District Heat Networks Identifying and developing schemes

District heat networks are increasingly being recognised by Local Authorities, the NHS, registered providers and the wider public sector as a vehicle that can play a positive role in empowering communities and establishing greater energy cost certainty and security.

District heat networks are increasingly being recognised by Local Authorities, the NHS, registered providers and the wider public sector as a vehicle that can play a positive role in empowering communities and establishing greater energy cost certainty and security.

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Although the amount of heat supplied to buildings in the UK via heat networks is only 2%1, estimates show that approximately 15% of UK heat demand could be met by heat networks by 2030 and around 43% by 2050. If distribution via a district heat network improves energy efficiency, this would go some way to assisting the UK in meeting its carbon reduction targets.

Not only does the UK needs more secure energy networks and sources, but as the current UK government rebalances economic priorities, Local Authorities and registered providers have a real opportunity to identify schemes that can act as a catalyst for urban renewal and economic growth. Could district heat networks be the answer to both?

The inherent flexibility of district heat networks means that they can:

• Be embedded as part of new and ambitious development projects.

• Be developed to rejuvenate existing estates and transform the lives of residents.

• Unlock solutions for other issues such as providing credible energy solutions in densely populated areas where space may be at a premium.

• Deliver innovative and cost effective alternatives.

District heat networks have proven that they are a workable concept which can realise savings and generate a return. The public sector is embracing the concept of district heat networks as a key response to our needs for greater energy security.

In addition, Local Authorities and registered providers are looking to district heating solutions as a way to reduce their own ongoing energy costs.

When considering a district heating network scheme it is important to understand not only the opportunities that scheme will bring but also the potential challenges in implementing such a scheme. We have set out a practical toolkit to help you start identifying and developing schemes.

1 http://www.localgovernmentlawyer.co.uk/index.php?option=com_content&view=article&id=19112%3Awhat-you-need-to-know-about-district-heat-networks&catid=49%3Acomment-a-analysis-articles&Itemid=9

2 https://www.gov.uk/government/news/7m-boost-to-heat-industry-innovation

There are currently approximately 2,000 heat networks in the UK, supplying heat to more than 210,000 dwellings and more than 1,700 commercial and public buildings2.

http://www.localgovernmentlawyer.co.uk/index.php?option=com_content&view=article&id=19112%3Awhat- you-need-to-know-about-district-heat-networks&catid=49%3Acomment-a-analysis-articles&Itemid=9http://www.localgovernmentlawyer.co.uk/index.php?option=com_content&view=article&id=19112%3Awhat- you-need-to-know-about-district-heat-networks&catid=49%3Acomment-a-analysis-articles&Itemid=9https://www.gov.uk/government/news/7m-boost-to-heat-industry-innovation

Why district heat networks?

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Most of the UK’s electricity is generated at large power stations, faraway from the areas they supply. These isolated locations mean that the amount of heat generated that can be recovered is drastically reduced and the long distances of the transmissions contribute further to energy inefficiency.

This has led us to a growing decentralised energy market. We are seeing an increasing amount of energy generated and distributed from closer to the locations where energy is needed. There is currently a nationwide shift towards supplying heat through district heating networks and electricity via private wire or the grid.

A district heating scheme is a network of insulated pipes used to deliver heat. The heat is transported in the form of hot water or steam from where it is generated to multiple buildings or sites so that it can be used to heat or cool those buildings.

District heat networks are going to be increasingly used for dense urban areas. There are around 450 currently in the development stages and it has been estimated that even if only 25% proceed, that will mean investment of around £400 million. According to the GLA by 2030 there will be £8 billion district heating network contracts.

The distance a network is able to reach can be extended by adding ‘heat sources’ to the network including power stations, geothermal sources, biomass and CHP plant and solar thermal arrays, to name but a few.

Additionally, a district heat network can incorporate a wide range of technologies, ensuring a more flexible and robust delivery solution.

Multiple sources provide security of supply for the customers of that network and can introduce an element of competition into the supply chain.

Over the next decade we will see major changes in the way in which Local Authorities deliver energy to their commercial and residential buildings, and district heat networks have been identified as the way forward. Success in Denmark means that nearly two-thirds of people there receive their heat via networks.

There are around 450 district heat networks currently in the development stages and it has been estimated that even if only 25% proceed, that will mean investment of around £400 million.

