one magazine - December 2010

T h e a w a r d w i n n i n g m a g a z i n e f r o m t h e A n g l i a n Wa t e r @ o n e A l l i a n c e
03 UP CLOSE AND PERSONAL
With our standard products
04 A FLYING START
AMP5’s fast-track success
08 ARE YOU FIGHTING FIT?
Board’s rallying call
I s s u e
1 0
D e c e m b e r
2 0 1 0
LEAN
ON us
To help identify, measure
and remove waste. Page 5
One_winter2010.indd 1
3/12/10 12:55:07
safety first
02
If you have a story or project
that you would like to see in
magazine, please contact
Managing Editor, Grant Tuffs,
tel: 01733 414108, or email
[email protected].
Alternatively, please contact one
of our correspondents below:
Grant Tuffs
Tel no: 01733 414108
[email protected]
Rebecca Simpson
Tel no: 0114 232 9614
[email protected]
AN
ENCOuRAGING
sTART
Safety continues
to be, and will always
be top of our agenda.
See story page 10.
By now everyone in the @one Alliance
should be aware of the challenges we’re
tackling in the AMP5 period ahead,
not least the 20 per cent affordability
challenge, the drive to reduce embodied
carbon by 50 per cent and operational
carbon by 20 per cent.
But I’m confident that we can achieve
success because we have a robust business
plan in place and a strong, integrated
management team.
It’s early days, but we’ve made an
encouraging start. Teams are already
coming forward with solutions that respond
to both the carbon challenge and the
affordability challenge.
What’s being demonstrated in these
solutions is that people are already thinking
about carbon and sustainability in design
and construction, which is great to see.
now the challenge is to ramp that
effort up because we have to deliver
more than £100 million of work before
the end of our first year. We also need
to deliver a consistent and reliable
performance across the gateways in
our Capital Delivery Process.
I’m sure we’ll achieve these challenges
as we continue our quest to be a leader
in capital delivery across any sector.
Read more about what the Alliance
Board members have to say about our
journey into AMP5 on pages 8 and 9.
Dale Evans, Director @one Alliance.
Contents
Jeremy James
Tel no: 01733 414156
[email protected]
04 Top class
Grant’s mentoring work
06 Love every drop!
Water at the heart of living
Vicky Gillibrand
Tel no: 01706 626333
[email protected]
04
Julie O’Fee
Tel no: 01737 856553
[email protected]
10 Passport please
Work Safely induction
12 Here to assist
Meet the Enabling Team
Pamela Weeks
Tel no: 0113 307 3073
[email protected]
15 Let’s keep talking
Communication is key
07
Sue Ledgerwood
Tel no: 01642 334263
susan.ledgerwood@
akersolutions.com
07 Sustainability in design
Challenging carbon output
Produced by
12
Cover picture: lean Engineers Dodie Grant
and lynne Hamilton. Read their story on page 5.
Publications - 01904 479500
December 2010
One_winter2010.indd 2
3/12/10 12:55:40
News
STAnDARD PRODUCTS
‘LEAD’ THE WAY
Teams take a tour of the unit when it was delivered
to Thorpe Wood House in September.
We all understand the need to consider
standard products wherever possible,
but it’s always nice to get up close and
personal with them every now and then,
and to see how they can save you time
and money.
That’s why the new Orthophosphoric Acid
Dosing standard product was brought to
Thorpe Wood House on the back of a lorry
and craned into position for teams to touch
and feel, and to see what it looks like and
how it works.
In AMP5 the @one Alliance is expecting to
deliver 24 Ortho Dosing unit schemes. Buying
this standard product in bulk will save almost
£1 million and because it’s manufactured off
site, there’s no waste and every unit is the same.
“This is an excellent example of how giving
a supplier commitment to a known demand
across projects and early visibility of the
programme enables them to pass efficiencies
back to Anglian Water,” said Warren Bigwood,
Senior Buyer IProcT.
Inside, all was explained.
