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supply base for the companies varies significantly. As stated above, this reflects the very diverse nature of the environmental technologies sector. Env 1’s supply base is mainly national, Env 2 obtains more of its supplies from international suppliers, and Env 3 receives a high proportion of its supplies from within Greater Lincolnshire.

9.20 Env 1’s supply requirements are mainly based around the training of staff which involves several types of specialist training, recruitment of engineers who make up the bulk of their staff and hotels for engineers to stay in near the sites they work on. Training is one of the single biggest spends, where they use four or five different companies. If they can use local ones, they will do so, but the need for such specialised training means looking outside the county. However, all the companies they use for training are UK based and are SMEs. The local suppliers they use are in Grimsby, where Env 1 is also based. Their sole client, Siemens Wind Power, requires that on top of generic offshore wind training, that their technicians receive ‘Siemen-specific’ training, which Env 1 are charged for by Siemens. This makes Siemens a special case in being both a customer and a supplier. As Siemens is their sole customer, this specialist training increases their dependence on, and commitment to, Siemens.

9.21 Siemens supply their own technicians on the whole, so on the occasions they come to Env 1 for technicians, Siemens require very specialist skills. This has resulted in Env 1 being unable to source their own employees locally; only two employees are local. Conversely, Env 3 is able to source most of its employees locally, however, the directors of the company come from further afield, such as Scunthorpe, which implies a lack of specialist skills in the Lincoln area. While Env 2 have managed to employ all their staff from the local Lincoln area, they have had to invest significantly in training to ensure their staff could provide the right skills for the business.

9.22 Env 2 have very few UK suppliers, in proportion to their turnover, even though the UK is able to supply them with solar PV panels. Their main spend is on hi-tech components for solar PV installations and these are currently sourced from Western Europe, as the price is competitive compared to UK suppliers. This demonstrates, however, the potential for the UK (and possibly for Lincolnshire), to take advantage of this market.

Obviously the development of any hi-tech manufacturing base requires many different facets.

9.23 Env 3 also look to Western Europe for a significant quantity of their waste plastic, as well as all across the UK. This is due to the nature of the business and their inability to capture the majority of the local supply of waste plastic, as potential suppliers are often caught up in long-standing contracts with other businesses that they are loyal to. Their main suppliers tend to be MeRFs (Materials Recovery Facilities), as well as contractors of local authorities, for example, Bifa.

9.24 From those companies interviewed, it is understood that when businesses are selecting suppliers, they consider quality, price and their own cost reductions, practicality and supporting the local economy, and generally in that order that is supporting the local economy is the last consideration. All the businesses use several local suppliers, even if they do not supply the bulk of their supplies. Lincolnshire can clearly support some of this sector, but not in the specialist supply areas that are required. For example, Env 2 source all their solar PV panels and specialist components from Germany, but they are able to use a local supplier for their electrical wiring. Env 3 have very few of their main suppliers for plastic waste in Lincolnshire, as the area would not provide enough material for their business, but they still use local suppliers for supply of engineering work, electrical goods and electrical equipment. Quality and price has meant that companies like Env 2 have had to turn to Western Europe (Germany and Denmark) for specialist equipment and products in renewables. The Asian and British markets cannot compete in this sense (anecdotally, the Asian market is much lower quality).

9.25 There is huge potential for the supply bases of the businesses within the renewables sector to diversify if they chose to broaden their services. Their supply chains could also become more localised, but at present the need for very specialist skills and products requires these businesses to source from outside the local area, which was especially noted for Env 1 and Env 2 for the majority of their supplies.