“There is currently a nationwide shift towards supplying heat through district heating networks and electricity via private wire or the grid.”

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Assessing the opportunity

Whilst district heat networks have been identified as a way in which Local Authorities and registered providers can provide efficient and cost effective heat solutions, it is important to ensure that the opportunities they present are properly considered. This includes looking at how they fit with existing property arrangements with end users such as secure tenants, long leaseholders and businesses.

Increasingly, Local Authorities and registered providers (the organisation) are using different prompts to assess and develop opportunities for district heat networks. An opportunity many arise as part of:

• a wider refurbishment project, ie some Energy Company Obligation (ECO) funded schemes for solid wall insulation have been expanded to include a district energy scheme;

• an estate review - as these older systems come to the end of their natural working life replacing the system with a more efficient district heating system may be appropriate; and

• a new residential and/or non domestic development.

The benefits provided by district heating schemes are wide reaching and the opportunities which are identified can also help the organisation deliver its strategic aims including tackling fuel poverty, developing a secure energy supply for a given area and/or realising a revenue receipt.

In addition, by using smart meters as part of the development of district heating networking, it may also be possible for the organisation to develop demand supply management strategies and for the recipients of the network to enable them to better manage their energy spending.

Local Authorities, registered providers, developers and operators should note that there are specific statutory requirements relating to the deployment of meters in both existing and new district heating networks. Specialist advice should be sought regarding the application of these statutory requirements.

Delivery models

There are a number of models which can be used to deliver a district heating scheme. Choosing the right model will depend on the opportunity prompt, the strategic objectives of the organisation and the appetite for risk. Delivery models include:

• corporate joint ventures

• wholly owned companies and the possibility of utilising Teckal exemptions

• design, build, operate and maintain contractual approaches, ie contractual joint ventures.

Each of these approaches will allow the organisation to calibrate its approach to risk and assess its requirements regarding financial returns.

“The benefits provided by district heating schemes are wide reaching and the opportunities which are identified can also help the organisation deliver its strategic aims.”

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Delivering the project and identifying risk

Feasibility

Policy

Market testing

Construction

Procurement

Operation and

growth

4 5

Delivering the project and identifying risk

Delivering complex energy projects may look like a complicated process but the project can be broken down into stages, with each successive stage being informed by the stages that precede it.

In order for this to work effectively it is essential that each stage is as fully developed as possible, as this will:

• maximise the chances of senior internal support for the project; and

• ensure the proposed project is responsive to your objectives and capable of being delivered on time and to budget.

Policy

The feasibility stage is critical in mapping out what the project could look like, and a number of key questions need to be considered and answered:

• What energy studies has the organisation already undertaken?

• How extensive and accurate is the heat map and how does this inform thinking on potential schemes?

• Which building types could form part of the scheme?

• Is there a preference for a particular type of technology?

• Is this about heat only or cooling also?

• What consumer types could form part of the scheme - non-domestic and domestic consumers?

• Is there a mix of public sector and private sector consumers?

• What type of network(s) will be considered and how easily can these be expanded?

• How reliable are any existing data sets (e.g. to establish base load)?

Feasibility studies need to identify and consider relevant options as they will inform the outline business plan, key stakeholders and decision makers.

It is also important at this stage to check to see what funding may be available and what know-how is available. This will help to ensure the feasibility stage is as productive as possible and includes the development and testing of funding and cost envelope considerations.

This is also the time to consider potential delivery structures. Identifying the correct delivery structure is directly related to the nature of the project, the outcomes the project should achieve and the level of risk the organisation is prepared to accept.

At this stage the organisation should start to assess what its client function will look like. How will it ensure that the understanding developed in designing and procuring a project is utilised to inform the management of the project through the construction phase and into the operational and maintenance phase?

Feasibility

Any organisation, be it a Local Authority or a registered provider, that has delivered successful energy schemes have invariably had leadership support.

The project will often be part of a longer term strategy.

The purpose of this stage is to cement organisational support for the development of a viable project.

This is the foundation of the scheme and the policy stage needs to establish:

• the aims and target outcomes for the project, eg tackling fuel poverty and generating a revenue return;

• how the project reflects the strategic objectives of the organisation; and

• what risks the organisation is prepared to accept to deliver project.

