Case Study: UWE Bristol work with the Hire Association Europe and Event Hire Association in developing the ILM Level 5 in Leadership and Management qualification for the industry

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The Hire Association Europe and Event Hire Association (HAE, EHA) selected UWE Bristol for a partnership to help develop the ILM Level 5 Leadership and Management qualification for the hire industry.

HAE EHA are the industry leading trade association for plant, tool and event hire across their sectors. They assist businesses, from sole traders to larger independent and privately owned organisations, by providing operational resources, services and benefits to support the hire and event industries.

The partnership for this pilot programme began in October 2016 with the first module “Becoming an Effective Leader”.

The course is aimed at individuals who wish to progress into hire business management. The modules cover:

  • Effective leadership
  • Motivating People
  • Financial decisions
  • Recruitment
  • Customer relations

This current course is being undertaken by 15 candidates from tool, equipment and event hire member companies.

Lynda Williams, Associate Director for Professional Programmes within UWE Bristol’s engagement centre commented:

“The course is assignment based with a practical focus, underpinned withy study strategies that reinforce the learning process. Delivered by experienced academics and consultants with students given access to supplementary e-learning resources and current research papers.” 

Thoughts from the students:

Aoibhe Murphy from STS Access:

“I like this course because it’s about leadership. I know a lot of experienced managers but not many experienced leaders, which I’ve observed, is something that’s become important, especially amongst people of my generation.

I hope to gain more knowledge which will help me progress, this is key for me as I’m aiming to be a director one day.

The team at UWE are brilliant, Inge and Graham made our whole group feel very welcome and at ease. I’m pleased that we’re doing the study away from the workplace as it allows us to focus on the learning properly, not to mention we get access to all the resources at UWE which is very useful.

I’m coping okay with the level of learning, but I’m not long out of University myself, whereas some of the other delegates haven’t studied for around twenty years, so I’m finding it less of a shock to the system!

In those first sessions I really took on board the part about motivating my colleagues, which the guys at work are hearing a lot about, and feeling the benefit! I’ve tried to create a happy atmosphere here, I’ve got Christmas music already and we have sweets all-round the depot!

I am 100% committed to completing this course because I want to go on to the level 7 and keep learning! I would recommend this course to any manager wanting to progress, it’s been really beneficial to me.”

Terry McGuinness from Allens Catering Hire Service:

“I started on this course because I wanted the opportunity to further develop and learn new leadership skills. Our business is growing and we really need to attract and retain good people and to do that you need good leaders.

Initially I wasn’t sure what I would take away from the course but already feel it has helped me use different management tools, and helped me understand how to better manage my colleagues. I’ve gained a better understanding of myself and where I need to develop.

The first day was intense, there was a lot of information to absorb! The course is well organised and there was great information delivered to us beforehand, but they got through a lot of content in that first week and it took some adjustment – I’ve not been in education for a long time!

The learning has made me look at aspects of my style of leadership; where I’m getting it right and also where I can change or improve. Even in this first week, I’ve found what we’ve been taught to be beneficial and I would recommend it to others.”

Tony Wood from Artisan Hire:

“The facilities at UWE are fantastic, and our lecturers have been very motivational and supportive; Inge, Graham and Paul are always going over and above the call of duty! If I need help I have their direct email addresses, I can send them drafts of my assignments and they offer me one-on-one support and feedback.

I’m really pleased to have passed all three of the first modules on this course, I honestly can’t believe how well I’ve done! Whatever happens I do feel I’ve gained a lot of new knowledge and overall, the whole experience has been very worthwhile.

The things I’ve learned about leadership and motivating people have given me a new perspective at work. I’ve learned to take a more moderate view of things, and be more positive with people. I’m better at understanding how some people need managing differently, things that motivate some won’t motivate others, and that can be down to all sorts of factors like people’s age or experience.

It is a hard course but it is has been worth it. I’ve had my eyes opened to new ideas and it’s made me look at myself. I feel I’ve become a better manager already, and I have an improved relationship with my colleagues.”

Graham Arundell, Managing Director of HAE commented on the partnership:

“Equipping people with qualifications, transferable skills and knowledge will undoubtedly develop professionalism and competence ultimately improving and driving the hire sector forward.”