Environmental Technologies Sector Supplier Linkages Table

Location Identified Businesses and Organisations

Greater Lincolnshire

Hindles, Spot-on Electrical, CPC, AAA, a local recruitment company, Hammond and Taylor, Cromwell Tools, Holsalls, Platinum, Apollo Engineering, MSI (Modular Silo Industries)

UK Doncaster Cables, EON, recruitment company in Manchester, Private

companies in Hull, Aberdeen and Northshields, Fleetwood Nautical College, Hota College, NARC, TAG, KPMG, UK Hotels in general, Survitic

Environmental Technologies - Location of suppliers and percentage of turnover Business Percentage of Business Turnover Number of Suppliers Lincolnshire 25 3 UK 67 8 Env 1 International 8 1 Lincolnshire 37 5 UK 0 0 Env 2 International 62 4 Lincolnshire 86 UK 14 Env 3 International 0 9.26 Customers: The customers identified from the interviews are shown in the

Environmental Technologies Customer Linkages Table, shown below. The renewables sector, from our consultation, would appear to be prone to dependence on single customers. This causes feelings of instability, for two main reasons; the company is dependent on the stability of their major customer; and they are restricted in terms of business strategy by their customer’s demands. Env 1 is an example of such a business, which currently relies solely on Siemens, as a single customer. This is partly due to the UK wind market being dominated by Siemens; for example, Siemens are currently set to control ~87% of the market for Round 2 of UK offshore wind power installation. However, Round 3 is open to competition, so planning for the future and opportunities to develop a more diverse customer base is essential in making Env 1 more stable and less dependent. However, Env 2 and Env 3 manage to keep a broader customer base, and can do so, due to the nature of their business.

9.27 Env 2, out of those interviewed, is the business with the most local customers and with the largest quantity of customers. This would be expected due to the nature of their business supplying to both domestic and business premises. Only 5% of their business last year came from outside the Lincolnshire. There is currently significant demand within Lincolnshire for renewable energy across schools, farms, hospitals, domestic and commercial clients. Although customers will generally be one off purchases for each type of renewable energy installed, as the county develops, more sustainable buildings and renewable energy installations will be required.

9.28 Env 3 have been able to sell their products (their main one being PET bottle preforms) to several clients, and their customer base stands to grow as more drinks and plastics companies require lower cost and more environmentally friendly bottles. Their biggest client is Coco-Cola, but unlike Env 1, they do not have such a large dependence on them, despite stringent customer demands. Env 3 are in discussion with other large drinks companies such as GSK and Britvic, who they might supply. The nature of their business means that they can have customers world-wide, and indeed have an office in Hong Kong, with two employees, to take advantage of the global market. Env 3 also has a small sales office in Newcastle, consisting of five staff.

9.29 Env 2 will continue to diversify their portfolio of products and services again, as although they had large number of customers last year, most were as a result of Government support with Feed-in-Tariffs; the basis of which is now changing. While the changes to Feed–in-Tariffs has caused some uncertainty for Env 2, they have been able to get around this by diversifying (for a second time) into other renewable energy markets and sustainability products. However, they still feel that all parts of this sector are dependent on Government legislation and support which is changeable and inconsistent, and therefore makes business planning challenging.

9.30 The following tables list the suppliers, customers and collaborators of each of the renewables and environmental technologies businesses that were interviewed. These have been divided into the local area (Greater Lincolnshire), the UK and International. The tables, therefore, give an idea of the scope of supply chains in Lincolnshire, and to what extent they are dependent on businesses outside the local region. The tables below the ‘Linkages’ tables, which quantify supplier and customer linkages by percentage of business turnover, specifically for each business interviewed, give a more definitive picture of supply chain dependencies geographically.

Environmental Technologies Sector Customer Linkages Table

Location Identified Businesses and Organisations

Greater Lincolnshire

Mountain Recycling, Housing Associations, schools, churches. Domestic clients, farms, commercial clients

UK

APPE, Sharpk, Coco-Cola/APla, Constar, Signod, small number of farms, schools etc for solar power

International Siemens Wind Power

Environmental Technologies - Location of customers and percentage of turnover

Business Percentage of Business Turnover Number of Customers in last financial year Lincolnshire 0 0 UK 0 0 Env 1 International 100 1 Lincolnshire 95 356 UK 5 19 Env 2 International 0 0 Lincolnshire UK Env 3 International Supply Chain Interdependencies and Collaboration

9.31 Supply Chain Interdependencies: The businesses interviewed do not depend on a