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By the OJEU Contract Notice is issued, the organisation should be able to identify:

• what is being procured;

• the parties consuming the energy to be produced;

• value of the project and the term of the opportunity; and

• potential / preferred delivery structures e.g. contractual joint venture, corporate joint venture.

To allow the market to respond in a meaningful way, the organisation will need to have carefully considered how it intends to interact with the bidders for the project. The more complex a project is, the more likely it is that you will need to work with bidders to develop a viable, deliverable solution. Such an approach will control costs and shorten procurement timetables.

The organisation will need to develop clear, well laid out and informative tender documents. The viability of the scheme will be dependent on the robustness of the output specification.

The output specification will need to clearly link to the payment mechanics and reflect a common risk profile with the contractual documents (including connections

agreement, heat supply agreement and service level agreements, property documents and, where applicable, a design, build, operate and maintain agreement).

Risk profile issues such as obligations on the parties, payment issues, liability and terminations risks, performance measurement, fuel procurement strategy, heat off-take and the requirements for maintenance and replacement of plant and infrastructure will need to be clearly established.

It is essential that the tender documents, including contractual suite, reflect your policy aims and preferred risk profile. These aims and the organisations’ appetite for risk must also be reflected in the evaluation criteria for the project.

If the documents are not bound by this common narrative, there is a real risk that the organisation will not achieve its stated aims for the project.

The procurement phase will culminate in the appointment of a preferred bidder and, ultimately, contract signature.

Procurement

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CLOSED FORREFURBISHMENT

i

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Ranked importance of investment

in 2014

90.9% 6.6

5.6

5.3

4.8

4.7

4.7

4.1

3.8

3.7

3.3

1.4

72.7%

72.7%

72.7%

72.7%

68.2%

50.0%

50.0%

36.4%

31.8%

22.7%

Website and mobile sites

Staff facilities

Extending stores

Logistics

International expansion

Product development

Marketing and advertising initiatives

Marketing customer services

IT systems

Opening new stores

Refurbishing existing stores

Procurement exercises can be costly. The market will be more receptive to schemes that have been well thought through and tested. During the feasibility stage the organisation should start to take soundings from the market

and other Local Authorities and registered providers as it formulates proposals.

This is a good opportunity for the organisation to learn not only from market requirements but also from other Local Authorities and registered providers. This research can then be used to maximise the attractiveness of the scheme.

If there are issues which may be of concern to the market eg proposed sites, assumptions on construction timetables or availability of funding - it is better to identify these issues before commencing a procurement and finding out that the market appetite is lukewarm.

Market Testing

Once the organisation has worked out what the network will look like, consideration should be given to the properties that will be affected and any access rights which may need to be obtained, and paid for.

This may involve:

• The acquisition of new land on which elements of the network will be sited.

• Any building where mechanical equipment is to be located may already be in the organisations

ownership but it is important to check that rights exists to use the building for this purpose.

The organisation will also need to consider the following:

• Is permission of any landlord or lender required to carry alterations?

• If the property is leased out, does the organisation need to secure vacant possession from the tenant?

• If there are other occupiers of the building, is it necessary to obtain their consent?

• What impact will the work have on other occupiers of the building - whether temporary disturbance or something more permanent.

Property matters

High levels ofinflation

43.3%

Increased labourcosts

40.0%

High levels of

consumer debt

56.7%

Increasing energyprices

46.7%

Exchange rate

fluctuations

36.7%

Increasingcorporate/business

taxation

26.7%

A potential housing

market bubble

26.7%

6 7

Though it is tempting to view the point of contract signature as the end of the hard work, in reality the hard work is just beginning. Every construction project is unique. Site specific issues identified during the procurement phase may now come to the fore. In addition, and depending on the time of year, weather conditions may hinder the construction programme. Key issues during this phase could include:

• interim operational arrangements;

• wayleaves, site access and traffic management issues;

• removal of hazardous substances (including asbestos);

• the switch over to new energy supplies;

• phasing of works (whether or not part of a wider regeneration project); and

• insurance and commissioning activities.

The relationships developed during the previous phases of the project with the successful contractor and the nature and extent of the organisation’s client function will each be critical factors in determining how the parties seek to navigate and resolve any issues during the construction phase.

