the development of genetic
modification (Macnaghten, 2005).

5. Expansion
Whilst also developing a more inclusive strategy for a Clean-Tech network, there
is a potential to develop a network throughout England. Whilst also looking
further; to produce an international Clean-Tech Networl, connecting with leading
sustainable countries e.g. Denmark, Germany, Sweden and U.S. and to some
degree, more importantly developing countries. The European Commission
states that there is a broad depth of scientific knowledge within Europe and has
8

Rory Jackson
allowed us to become world class in several research fields. Therefore, if we were
able to access and produce a pool for this knowledge from across countries, it
could allow for more rapid development and implementation of Clean
Technologies, producing a more sustainable and environmentally friendly world.
The International CleanTech network, have in fact already produced an exclusive
network of CleanTech clusters with some of the worlds leading CleanTech regions
i.e. Clean, Copenhagen; Eco World Styria, Austria; Ecotech Quebec, Canada; Oslo
Renewable Energy and Environment Cluster (OREEC), Norway; Renewable Energy
Hamburg, Germany etc. But the UK has yet to join this International Network.
There are multiple paths for a Clean-Tech Network to explore, opening up new
opportunities for the organisations involved, as well as the wider country
possible benefitting from this method of research and development.

References
DCTI. (2013). Cleantech- what does cleantech stand for? [Access online by:
http://www.dcti.de/en/cleantech/definition.html] (Last accessed: 8/4/2015).
DECC. (2014). Sub-national total final energy consumption statistics. Regional
and local authority level statitics (2012 data)
Fallah, M. H., & Ibrahim, S. (2004). Knowledge spillover and innovation in
technological clusters. In Proceedings, IAMOT 2004 Conference, Washington, DC .
1-16.
Hethel Innovation Ltd. (2012). High value manufacturing and advanced
engineering. CleanTech sector development report
Macnaghten, P., Kearnes, M. B., & Wynne, B. (2005). Nanotechnology,
governance, and public deliberation: what role for the social sciences?.Science
communication, 27(2), 268-291.
Van de Ven, A. H. (1986). Central problems in the management of
innovation. Management science, 32(5), 590-607.
Wilsdon, J., & Willis, R. (2004). See-through science: Why public engagement
needs to move upstream. Demos.