Graham Baker who helped deliver the course commented on what has been learnt from the first HAE EHA programme:

“Practice is just as important as theory

Behind every practice is usually a theory but real life is the perfect way of understanding theory, critiquing it and developing it. Theory only acts as a simplification of life; it allows us to make sense of real experiences and in turn these real experiences allow for their testing.

Engagement with real businesses and business experiences is vital for a university. It develops links and understanding which benefits both sides. For academics it means we are able to see a whole new range of experiences which can be used in teaching or research and the relationships created are mutually beneficial.

It gives us pleasure to see how quickly students start discussing common issues and moving from the surface to the deeper ideas behind situations at work. Students quickly start to reframe work practices and see them through new lenses. This form of work based leaning allows for mutual development between academic professionals and practice professionals.

We have however also learned it is not easy for students to go back to the workplace and in the madness of everyday management, try to apply and try out their new ideas. Very quickly it seems they are pulled back to ‘Business as Usual’, which again could be related to change theory where it is argued that change is difficult to implement because it is often easier to fall back on tried and tested ways of managing and leading as opposed to putting energy into ‘change’. This has shown us that classroom ideas and insights need reiteration and encouragement to be implemented and learning sets or coaching could be a way to support and consolidate the classroom learning.

We learned that as academics, used to teaching undergraduates on ‘term time’ programmes, we need to adjust our teaching and our approach to the professionals and experience we have in the room. We need to build on existing knowledge and existing skills and acknowledge that although we are seen as the experts, the expertise is in fact shared amongst those in the room; shared amongst all of us. As such we need to be open to learning as much as the candidates need to be open to learning. The learning comes from a mutual respect, genuine interest and openness to share ideas and experiences. Transmitting knowledge from a PowerPoint stand at the front of the room is not the way to work together.”

The delegates will be presented with their certificates at Hire Trade Fair and Convention in October.

HAE and EHA will be running a second a course starting in January.

Institute of Directors’ prize awarded to Bristol Business School student for second successive year

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A student who launched an innovative healthy meals delivery service while studying at the University of the West of England (UWE Bristol) has won a prestigious national Institute of Directors (IoD) award.

Alex Gatehouse, founder of start-up company Pelico, was named Student Director of the Year at an annual awards ceremony in London celebrating directors at the forefront of leadership excellence.

His success follows that of fellow former UWE Bristol student Jamie Rawsthorne, founder of higher education analytics business Unique Insights, who won the prize in 2016. Both graduated from the pioneering Team Entrepreneurship degree programme, where undergraduates are encouraged to set up and develop their own businesses as part of their studies.

Pelico, whose co-directors are current Team Entrepreneurship students, offers its customers nutritious, chef-made meals delivered within 30 minutes for under £6. The company’s aim is to make it as easy as possible for busy professionals to eat well. Alex has steered the company’s growth and development over the past three years, helping create a successful food technology venture.

The Student Director of the Year award recognises students who have implemented brilliant and innovative projects that have created real tangible value for their audience.

Adrian Rivers, Programme Lead for the Team Entrepreneurship programme, said: “These awards are major achievements and provide added evidence of the ability of the students on our programme. Well done Alex!

“Jamie was a member of the first cohort of students to join the programme in 2013 and Alex was in the second cohort. Both graduated with good degrees. Alex’s 1st Class Honours degree classification was boosted by an outstanding dissertation in his final year, based around the future development of Pelico as a business.”

Nick Sturge, regional chair of Institute of Directors South West, said: “Our student membership has been incredibly successful and we’re delighted to have brought the award back to the South West and to UWE Bristol for a second year. The feedback we get is that the membership really helps entrepreneurial students make valuable connections, gives them access to mentoring and ensures they develop not only a portfolio of practical business tools but also an understanding of the role of effective directors in a business that will stay with them for the rest of their career.”

The BA (Hons) Team Entrepreneurship course is one of only a handful of its type in the UK dedicated to giving undergraduates the practical experience to launch and run their own ventures.

An alternative to a traditional degree, students work to a tailored programme to equip themselves with entrepreneurial and teamwork skills ready to start businesses or become effective team players within dynamic and changing organisations. The course was inspired by successful methods pioneered in Finland and tested in Spain and Hungary. The programme’s undergraduates – known as Team Entrepreneurs – develop skills in everything from event and budget management to marketing, PR and graphic design.

The course is based in UWE Bristol’s new state-of-the-art £55 million Faculty of Business and Law building and is part of Bristol Business School, recently shortlisted in the Business School of the Year category of the Times Higher Education Awards 2017.