63.2%

Online

OPENOPEN OPEN

36.8%

Openingphysical

stores

26.3%

Agreeing new

franchisepartnerships

15.8%

Wholesale

15.8%

Joint ventures

15.8%

Licensingagreements

78.9%

Online

OPENOPEN OPEN

26.3%

Openingphysical

stores

21.1%

Agreeing new

franchisepartnerships

15.8%

Wholesale

10.5%

Joint ventures

5.3%

Licensingagreements

Construction

• Those who are connecting into the network may need to obtain consent to do so if they lease their property or it is charged to a lender and alterations are required. In addition, if the property is leased then consent may also be required from the tenant in order for the work to be carried out.

• Where pipes and other services need to be run beneath land in the ownership of a third party, the right to do so, in the form of an ‘easement’, will need to be obtained together with appropriate rights of access for maintenance and repair.

• If the third party owner does not consent then

consideration should be given to what compulsory purchase powers are available and the organisation should be prepared to invoke them if necessary.

The organisation should also consider the position of any end consumers.

Whilst it is common for the owner of a tenanted building to be responsible for the provision of heat and power, it is important to ensure that the leases adequately provide for the recovery of this cost. A review of the leases may be required so that variations can be added to ensure that end users can be billed for what they actually consume.

During the procurement phase the organisation should have discussed the requirements for planned preventative maintenance to maximise availability and reduce costs. The contractor’s responses will be dictated by the

output specification in the tender documents and the contractor’s solution.

During this phase, the organisations contract management team will assess performance against the requirements of the contract and the need to levy deductions where appropriate.

By using information from the meters installed and remote monitoring of the equipment, the parties will assess the operation of the plant and be able to gauge the efficiency of the plant.

Increasingly local authorities and housing associations are looking for projects that are capable of expansion and

can facilitate new energy connections. Expansion plans could include aspects which were not included in the initial schemes, eg the addition of cooling.

In order to identify the appropriate opportunities, the organisation will need to maintain a dialogue with local planners and developers so they can assess the opportunities for connecting existing stock. The organisation should engage with hotels, hospitals, schools, care homes etc to find out if they would be interested in connecting to the heat network. Locating and accessing funding to enable these new connections will be of critical importance.

The organisation should also investigate any new low carbon technologies to understand how they could be incorporated into the project.

Any expansion of the project would need to be consistent with the initial OJEU Contract Notice and the process for expansion should have been developed and tested as part of the procurement phase of the project.

Operation and growth

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CLOSED FORREFURBISHMENT

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Ranked importance of investment

in 2014

90.9% 6.6

5.6

5.3

4.8

4.7

4.7

4.1

3.8

3.7

3.3

1.4

72.7%

72.7%

72.7%

72.7%

68.2%

50.0%

50.0%

36.4%

31.8%

22.7%

Website and mobile sites

Staff facilities

Extending stores

Logistics

International expansion

Product development

Marketing and advertising initiatives

Marketing customer services

IT systems

Opening new stores

Refurbishing existing stores

8

Effective customer engagement is a key element in ensuring the success of a district heating scheme. In order to engage with customers effectively it is important to have clear and helpful marketing and billing documentation, and workable end-user contracts which give scheme operators adequate protection and which customers have confidence in.

For most district heating schemes the organisation which led on the development of the scheme will also become the operator of the scheme. The scheme’s operator will have to determine what customers will have to pay for the heat they supply.

A commonly adopted approach is to have a standing charge plus a unit rate. However, the operator will need to carefully consider how they are going to use the standing charge to recoup initial and ongoing construction and maintenance costs. This is important because there have been instances where customers have expressed concern that it is not clear which actual costs the standing charge covers.

Currently the regulations affecting heat supply are relatively light, at least in contrast with gas and electricity supply.

This lighter touch regulation has obvious advantages - providers can offer more flexible terms and tariffs, and they avoid the significant additional costs which arise from compliance with supply conditions.

This relative freedom to set customer terms offers opportunities, but there are risks too. Feedback from surveys of some schemes has raised concerns about the consistency and quality of the customer experience. Whilst some of these concerns have been addressed by industry bodies such as the Heat Trust and by moves to implement universally accepted standards by means of a code of practice, operators should keep this in mind when considering their contracts and associated terms and conditions.

Inevitably, the more common heat networks become, the more the spotlight will be on ensuring that customers have contracts which give them freedoms and rights they would expect for the regulated utilities. Operators should consider the fact that the most successful schemes at engaging customers are likely to be those who use the current flexible regime to meet customers’ needs creatively.

