by Lavery Pennell | 11 Dec 2014 | full blog
Lavery/Pennell’s research into the Next Manufacturing Revolution and the New Industrial Model are cited as evidence for and quantification of the benefits of ‘An Economy that Works’ in the Aldersgate Group’s December 2014 publication. The report can be viewed at this link: An Economy that Works...
by Lavery Pennell | 9 Dec 2014 | cost reduction innovation, full blog, manufacturing
The UK’s All-Party Parliamentary Manufacturing and Sustainable Resource Groups yesterday released a new report presenting the economic, social and environmental potential of remanufacturing and recommending a range of government support measures. Drawing on evidence including Lavery/Pennell’s Next Manufacturing Revolution and New Industrial Model reports, the publication is well timed to influence party manifestos in the lead-up to the 2015 General Election. Dr Greg Lavery was a member of the Steering Group. The report can be downloaded here: Triple Win: The Economic, Social and Environmental Case for...
by Lavery Pennell | 10 Nov 2014 | full blog, sustainable innovation
Sustainability teams in leading global companies are re-inventing themselves to move from squeezed cost centres to vital profit centres. They have realised that they must be able to answer the question: “What is the return on investment of the sustainability team?” Sustainability under Pressure Many sustainability teams, including those in DJSI leaders, are under pressure. Cost cutting is shrinking staff and budgets. Sustainability reports are merging into integrated reporting. The desire to embed sustainability throughout the company is seeing sustainability budgets and decision-making handed to business units/sites. One sustainability leader also described the worrying issue of “sustainability fatigue”. Sustainability teams focussed on compliance and reporting are nowadays being treated by senior executives as a necessary evil (i.e. a cost centre) which must improve its productivity and tighten its belt – especially with reporting requirements perceived to be reducing. Adding Financial Value through Sustainability We are helping a range of leading companies to move their sustainability teams from reporting and compliance to adding value within the core activities of the company. The overarching logic is that the sustainability team is responsible for the long term future of the organisation – while just about everyone else in the company is focussed on short term targets (and in doing so may harm the long term future of the company). Within this remit, consistently we find three major areas of financial value that sustainability teams can provide, over and above day-to-day executive management: 1. Operational cost reduction Sustainability teams can drive company-wide non-labour resource efficiency. This includes energy efficiency, waste reduction, transport & logistics efficiency, materials efficiency, packaging optimisation, circular resource use and supply...
by Lavery Pennell | 30 Oct 2014 | cost reduction innovation, full blog, manufacturing
At the recent EPSRC Industrial Sustainability conference, Greg Lavery of Lavery/Pennell and Professor Steve Evans from the University of Cambridge spoke on recent developments and emerging themes in the field of non-labour resource efficiency. This included an examination on the impacts of the Next Manufacturing Revolution, the New Industrial Model and the Foresight Report into the Future of Manufacturing. The presentations, captured in the video below, identify that while some change has occurred in specific fields, substantial opportunities for cost savings and sustainability improvements...
by Lavery Pennell | 18 Jun 2014 | cost reduction innovation, full blog, manufacturing
This video explains the £1.9B p.a. energy saving opportunity available to UK manufacturers and how Nestlé has made substantial energy efficiency improvements. Despite ongoing improvements in energy use, the Next Manufacturing Revolution study* identified Energy Efficiency as a major opportunity for UK manufacturers worth: £1.9B p.a. in cost savings 19.2 MtCO2e in greenhouse gas emission savings 3,500 new skilled full time jobs This video describes: How leading companies have saved up to 70% of their energy use through four different types of energy efficiency initiatives How Nestlé has reduced its energy use by 36% per tonne of product since 2006 in UK and Ireland plants, with more savings on the way. * The Next Manufacturing Revolution study available here was co-authored by Lavery/Pennell, the University of Cambridge’s Institute for Manufacturing and...
by Lavery Pennell | 28 May 2014 | business model innovation, full blog, manufacturing, sustainable innovation
How Unilever, Interface, Nestle, Patagonia and others have improved both their profitability and sustainability in 3 steps. This video describes how leading companies have built on a foundation of non-labour resource efficiency (as discussed in the Next Manufacturing Revolution) to increase their revenues, reduce costs and risks while creating jobs and reducing environmental impact. You can click through to read more about the new industrial model, including downloading the full...