Product Development Manager, lindsey
Taylor, said: “This is also a great example of
Alliance teams working together. From start
to finish, Product Development and Integrated
Procurement have worked closely with the
project team to bring this Ortho Dosing
standard product to a smooth, successful
conclusion. It’s a really good example of how
a project should work.”
If you use a standard product on your project
– make sure you claim the efficiencies! Simply
claim the product on your scheme efficiency
log. For more information, call Lindsey on
01733 414451.
HIGH LEVEL TRIO GIVE
NOD OF APPROVAL
The Non-Executive Directors of
Anglian Water were impressed
by the @one Alliance during their
visit to Thorpe Wood House in
early September.
Robert napier, John Watkinson and
Christopher Garnett spent time with
various teams to see how the Alliance
is delivering against the AMP5 Capital
Delivery business plan.
With many schemes underway and
some already completed for year one,
the visitors were very impressed with
progress so far.
John Watkinson said: “Building on
‘best in class’ isn’t easy, but everyone
seems very clear and very united in
how it’s going to be done, in terms of
efficiency and affordability.
“I noted a few areas of opportunity,
so it will be good to see how things
progress,” he added. It’s hoped the three
will return for a follow-up visit next year.
03
Pictured during the high level visit are, from
left: Christopher Garnett, Chris newsome,
Director Asset Management (and Chairman
of the Alliance Board), John Watkinson, Dale
Evans, Director - @one Alliance and James
Hampson, Waste Water non Infrastructure
Programme Area Manager.
AWARD REWARD FOR INNOVATION
Installing the diffusers at Basildon and
Chelmsford Wastewater Treatment Works.
Mark is pictured with the award, surrounded by Daniel Simpson, AW Process
Controller, Basildon, Ian Hammond, Hydrok UK, Area Manager, Roger Babington,
AW Treatment Manager, Southend, Peter Caldwell, Alliance, Process Design Engineer,
Gary Wakley, AW, M&E Asset Engineer at Basildon Wastewater Treatment Works.
Alliance teams are bubbling with pride after winning
a much sought after global accolade – the Skanska
Green Award – for their high efficiency aeration process
development work.
The entry focused on the Basildon aeration scheme, which
has now been extended for use at Witham and Chelmsford sites
by the Alliance and Anglian Water. It’s also been built up into a
standard product.
Mark Humphries, Production Manager for Wastewater non
Infrastructure, said: “Oxygen transfer from air into fluids is an
essential process in waste water treatment. Smaller air bubbles
increase transfer efficiency.
“We’ve introduced a system for high efficiency aeration new
to the UK, with diffusers and efficient blowers in several projects.
The result is an astonishing capacity increase of 15 to 20 per
cent, while reducing energy needs by about 20 to 30 per cent
and consequently CO2 emissions.
“For a client like Anglian Water (AW) this generates
substantial savings as well as increased water quality. And this
solution is transferable to other water and wastewater projects.”
>> >> FAST FACT - £10 million below affordability
One_winter2010.indd 3
December 2010
3/12/10 12:56:04
News
AMP5
OFF TO A FLIER
04
The @one Alliance made a fantastic start
to AMP5, setting a terrific benchmark
for others to follow.
And it wasn’t easy. The first Wastewater
non Infrastructure project of AMP5
was a fast-track challenge at Witcham
Wastewater Treatment Works near Ely in
Cambridgeshire. The site needed upgrading
to meet new Environment Agency
compliance consents and to cope with
additional housing growth in the area.
With a short design time and a
construction window of just 12 weeks,
teams also had to provide a small footprint
solution at the lowest cost.
Project Manager, Paul Green, said:
“We installed four lamellas* which had
been recycled from another site; refurbished
two pumping stations and fitted various
flow and return pipelines underground.
We also added two new control panels
and upgraded the telemetry.
“The highlight of the scheme was the
installation of four, small-footprint reed
beds. Traditionally reed beds are the size
of a football pitch, but we were able to
reduce that size by two-thirds using an
innovative approach.”
Using technology new to the Alliance,
the small reed beds were made from
baskets filled with different sized pebbles in
two different zones with an array of reeds
in each of the baskets. This allows water to
flow through the pebbles more naturally
with the reeds doing their work on the
solids capture more than the traditional
‘hole in the ground’ artificial reed beds.