Negotiating contracts with your consumers

63.2%

Online

OPENOPEN OPEN

36.8%

Openingphysical

stores

26.3%

Agreeing new

franchisepartnerships

15.8%

Wholesale

15.8%

Joint ventures

15.8%

Licensingagreements

78.9%

Online

OPENOPEN OPEN

26.3%

Openingphysical

stores

21.1%

Agreeing new

franchisepartnerships

15.8%

Wholesale

10.5%

Joint ventures

5.3%

Licensingagreements

Organisations undertaking a district heat network project may also wish to enhance their scheme by ensuring that it meets the suggested Code of Practice. Further information can be found below.

The Heat Networks Code of PracticeThe Heat Networks: Code of Practice for the UK was published by the Association for Decentralised Energy and CIBSE in 2015. The Code seeks to provide clear and measurable outputs which will ensure that a heat network operates effectively and meets client and customer expectations. Setting minimum (and best practice) standards should provide greater confidence for specifiers and developers and the Code can also be included in the tendering/contracting process to specify minimum requirements for a project. A short guide can be found here.

Heat TrustHeat Trust is a major new Scheme established to protect the interests of householders and micro businesses connected to heat networks. The Scheme creates a common standard in the quality and level of protection given by heat supply contracts and offers heat network customers an independent process for settling disputes. Find out more at www.heattrust.org.

http://www.theade.co.uk/medialibrary/2015/12/03/9972fc1b/Code%20of%20Practice%20for%20Heat%20Networks%20-%20A%20guide%20for%20owners%20and%20developers.pdfhttp://www.heattrust.org/

Our team

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Bill Hull, Partner

Bill is well known for his pragmatic and commercial advice in relation to commercial, funding and investment arrangements relating to energy, renewables and energy efficiency. He has been involved in structuring pilot and pathfinder schemes under the prospective energy legislation and other national carbon reduction policies. He has recognised expertise on EU procurement matters, competition and State Aid, including dealing with issues for grant funding programmes operated by or for DECC, BIS and DEFRA.

+44 (0)333 006 0321 bill.hull@TLTsolicitors.com

Our lawyers advise clients on a wide range of energy projects and supporting Local Authorities and registered providers on a variety of innovative procurements. Our clients expect commercial solutions that contribute to their projects and required outcomes.

Core energy team

Neel Mehta, Partner

Neel is a construction law specialist with wide-ranging experience in leading renewables projects. He regularly acts for developers, installers, Local Authorities and housing associations in relation to complex CHP plants, heat networks, wind and solar projects in relation to multijurisdictional EPC, operation, maintenance, guarantee and provision of heat contracts.

+44 (0)333 006 0269 neel.mehta@TLTsolicitors.com

Patrick Sweeney, Associate

Patrick advises public sector clients, private sector consortia and funders on major infrastructure arrangements and novel regeneration and energy projects. Patrick focuses on public sector assets and services and leads on the development of partnering / joint venture models designed to facilitate investment in assets, deliver efficiencies and cost savings, and generate revenue streams for clients.

+44 (0)333 006 0587 patrick.sweeney@TLTsolicitors.com

Our experience of drafting and negotiating a wide range of Project Agreements, Heat Supply Agreements, Fuel Supply Agreements and Energy Performance Contracts means that we understand the market and the issues faced by all stake-holders. We are also advising clients on the most appropriate delivery structures, including contractual joint ventures and more innovative corporate joint venture approaches.

Our core team includes:

“They are proactive, respond and carry out tasks as promised, to time and within the agreed fee.” Chambers UK 2015

Mark Routley, Partner

Mark is a hugely experienced property litigator and advises a broad base of clients on property litigation and management issues. He has advised DECC on the property aspects of the Green Deal, the potential barriers to improving leasehold property and more recently has worked with members of New College Oxford and Future Climate on overcoming legal barriers to the installation of energy efficiency measures.

+44 (0)333 006 0023 mark.routley@TLTsolicitors.com

Real Estate & Planning

Kane Kirkbride, Partner

Kane specialises in housing and complex property related disputes for registered providers (RP). He has previously been on secondment to several RP clients and is experienced working on a wide variety of cases from complex property development to service charge and rent review issues. This has given him a great insight into the pressures faced by RP clients.

