Biopharmaceutical manufacturing continues to evolve with an increased emphasis on underpinning science and engineering. Effective deployment of contemporary knowledge in science and engineering throughout the product life cycle will facilitate manufacturing efficiencies and regulatory adherence for biopharmaceuticals. Fundamental to this paradigm shift has been the drive to adopt an integrated systems approach based on science and engineering principles for assessing and mitigating risks related to poor product and process quality. Changes have been enabled as a consequence of the regulatory authorities introducing a new risk-based pharmaceutical quality assurance system. The traditional approach to manufacture has been to accommodate product variability into the specifications and fix operational strategies to ensure repeatability. Developments in measurement technology have invited changes in operational strategy. This revised approach is based on the application of Quality by Design (QbD), underpinned by process analytical technology (PAT) to yield products of tighter quality and more assured safety. QbD is defined as the means by which product and process performance characteristics are scientifically designed to meet specific objectives. Practical improvements therefore demand a knowledge base of science and engineering understanding to identify the interrelationship between variables and integrate the learning into different manufacturing scenarios. The focus of the Centre is to address the challenges emerging from this paradigm shift and to train a new generation of students with competencies in all stages of commercial biopharmaceutical process development. Critical to this is to ensure they have the skills to work at the discipline interfaces in the areas of biosystem development, upscaled upstream process engineering, and the engineering and development of downstream processing. The training will be formulated around three elements that form the backbone of achieving an enhanced understanding of the process. The three elements are (i) Measurement, Data and Knowledge Management, (ii) Enhance Available Knowledge and (iii) Use Knowledge More Effectively. The power of the approach being adopted is that it is equally applicable to established bioprocesses based on microbial and animal cell culture, as well as emerging areas including stem cells, marine biotechnology and bio-nanotechnology. The rationale for proposing a Centre in this area is to address a well recognised problem, a lack of appropriately trained personnel, who will deliver the next generation of biopharmaceutical development. These issues have been clearly articulated in a series of reports. SEMTA reported that over a quarter of bioscience companies do not have sufficient science skills. 39% of bioscience/pharmaceutical companies have long-term vacancies; with 22% having skill shortages in the science arena (five times that for other sectors). Lord Sainsbury, concerned at the rapidly changing nature of the bioscience business, set up the BIGT and commissioned Bioscience 2015. One of the strong messages raised was the serious shortfall in trained staff. Furthermore a quantitative assessment of the increase needed of trained people entering the sector was made by bioProcessUK. They estimated an increase of 100 trained personnel was required on top of the current 150 doctoral level candidates graduating per year. It is not simply a matter of increasing the number of trained persons. The Centre will also address the limitations of the current UG training of engineers, chemists and biologists which does not prepare them for the challenge of working in process development distinguished by disciplinary interfaces. The proposed programme will address a strategic shortfall and produce a new generation of graduates with the appropriate inter-disciplinary skills to drive both the research agenda and knowledge transfer of underlying concepts into industry.

The Innovative Construction Research Centre (ICRC) is dedicated to socio-technical systems research within the built environment, with particular emphasis on through-life performance in support of the client's business operations. Our vision is for a research centre that not only supports the competitiveness of the architectural, engineering, construction and facilities management sectors, but also supports societal needs for built infrastructure and the broader competitiveness of the UK economy. The domain of enquiry lies at the crucial interface between human and technical systems, thereby requiring an inter-disciplinary approach that combines engineering research methods with those derived from the social sciences. The ICRC's research portfolio is organised into six themes: (1) Integration of design, construction and facilities management. Concerns the through-life management of socio-technical systems within the built environment. Topics of consideration include: integrated logistic support, design for reliability and systems integration for building services. Of particular concern is the way that firms within the supply chain are integrated to provide solutions that add value to the client's business. (2) Knowledge management and organisational learning. Addresses the means of supporting knowledge flows across extended supply chains and the extent to which procurement systems learn across projects. Of particular importance is the design of learning mechanisms that extend across organisational boundaries. Also investigates the degree to which the construction sector can learn from other sectors, i.e. aerospace, automotive, retail, defence. (3) Human resource management and the culture of the industry. The construction sector is too often characterised by regressive approaches to human resource management (HRM) with little emphasis on developmental to support innovation. Of particular importance is the concept of 'high commitment management' that has emerged as a central component in the quest to link people management to business performance. Any attempt to improve HRM practices in the construction sector must also recognise cultural barriers to the implementation of new ways of working.(4) Innovative procurement. Includes legal, economic and organisational aspects of procurement systems. The last twenty years has seen a plethora of new procurement methods seeking to encourage different behaviours and allocations of risk. Many such initiatives experienced significant reality gaps between technological intent and resultant behaviours. Of particular importance in the current context is the notion of performance-based contracting which seeks to reward parties on the basis of building performance.(5) Innovation in through-life service provision. Most innovation in facilities management (FM) is concerned with service provision rather than the design and construction of the built asset. The inclusion of FM-service provision reflects the ICRC's strategic focus on through-life issues. The shift towards service provision is reflected in practice through procurement approaches such as PFI/PPP. But the issue has a wider significance as construction contractors increasingly embrace service philosophy. (6) Competitiveness, productivity and performance. Focuses on techniques for performance improvement, coupled with a broader emphasis on competitiveness and profitability within the marketplace. Techniques for performance improvement include: process mapping, benchmarking, value management, risk management and life-cycle costing. Also seeks to assess the competitiveness of the construction sector in comparison to other countries, and to achieve a broader understanding of the economic context within which firms operate.