Said Paul: “There was success at every
stage of this project. The business plan
cost for Witcham was near to £1.4 million
and we delivered, on time, for £960,000,
saving more than £400,000.
“Using less space also saved a lengthy
procurement process for buying the
land and applying for permissions and
land change notices which in turn could
Above – the lamella tanks. * A lamella –
is a water treatment process that features
a rack of inclined metal plates to separate
solids from liquids in effluent streams.
Below – the small footprint reed beds.
have proved detrimental to the delivery
programme and environment. We also saved
embedded and operational carbon.”
Grant’s a class act
The talk is all about technology and innovation, but this time it’s not
coming from an @one Alliance meeting room. Instead it’s coming from a
classroom, and the fresh thinking and new ideas about engineering are
being discussed by 12 and 13-year-old pupils.
Helping to encourage this next generation of engineers is Alliance Principal
Electrical & ICA Design Engineer Grant Smith (pictured left) who has been
mentoring pre-GCSE students in his own time since 2002.
“I got involved in mentoring through my role as Chairman of the Institute of
Engineering and Technology (Peterborough branch)” said Grant.
“Over the years I’ve worked with children at the Thomas Deacon Academy and
the King’s School in Peterborough. Personally the students never fail to impress
me with how much they learn and how much they retain from what I’ve said in
previous meetings.
“From a business point of view, I’ve taken the teenage pupils on a tour around
Wing Water Treatment Works and we’ve undertaken a project to examine water
usage in schools. You never know, these students could be our next generation of
Alliance engineers.”
As part of its Corporate Responsibility and Sustainability strategy,
the Alliance invites engineers to subscribe to the Science, Technology,
Engineering and Mathematics (STEM) Ambassadors’ initiative.
The programme aims to enable young people to develop their
creativity, problem-solving and employability skills on STEM subjects.
If you’d like to become a STEM Ambassador, please email Alliance
Corporate Responsibility and Sustainability Manager, Davide Stronati,
on [email protected]
December 2010
One_winter2010.indd 4
>> FAST FACT - 11 projects through Gateway 5 at the end of October.
3/12/10 12:56:21
Waste
CUTTInG OUT
WASTE
The @one Alliance is committed to identifying
and measuring waste, then systematically
working to remove it to become more efficient
and effective in the delivery of capital projects.
Waste, put simply, is any activity that doesn’t
add value, including construction materials
going into a skip, repeating an activity that
wasn’t right first time and ‘wasted time’ when
a task can’t be carried out because a previous
task hasn’t been completed or an unforeseen
blocker becomes apparent.
The Alliance reports its high level waste
performance through the Waste Index, this
is split into three key measures – re-work,
materials management and reliability – which
are tangible indicators of its performance. The
Alliance has targets for each of these three
areas which the lean Engineers (see below)
are working to and developing tools and
techniques to achieve.
The Alliance is also pioneering in the
construction industry because it has developed
and modified tools (like Plantrac and
Punchlists) and metrics (such as rework) that
are aligned to the principles of lean. lean is all
about doing more for less, by eliminating non
value adding activities and waste.
Spearheading the waste initiative for the
Alliance are lean Engineers Dodie Grant and
lynne Hamilton.
“We’re moving into AMP5 with lots of new
people, some of whom might not be too clear
about the detail of the waste initiative, so
we’re spreading the word that we’re here to
help,” said Dodie.
“Waste has an impact on almost every
project, and we have the tools and technology
to help people improve their work processes,
so please involve us as quickly as possible.”
lynne said: “To help share ideas and
generate some joined up thinking, we’re
creating a Waste Reduction Group in each of
the four programme areas.
“We’re also setting up pilot projects in each
of the programme areas working with project
teams to help develop their use of Plantrac.
We will also be undertaking similar work to
help develop the ‘Designing out Waste’ tools.
By working with these smaller groups we hope
that people can get a thorough understanding
of what it is we do and why.”