UWE Bristol moves up three places in the Times Good University Guide

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The University of the West of England has risen three places to 57th position in the Times Good University Guide.

UWE Bristol is ranked fifth in the South West in the annual guide. The university is also top in the South West for student experience and second for teaching excellence based on the outcome of the National Student Survey figures for 2017.

Responding to the improvement in the rankings Professor Steve West, UWE Bristol President and Vice-Chancellor, said, “We are very pleased to see that we are moving forward in the right direction. Staff and students have strived over the past year to work towards making UWE Bristol an even greater place to study.

“We are among the top rated modern universities in the league table. We have invested heavily in our learning environment and seen the launch of two major buildings including the Bristol Business School and new animation and film-making studios in the past year.

“At UWE Bristol we pride ourselves on our employability results. Earlier this year the Higher Education Statistical Agency (HESA) showed we were ahead of all West Universities for employment and further study of students who graduated in 2016.

“We want to be a top 50 University by 2020 and our ambitious strategy to become the best university for practice based learning is absolutely taking shape. I would like to say a big thank you to our incredibly hard working staff who have helped us to move forward towards this goal.”

The Times and The Sunday Times Good University Guide 2018 published on 24 September, provides students and their parents with an invaluable first reference point on the path to finding a university place. It contains full profiles of all universities. The league table is made up of nine indicators including student satisfaction with teaching quality and their wider student experience, research quality, graduate prospects, entrance qualifications held by new students, degree results achieved, student/staff ratios, service and facilities spend, and degree completion rates.

Internships at UWE – ‘The past 10 weeks have been wonderful’

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UWE Bristol offer a number of opportunities for their students. Candie Walters, a third year Business and Management student, has just completed a 10 week internship in the FBL Faculty. Keep reading to find out what she got up to.

I am a UWE Bristol Business and Management student who has just completed a 10 week internship in the Engagement and Enterprise teams in the FBL Faculty at UWE Bristol. The past 10 weeks have been wonderful. I have thoroughly enjoyed every aspect, from managing social media accounts to planning events. The diversity of tasks has meant each day has been different and interesting; allowing me to continuously learn.

I was responsible for managing the social media accounts; writing weekly blogs, tweeting daily, and updating the Instagram account. I had to make sure I was aware of the different stories and activities that were going on in the university and publicise them. I created a content plan for each week covering what I needed to include in the following weeks social media posts. This meant I was able to keep track and make sure the content was interesting and informative for the audience.

Another task I was responsible for alongside Izzy, another intern, was to organise the FBL Level One Induction Activity. Izzy and I had to organise an event for 1500 FBL students in fresher’s week from start to finish. The activity consisted of four sessions spread out across three days in fresher’s week. The aim of the activity was to energise the first year students and introduce them to the enterprise pathway. The activity consisted of problem solving and crowdsourcing ideas on an online platform. We liaised with external companies, and were able use iDeeter’s online problem solving platform. It was an awesome tool to find opportunities and solve problems. Students had the opportunity to ‘up vote’ solutions and ideas in which a winner was granted a prize.

This event required event management skills along with a huge degree of organisational skills. Myself and Izzy, had to organise times, dates, groups, leaders, speakers, rooms, prizes and resources for the event; whilst also coming up with an agenda for each activity. This required successful communication with myself and Izzy as well as with other members of staff. Emailing and calling people was our main form of communication, but we also organised and held regular meetings with the academics and the iDeeter staff to ensure everyone was on board and knew exactly what was expected.

Furthermore, my role consisted of basic data entry tasks, data management, shoot logistics, event and research planning, liaising with stakeholders, project management and general organisation for meetings and car parking bookings. As you can tell, my line manager packed so much over the 10 week period for me, and I am leaving with a book full of knowledge that I can now put into my studies for my final year at UWE Bristol.

The team at UWE are the most welcoming and friendly staff I have ever worked for. They are always happy and willing to help with anything. I can’t explain how much I have learnt during my time working for UWE and I put that down to the amazing alumni team – Anna, Rachel and Laura.

I strongly recommend that anyone who is thinking about doing an internship, to come to UWE!

I am hoping to return once I have graduated! ‘


Top UWE Bristol marketing graduate to explore new markets for award-winning engineering firm.