+44 (0)333 006 1118 kane.kirkbride@TLTsolicitors.com

John Sturt, Associate

John is a planning lawyer with experience on a wide range of large-scale infrastructure, residential, leisure, and commercial developments. John has advised on many areas of planning and development work, including: compulsory purchase orders and compensation claims for both developers and objectors, judicial review and High Court challenges, environmental impact assessment, the impact of CIL, drafting and negotiating Section 106, Section 278/38 and Section 104 agreements, public inquiries, enforcement work, stopping-up and road traffic regulation orders.

+44 (0)333 006 1474 john.sturt@TLTsolicitors.com

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David Isaacson, Partner

David is a corporate and commercial lawyer and for a number of years he has supported clients in the housing, local government and charities sectors. David has extensive experience advising on local authority housing vehicles, housing stock transfer, ALMOs, shared services and constitutional and governance matters including group structures.

+44 (0)333 006 0220 david.isaacson@TLTsolicitors.com

Corporate

Nathan Williams, Partner

Nathan advises on the tax elements of mergers and acquisitions, private equity transactions, reorganisations, funds establishment and joint ventures. His other area of specialism is tax advice (including VAT and SDLT planning) relating to complex and structured real estate transactions, real estate funds and land regeneration projects.

+44 (0)333 006 0821 nathan.williams@TLTsolicitors.com

Corporate Tax

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About TLT

An award-winning full-service commercial law firm which is built around the needs of clients and focused on delivering advice innovatively, efficiently and cost-effectively. TLT has a national reputation for its excellent client service.

With 100 partners and nearly 1000 employees and a UK-wide presence, we have the capability to deliver seamless legal advice across all three UK legal jurisdictions – England & Wales, Scotland and Northern Ireland.

We provide industry-focused services with leading strengths in the energy & renewables, housing, financial services, technology & media, leisure, retail and public sectors. Our Core legal specialisms include real estate, commercial, IT, intellectual property, corporate M&A, construction, planning, employment, pensions and incentives, tax, dispute resolution and banking and finance.

TLT is appointed to some of the most prestigious legal panels - including the Crown Commercial Services framework for major and complex projects, the National Legal Services Framework for the police, the London Boroughs Legal Alliance, Cornwall Council’s framework for commercial services, EDF Energy’s panel for construction and property services, the BBC’s panel for property services and the Oxfordshire Legal Services Framework.

We have been involved in the energy sector for over 15 years

TLT acts on a wide range of energy projects, as well as advising in relation to sustainability and energy efficiency issues. Our immersion in the sector and our wide network of contacts means that we are always up to speed with market developments and able to provide advice in context.

We are one of only a few UK law firms who have the specialist expertise to advise on a wide range of energy and renewables schemes, an outstanding reputation for innovation and a track record of working with some of the most entrepreneurial organisations in the renewable energy sector.

TLT was one of the first to market with a range of bespoke property and supply/installation documentation, allowing our clients to take advantage of the Feed In Tariff regime whilst minimising their exposure to risk.

We engage extensively with DECC on behalf of our clients and the wider industry. We have also worked in conjunction with New College Oxford and Future Climate on overcoming legal barriers to the installation of energy efficiency measurements. We do this because we are passionate about this sector and the opportunity it affords to transform and renew communities.

We have 101 partners and nearly 1000 employees and a UK-wide presence with the capability to deliver seamless legal advice across all three UK legal jurisdictions – England and Wales, Scotland and Northern Ireland.

We provide industry-focused services with leading strengths in the energy & renewables, housing, financial services, technology & media, leisure, retail and public sectors. Our Core legal specialisms include real estate, commercial, IT, intellectual property, corporate M&A, construction, planning, employment, pensions and incentives, tax, dispute resolution and banking and finance.

We are appointed to some of the most prestigious legal panels - including the Crown Commercial Services framework for major and complex projects, the National Legal Services Framework for the police, the London Boroughs Legal Alliance, Cornwall Council’s framework for commercial services, EDF Energy’s panel for construction and property services and the BBC’s panel for property services.

We advise an impressive list of UK and international clients including Barclays Bank, BBC, The Co-operative Group, Dyson, EDF Energy, Merlin Entertainments, Punch Taverns, Sainsbury’s, WHSmith, Unite Group plc, University of Chichester and University of Leicester.

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