But process improvement isn’t a quick fix.
Dodie and lynne need the teams to give them
data from which to work. Once they have
that data, they can then identify the process
improvements to make your job easier.
er.
Waste is one of the six key
initiatives being applied across
all of Anglian Water’s capital
delivery routes, but what does it
mean and what’s expected of you
to make it a success? Read on to
find out more.
05
Case study
delays due to
In AMP4, projects experienced
g signed off.
bein
the acceptance criteria not
-in to what
buy
ted
limi
in
This also resulted
ction by
stru
con
for
ed
pos
pro
g
was bein
Operations.
ign Team
To improve the situation, the Des
I)
(WN
re
uctu
astr
Infr
Non
er
for the Wat
me
sche
Barrow Pathogen Intervention
, the Supply
spent half a day with Kevin Fish
lained
exp
y
The
me.
sche
the
Manager for
(ACD) and
nt
ume
Doc
eria
Crit
nce
epta
the Acc
ction process
talked him through the constru
d.
use
be
to
that was going
th from the
This half day exercise cut a mon
getting the
of
hod
project timeline, so this met
other
on
ed
tinu
con
g
ACD signed off is bein
.
WNI schemes
Lean Engineers Dodie and
Lynne - waiting for your
call to eliminate waste.
For more information, call
Dodie on 01733 414114 or
Lynne on 07971 333700.
December 2010
One_winter2010.indd 5
3/12/10 12:56:47
News
On the hunt for
new talent
06
Job opportunities are opening all
the time within the @one Alliance
and the organisation is keen to
hear from anyone who knows of a
good candidate, including friends
and family.
People Development Manager,
Ann Jones, said: “The Alliance is a
great way for someone to develop
their career. As well as being at the
forefront of our industry, we have
seven partner companies offering
even more exciting opportunities.
“Once employed, individuals will
find themselves gaining experience
and knowledge from colleagues who
work in a whole host of industries,
not just water.”
A recruitment bulletin is circulated
regularly within the Alliance and
to partner companies.
Jobs are also advertised on
www.onealliance.co.uk/opps.aspx
FAST FACT
>> 481
people
are working
in the Alliance.
let’s love
every drop
Anglian Water has launched an ambitious and
visionary campaign to encourage its customers, and
those who work with the company, to put water at
the heart of a whole new way of living.
The novel campaign is called love Every Drop and
it’s about helping people to understand the realities of
water use and climate change in the region where, in the
future, more people and even less rain could make filling
the kettle and doing the washing a real challenge.
Managing Director, Peter Simpson, said: “As a
company we need to act today, while thinking 25 years
ahead, so we need to find the solutions that will keep
the taps running and our customers satisfied.
“Our aim is to encourage people to realise just how
precious water really is, so we’re working with everyone
who influences water use in our region – housing
developers, retailers, manufacturers, government
and customers.”
love Every Drop is going to transform the way Anglian
Water does business. More information about the
campaign and how colleagues, including those in the
Alliance can get involved will be revealed soon.
“Our aim is to
encourage people
to realise just how
precious water really
is, so we’re working
with everyone
who influences
water use in our
region – housing
developers, retailers,
manufacturers,
government and
customers.”
For more information, read (or download) the manifesto from
www.anglianwater.co.uk
Quality of customer service has to rise
Water companies in England and Wales have to further
improve the quality of service they provide to customers.
In April 2010 the water regulator Ofwat introduced a new
Service Incentive Mechanism (SIM) to replace the Overall
Performance Assessment (OPA) which had reached its limit.
The SIM will now form one element of the package of
incentives that comprise the determination of price limits for
companies for 2010 to 2015.
From now on, water companies will have to indentify their
customers’ needs, deliver services designed to meet them and
continually try to improve those services within the price limits
it sets.
The SIM is based on two customer measures – quantitative,
the number of unwanted customer contacts and qualitative,
December 2010
One_winter2010.indd 6
a customer survey run four times per year. Water companies will
be rewarded for providing ‘good customer service’ by being allowed
to raise prices and penalised for ‘bad customer service’ by being
forced to reduce prices.