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A graduate from the University of the West of England (UWE Bristol) who worked on the Bloodhound Supersonic Car project while studying at the University has secured a job as a Knowledge Transfer Partnership (KTP) Associate with Viper Innovations. Kim Mahoney, who graduated top of her year in 2017 with a first class degree in Marketing Communications, will help the engineering company to take its technology to new markets.

Viper Innovations, whose headquarters are in Portishead, develops fault detection systems that can monitor structural defects in cables and their insulation; last year it received The Queen’s Award for Enterprise in Innovation. Historically, Viper Innovations has worked with the oil and gas industries, but saw opportunities to transfer the highly sought-after technology to other sectors. To pave the way for this diversification, in 2016 it underwent a re-branding, changing its name from Viper Subsea to Viper Innovations.

Part-funded by Innovate UK (the UK’s innovation agency), a KTP is a three-way partnership between a business, an academic institution and a high-calibre graduate (called an ‘associate’) with technical expertise.

Although UWE Bristol is one of the partners on the KTP with Viper Innovations, the job was advertised nationwide and Kim Mahoney was selected from 30 candidates, following a series of interviews.

Viper Innovations has already started working with Network Rail and its supply chain partners to develop and apply its technology to the rail signalling power systems. Kim will support the engineering company identify, screen and evaluate additional new markets where its technology can be applied, before ranking them in order of best rate of return.

While studying for her degree, Kim directly applied her learning and honed the skills gained on the course, by working as a Sponsorship Manager on the Bloodhound project.

Kim said the KTP is providing her with invaluable experience, “This KTP presents not only a high-tech marketing opportunity, but also the experience to work with different cultures and practices, and truly shape my global marketing skills.”

Tracy Hunt-Fraisse is UWE Bristol’s academic supervisor on the project and is overseeing Kim’s work. Tracy has previously worked as Global Head of Marketing for Speedo and as Planning Director at Levi’s Europe. She said:

“We will bring business development expertise and apply tried and tested marketing methods to help Viper with their client in the rail industry to help them learn how best to approach other new markets. We will then look at markets where power outage or downtime is potentially very expensive, like hospitals or airports, for instance.”

“It’s not very often you have a marketing communications student who is interested in engineering. Kim’s background with Bloodhound has placed her in a strong position and she has a passion for finding out how things work.”

Peter Alexander, Marketing and Business Acquisition Manager at Viper Innovations, said the company aims to enter two new markets by the end of the KTP, “The University’s knowledge and experience of entering new markets with new products in different parts of the world will lead us to having a toolkit to verify and validate our ideas, and make us think differently.

”We now have the essential ingredients: the right associate and a team in place to achieve what is a challenging target.”

For more information about Knowledge Transfer Partnerships at UWE Bristol, please visit:

UWE Academics attend UWE Graduation at the National Economics University in Vietnam

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Patricia Voaden and Ray Priest represented the Bristol Business School at the UWE Graduation held at National Economics University (NEU) on August 8th. NEU is one of the leading universities in Economics, Public Management and Business Administration in Vietnam and is one of UWE Bristol’s partnership Universities.

 It is a prestigious centre for economic research and a consulting centre for economics and management.

51 students graduated from the BA Business Management and BA Banking and Finance degree programmes. Their success was celebrated in style with beautiful flower arrangements adorning the hall and hundreds of parents and staff in attendance.

This was the ninth cohort to graduate with UWE degrees at NEU and, as always, the results achieved by students were outstanding.

The new Vice President of NEUpraised the support his staff received from UWE colleagues and said that he was determined to expand provision by 2020 as part of their strategic plan.

He commented that the values of both institutions in preparing students to be confident, articulate and caring graduates was what made our partnership so enduring and asked for his congratulations to the whole of the Bristol Business School to be shared.

One student,Vu Thuy Duong, who received a First Class Honours Degree in Banking and Finance, received a special £3000 scholarship for her postgraduate studies at UWE. She received a letter from Donna Whitehead praising her for her achievements and this was read to all present. On receiving the award, Thuy said that:

                  “she promised not to let down all the staff at UWE who had such faith in her”

Congratulations to all who graduated. More information on our partnership with NEU and other institutions globally can be found here.


Professional development courses: 30% alumni discount

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To welcome our alumni to our brand new, state of the art Bristol Business School building, we’re offering a 30% alumni discount on selected courses until 8 September 2017, in the following areas:

  • Leadership and Management
  • Projects, Finance, Marketing
  • Coaching and Mentoring
  • Digital Marketing

Leadership and Management

Advancing your career or new to management? Achieve your ambitions with our range of professionally recognised qualifications and courses.