In the Alliance, you may think that direct customer contact is
not that common, but we do meet customers all the time,
particularly on first time sewer schemes. It’s important we
maintain our already high standards as any customer could be
surveyed under this new measure.
For more information, telephone
Communications and Customer Manager,
Grant Tuffs, on 01733 414108 and go to
www.ofwat.gov.uk
>> >> FAST FACT - 15 kilometres of sewer rehabilitation completed.
3/12/10 12:57:04
Sustainability
IT’S TIME TO
THINK DIFFERENTLY
AMP4 thinking just isn’t going to be enough to succeed in reducing carbon to
the levels that are targeted for AMP5, so @one Alliance teams are going to have
to think differently, innovate and apply knowledge even better at the start of
each project. It’s called sustainability in design. Read on to learn more.
In the last edition of one magazine, we told
you how the Alliance Board had signed up to
a Corporate Responsibility and Sustainability
Policy Commitment to deliver sustainable
assets for Anglian Water.
Part of that commitment is reducing
embodied carbon by 50 per cent. Embodied
carbon is the carbon that is used in creating
the things we build. So the challenge is to
build less and select materials with lower
embodied carbon. The second challenge is to
reduce operational carbon by 20 per cent (this
is the carbon that is used in power, chemicals
and vehicle movements as a consequence of
operating the assets). This needs the Alliance
to develop designs that really drive down
operational and maintenance requirements.
“Both of those carbon targets are tough so
we’re developing an approach to sustainability
that starts to address the issues,” said Peter
Caldwell, Lead Sustainability Champion.
“To achieve our carbon targets, we have
to challenge the need for a project from the
outset, because that’s where we can make
the biggest impact, we have to “unleash”
innovation and we have to accelerate the
application of best practice from lessons
learnt. In AMP4 we typically waited until the
end of a project before we got any technical
feedback.”
He added: “Our aim is to increase the
challenge at the start of every project
and speed up innovation and technical
knowledge transfer within the organisation.
“So we’ve created a Sustainability in
Design Group, with Sustainability Champions
who are going to work in each area of
the Alliance. Their job is to act like human
knowledge hubs, so they provide a focus
for driving sustainability in their programme
07
area. They will search out innovation through
whatever sources they can, internally or
externally, before spreading that learning
around the design teams.
“The Champions will track good practice
and great challenges and make sure they are
circulated around the design teams so that
everyone can find out about them much
quicker.”
Peter added: “This work will then build
on other sustainability developments and
innovations that are coming through Anglian
Water and the Alliance.
We’re working closely
with all the other
teams to create a new
culture for capital
delivery, with people
communicating all
the time.”
Case study
up was
The Sustainability in Design Gro
launch
the
At
r.
obe
Oct
launched in early
presentation
a
n
give
e
wer
ues
eag
meeting, coll
.
ject
about the Bedford Growth Pro
lane and
tion
aera
Rather than build a new
ater
stew
Wa
ford
Bed
at
associated tanks
to
ng
goi
is
nce
Allia
the
rks,
Wo
Treatment
efficiency,
her
hig
a
refurbish two existing lanes to
ead of
inst
ks
tan
r
fou
ld
refurbish filters, and bui
more
by
on
carb
ied
bod
em
six. This will reduce
will
l,
ona
operati
than 60 per cent and, when
the site.
of
n
ptio
sum
reduce the overall energy con
the
uce
red
h
bot
to
ing
Peter said: “We’re aim
increase
as
l
wel
as
,
site
a
of
n
ptio
energy consum
flows from a
its capacity to treat wastewater
30,000 population increase.”
The sustainability champions –
getting people to think differently
from left: Tichatonga (Tich) Mhlanga
– WI, Peter Caldwell – WWNI,
Terry Parsons – PADM managing
sustainability in design and Ant Hobbs
– WNI. Shown inset is Pragni Parmar
– WWI.
For more information about sustainability in design, contact
your champion, or telephone Peter on 01733 414495.
.
December 2010
One_winter2010.indd 7
3/12/10 13:08:47
AMP5
Getting closer to our fighting weight
In our last edition we told you about the challenges facing the @one Alliance in
AMP5. We also reported in detail on the plan to achieve success. Here we reveal the
thoughts, expectations, challenges and priorities of the Alliance Board members as
we approach the end of year one.
08
If we can continue delivering on our promises, including the enhanced efficiency challenges, whilst working safely,
the future of the Alliance is strong.
The foundation is fantastic and we have the right people in place. It’s clear from what I’ve seen already, that teams
have taken a step shift from where we were in AMP4, to what’s needed to meet the challenges in AMP5.
We must continue to make the right whole life cost decisions, because the assets we’re creating are going to be
around for between 15 and 60 years.
The challenge now is to increase the rate of flow through the system to get to our fighting weight. We’ve delivered
around £30 million of approved work so far which is good, but we have to deliver more than £110 million before the
end of year one.
But the story is positive and we’re doing lots of things differently, not least reducing embodied carbon and
operational carbon, which is something the other water companies aren’t focusing on so much.
Chris Newsome, Chairman of the Alliance Board.
The commercial alignment between the seven principle organisations and our supply chain partners is unique. Our aim
now is to further unlock the potential that this collaboration offers to secure an industry-leading frontier status.
It won’t be easy, leading never is, but as with all teams, it’s the contribution, commitment, discipline and
professionalism of every one of our people that will make the difference.
We’ve set ourselves some important challenges, particularly on affordability and carbon. Meeting these challenges,
securing our year one expenditure of £116 million and doing it all safely will require everyone’s continued focus and
commitment over the next few months.
Dale Evans, Director - @one Alliance.
Although we’re moving into AMP5 with our existing partners, it’s clear we’re going to need a step change to
not only do things better, but also to do things differently if we’re going to meet the affordability challenge.
We also need to sharpen up on control, and by that I mean doing things consistently and in a measured way.
We need to ensure we achieve the planned gateways of our Capital Delivery Process to prevent compressing the
commissioning at the back-end of a project, which was a feature of AMP4.
Managing within governance is also key to our success, for example operating within approvals by the Capital
Investment Groups. We need to be planning to deliver within approvals, or where we are forecasting to go over,
then we need to go back to the Group for further approval in advance of the spend to enable choices to be
made. Better still, we should be looking to contain costs within the original approval.
John Karolski, Head of Finance and Performance.
The Alliance proved in AMP4 that it had the ability to adapt and develop to meet the challenges set back then.
I think it’s important for us to maintain that mindset and to continue confronting challenges early on so that
we’re best positioned to move forward with Anglian Water into AMP6 and beyond.
In the future Anglian Water may be forced by European regulations to source suppliers by competitive tender,
which is fair enough. Our response to that should be to keep developing, continue thinking differently and
continue delivering success so that we put ourselves in the best possible position to be Anglian Water’s supplier
of choice in the future.
Roger Pyle, Executive Director Grontmij.
The exciting thing about the Alliance is the alignment, openness and honesty that exists from all sides. Anglian
Water has set us a tough challenge, but it’s very clear and everyone in the Alliance knows exactly what they
have to do to achieve success.
My ambition for the Alliance is for a game-changing environment that would allow people, individuals and
companies to succeed and rise to the challenges that we all face in today’s society of doing more for less. It’s a
big ask and will require new ways of thinking and working.
It will also require people to perform at the highest level throughout the organisation, but I believe
fundamentally that the Alliance is full of talented and clever people who should be able to rise to the challenge.
Ian Kirkaldy, East Region Managing Director, Black & Veatch.
December 2010
One_winter2010.indd 8
3/12/10 12:57:56
The approach pioneered by the Alliance is not the easy option. All our teams have to totally outperform the
programme to be successful and operate in complete partnership. It’s extremely challenging to plan, manage
and implement a successful culture, but that’s what’s needed if we are to unlock the business efficiencies.