Leadership and Management (ILM Level 7)

Middle Manager Training (ILM Level 5)

First Line Manager Training (ILM Level 3)

Projects, Finance, Marketing

Want to increase your skills, knowledge and confidence at managing projects, financial decisions and marketing? Our courses are designed for the needs of the current day professional.

Managing Projects (2 days)

Finance for Non Finance Managers (1 day)

Marketing Communications (1 day)

Social Marketing (1 day)

Coaching and Mentoring

Our new coaching and mentoring courses this autumn include supervisor training and one-day top up workshops for existing coaches, alongside our full coaching and mentoring training suite for every level from beginner to ILM Level 5 and 7.

Coaching Supervision (ILM Level 7)

“The course gave me an understanding of who I am as a coaching supervisor and as a coach, the opportunity to work with a broad range of coaches working in very different contexts and with very different supervision requirements” Emir, Coaching Supervision

New One-Day Top Up Workshops:
Creative methods within Coaching and Mentoring

Psychometrics in Coaching

Introduction to Mindfulness and ACT in Coaching

Coaching, Mentoring and Well-being at Work

Coaching and Mentoring (ILM Level 5)

Coaching and Mentoring (ILM Level 7)  

Digital Marketing

Want to develop your digital engagement expertise? Learning the latest in mobile, social media, email, PPC and SEO marketing from industry experts. For marketing professionals, beginners, and anyone wanting to improve digital engagement.

Professional Certification in Digital Marketing 

“The course has provided me with knowledge and skills that can be applied to my job immediately. Every week I learnt something that had real life application. We were given plenty of opportunities within each session to put theory into practise – and to talk things through with the course leader and other professionals.” Katy, Digital Marketing

See here for our full range of business professional development courses. Please note: These include selected courses with our 30% alumni welcome discount until 8 September 2017, and courses with our standard 15% alumni discount.

For more information please contact the Professional Development Team in the Bristol Business Engagement Centre:

Who am I? Leadership seen through the lens of language and identity

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A great, thought-provoking piece by Associate Professor Dr Doris Schedlitzki.\d-schedlitzki

As a German national, I have always been both fascinated with and troubled by the romantic belief in leaders that seems to dominate life in organisations based in English speaking countries. When – as an undergraduate student – I first encountered the idea of the effective leader who can pretty much save a team or organisation single-handedly by winning followers’ hearts and minds and showing them the path to enlightenment, I was excited. This is the answer that nobody had talked about when I was growing up in post-WW2 Germany! Studying for a degree in Industrial Relations where conflict was a given assumption of daily reality in the workplace, this idea of leadership felt nicer, warmer and promising harmony (Collinson, 2012; Learmonth and Morrell, 2017). It was like leaving the cinema after watching a big blockbuster movie where, through tenacity and bravery, the hero comes forth to save the day.

Alas, this fascination was soon marred when I embarked on my PhD in leadership studies and cracks in this positive image of the heroic, effective leader started to appear when trying to compare forms of leadership in Germany and the UK. As a native German speaker, I was lost for words. I simply could not translate the words leader, manager, leadership and follower into the German language (Jepson, 2010). The meaningfulness and indeed power of the language of leadership, intertwined so deeply with and dependent on the denigration of management (Ford and Harding, 2007), was lost. The realisation that language mattered and that without an ability to articulate a sense of self as leader or indeed follower was significant and opened up avenues for exploring my own aversion to being called a leader or follower.

Through my research into leadership, language and identity, I have explored some of the manifold ways in which language matters for our understanding of the concept and practice of leadership. By exploring notions of leadership and management in the German language (Jepson, 2009; 2010) and in Welsh (Schedlitzki et al., 2016), for example, I have highlighted the importance of paying attention to culturally and historically embedded meanings of leadership but also warned of the dangers of oversimplifying and stereotyping the connection between nationality and leadership so as to recognise diversity in meaning within and across languages. With colleagues (Schedlitzki et al., 2016; Schedlitzki et al., 2017) I have called for a research agenda in leadership studies that pays attention to the importance of language, giving voice to currently muted and diverse meanings embedded in non-English languages and regional dialects. This may bring to the fore other, culturally embedded notions of organising that are more meaningful for individuals’ sense of self in the workplace than the idea of the effective leader.