People will have to go the extra mile and continue to be provided with strong leadership, which it has in
the form of the Alliance Management Team (AMT). Dale Evans and his hand-picked team will have to put in
maximum effort if they are to meet their strategic objectives. I’m confident they will.
The Alliance Board sets the vision and challenge however it’s the members of AMT who are the true leaders
and it’s what they are doing in terms of business and strategic planning that will make the difference.
John Abraham, Managing Director, Biwater.
It’s taken as a given that we need to achieve the bread and butter challenges such as outputs, affordability and
expenditure, but we also need to think about the whole life cost and how any solution relates to our AMP5 goals.
I have just spent two days with our top 100 partners at a specially-organised event, talking about our AMP5
goals for Anglian Water and, in particular, identifying those things that are good for us, good for our customers
and good for our partners.
We invited a complete cross section of partners to the event, and we were careful to select the companies that
are best-placed to influence our AMP5 goals. No matter how big or small, each partner has an opportunity to help
deliver our AMP5 goals, whether it’s cutting the grass or building a treatment works.
09
Matt Stafford, Head of Capital Delivery and Supply Chain.
The AMP4 experience has taught us as much about what we can improve upon as what we are great at. That is
why I am certain we can rise to ever greater levels of challenge in AMP5. And the challenge? To be acknowledged
as without equal in the industry delivering for Anglian Water. To work in line with our Corporate Responsibility and
Sustainability agenda, creating an injury free environment and delivering true operational excellence.
That will take leadership, teamwork and problem solving to energise continuous improvement throughout the
organisation and we need to be focussing on the needs of our customer, empowering our people and driving out
waste with zeal.
Jason Tucker, Operations Director, Skanska Aker Solutions Joint Venture.
The @one Alliance is without doubt one of the most exciting delivery vehicles currently operating in the
water industry. Taking the Alliance from a ‘good’ performance in AMP4 to what promises to be a ‘great’
performance in AMP5 is well within our grasp.
The size of the challenge is beyond what we originally expected, and that’s led to a slower than wished for
start in year one, however, it’s more than matched by the size of the prize up for grabs in the longer term.
As with any lean winning team, it’s important to recognise that every single person can make a difference
in getting it right first time – whether it’s our front line people, our supply chain or our management teams.
In our relentless pursuit aimed beyond ‘zero harm’ to our people and our environment, our number one
priority is ‘work safe - home safe’ all of the time.
Andy Flowerday, Director, Barhale Construction plc.
In AMP4 we laid a strong foundation and enjoyed lots of success, of which we should all be proud. However
for AMP5 the bar has been raised further and future achievement lies in the continued investment and
adoption of innovation.
By focusing on the three levels of innovation – Technical, Process and Cultural – we will not only develop
more efficient whole life solutions, but remove the risk of building and maintaining assets over their life.
As well as health and safety, we need to improve health and wellbeing, creating a positive environment
where people feel engaged and able to operate in a stress-free way with a healthy work-life balance. This is
critical if we’re to attract and retain the best people in the industry.
We also need to understand how we impact on the new SIM measures (see story page 6), making sure that
both our external and internal customers are treated with respect and are very satisfied with what we’re doing.
Colin Kelly Director Gas & Water, Balfour Beatty Utility Solutions.
We believe that the @one Alliance is the most effective alliancing arrangement in the industry. People rarely believe
that seven different organisations can come together and collaborate without falling into major contractual disputes
on a frequent basis.
What impresses me most about the Alliance is the collaboration between the partner companies and the vast
amount of shared learning that goes on to get better and better solutions to our challenges in the water industry.
There’s a tough commercial heart at the centre of the Alliance, but the great people make it a very constructive
and progressive environment in which to work.
Jonathan Forster, Head of Investment Programme Management.
December 2010
One_winter2010.indd 9
3/12/10 13:12:22
Health and safety
PASSPORT TO BETT E
10
The @one Alliance has an unwavering quest to lead the construction industry
with regard to safety, and it reminds people all the time “that there is nothing
more important than taking time to work safely.”
Now, to bring about a step change in
behavioural safety, people working on
site must carry a valid health and safety
passport to show that they’ve attended a
two-day ‘Work Safely’ induction.