But we do not have to venture ‘abroad’ to realise how much language matters for our understanding of who we are – our identity in the workplace. Myself and colleagues (Schedlitzki et al., 2017) have joined others (e.g. Ford and Harding, 2015) in questioning the ease with which we assume that individuals will see themselves as leader and/or followers in their daily working life. Whilst some may identify quite readily with being a leader, others will experience the daily frustration of wanting to be a leader but feeling like they never quite reach the mark of the effective, great leader depicted in the media and literature. Why is this so? Some argue it is the lack of ‘real’ followers in the workplace (Harding, 2015); others (Collinson, 2011; Ford, 2010; Liu and Baker, 2016) argue that the language of leadership conjures up an image of the ideal leader that is predominantly white, male, masculine, middle class, able bodied, heterosexual and middle aged. Coupled with near heroic abilities of a leader promoted through popular theories like transformational leadership (Alvesson and Karreman, 2016), we start to realise that this effective leader image is highly exclusionary and often unattainable (Ford et al., 2008).

So, where does this leave us? Gaining an understanding of the manifold ways in which language matters for our understanding of leadership and sense of self in the workplace may indeed give us a sense of control over who we can be. Understanding the language of leadership in our workplace may enable us to see the image that it creates of an effective leader and the extent to which we fit into this image or resist it. This may help to make sense of barriers we are experiencing to developing a sense of self as a leader or follower. This insight may also invite us to try and influence both the organisational language of leadership and the image conjured through this language to make space for alternative meanings and images of leadership – or indeed other forms of organising – that are more meaningful for our sense of self.

Zainab Kahn’s Visit to Amman Jordan

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Dr Zainab Kahn is UWE’s Leader for Continuous Enhancement (Law) and works closely with overseas partner institutions to engage international students in postgraduate roles here at UWE. She is extremely passionate about ensuring an outstanding international student experience and capturing external engagement to the fullest.

Dr Zainab Khan’s most recent visit was to Amman, Jordan for a week, to take part in exhibitions and meet with a number of agents as well as Faculty Management at some of the local universities. She had a full packed schedule that included productive meetings with the University of Jordan, Al – Ahliyya University and the Applied Science University. Furthermore, Zainab also delivered promotional presentations to students interested in coming to the UK for postgraduate studying opportunities. UWE offer international students a number of ways in which they can study and earn a postgraduate degree which they may not be able to do in their home country. Zainab’s trip was to assess the potential for international partnerships for business and law. These partnerships will aid the exchange of both students and information. The positive reception and interest in UWE and our provision in postgraduate opportunities is great news from this trip.

Zainab and UWE are looking forward to future collaborations and increased student numbers from the Middle East. Universities like, UWE are constantly looking to develop and extend the external engagement and enhance each student’s experience.

Svetlana Cicmil received the Lifetime Achievement Award for Research

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At UWE Bristol there is a significant amount of research that is carried out by both students and academics. Academic research involves many activities besides the research which requires a dedicated, enthusiastic individual. It enables individuals to enhance their studies alongside engaging in critical aspects of a particular subject.

On June 14, Svetlana Cicmil, Director of Doctoral Research in the Bristol Business School and Bristol Law School, gave the acceptance speech in Boston, having received the Project Management Institute (PMI) 2017 Lifetime Research Achievement Award. This was for the impact and contribution of her research and leadership of the Making Projects Critical (MPC) scholarly movements have made on the concepts, knowledge and practice of project management. Svetlana has been influential and been a part of UWE Bristol for three decades working on project-based environments initially; then as a practicing civil engineer and later as an academic. Her sustained published body of academic research, including monographs, book chapters and peer reviewed papers over the past decade have made significant movement in Making Projects Critical.

During Svetlana acceptance speech, she reiterated the uniqueness of this award as a collective achievement of all the academics, PhD researchers and practitioners from across the world who have enrolled on Making Projects Critical and contributed to the workshops over the past 15 years. It has produced extensive compilations of the published work and educational activity.

She said:

‘I am very proud of this award. It tops up a number of other national and international recognitions of the research my team and I have done to highlight new theoretical avenues and understandings of project-based organising, project management practice and projectified society.’

UWE Bristol would like to congratulate Svetlana Cicmil on receiving this award. She is a great asset to the Business and Law Faculty and we are pleased to see her get recognition for her outstanding achievements.