The majority of Alliance employees
have completed their two-day induction
and received their passport. Direct labour
employed by Barhale and Balfour Beatty
Utility Solutions have also completed their
course, along with other suppliers.
Alliance Management Team member
Chris Smith (Wastewater Infrastructure
Programme Area Delivery) said: “We have
carried out more than 500 inductions
already and improvements will be made
based on the feedback we’ve received.
“Phase two of the programme started
in December when we invited the
workforce of our key suppliers. The aim
is for everyone in the Alliance to hold a
passport by March 2011. After that we
will hold monthly sessions to cater for new
starters.”
The passport rules
about working on
site are as follows:
1) Everyone working on site must hold
a passport.
2) Visitors must be escorted on site
by a passport holder.
3) Short term suppliers / sub
contractors / plant drivers will be
allowed on site to work up to a
maximum of one week, provided the
area Operations Manager has vetted
their competence.
4) Delivery drivers must be escorted by
a passport holder ie banksman.
5) Drivers (eg earthmoving) working for
more than one week on site must
hold a passport.
Chris said: “We will not tolerate those
people who do not live our values. We
seriously hope that people taking the
induction found it interesting and took
away their own mental commitment to
our Alliance values.”
December 2010
One_winter2010.indd 10
Chris Smith talks ‘safety’ with
delegates on the induction.
Learning points from safety session
Importance of
correct PPE 10%
Learnt something new 5%
from each session
Raised 55%
awareness
of H&S
Learning points from health session
39% Considering
safety of self
and others
1% Construction
issues
Need for proper
lifting equipment
2%
Long term
illness 6%
effects
Effect of 6%
Weil’s
disease
Learn
Importance
16% of teamwork
T
requi
fo
18% Be more
aware of
surroundings
Learnt new 42%
information
on health issues
>> >> FAST FACT - Zero AFR for the year to date.
3/12/10 13:19:22
Contam
l
DON’T MISS THE
NEW CARD
T ER SAFETY
Here’s a snapshot of quotes
from some people who have
taken the induction:
“Informative and refreshing.”
“Good overview - from the
Statement of Intent to practical
tips useful for field workforce.”
Andy Flowerday, Alliance Board Director.
“As this was my first day with
Balfour Beatty, and the Alliance
it gave me an understanding
of the Alliance stand and vision
regarding Health, Safety and
the Environment.”
“Excellent good learning
all round.”
You saw them at the ‘Work Safely’
induction. Now it’s time to start
using them.
After a successful trial across four
sites, the @one Alliance is rolling out
a new-look Near Miss card. Now – as
well as ‘safety’ – people are being
asked to report on ‘environment’ and
‘efficiency’ near misses as well.
A health and safety-related near
miss is defined as an unplanned event
that did not result in injury or illness,
but had the potential to do so. An
environmental near miss is an event
which didn’t cause harm or damage
to an environmental receptor (such as
air, water and land) but which had the
potential to cause harm or damage.
And an efficiency near miss is an event
that’s affected the smooth running of
a project.
So how does it work?
11
Case studoryking on a filter
w
An Alliance team
ater
heme at Wing W
sc
t
en
m
ish
rb
fu
re
Near Miss
w
ne
e
th
trialled
Treatment Works
low).
card (pictured be
the 12 Rapid
replace eight of
to
Their job was
access the
site. In order to
Gravity Filters on
g carbon from
to remove existin
works, they had
. Shovelling the
ge
ra
e it into sto
ac
pl
d
g
an
rs
lte
fi
the
method for doin
is the standard
carbon by hand
k.
our-intensive wor
this is and it’s lab
Team member
t
en
em
ag
an
M
When Alliance
mid-October,
visited the site in
James Crompton
y on the Near
tential inefficienc
he noted this po
Miss card.
eir effort to
team doubled th
As a result, the
d they did. They
ctive system, an
find a more effe
p the carbon
i educter to pum
trialled a ventur
partially flooded
e
th
ure out of
ixt
m
er
at
w
iaed
m
area.
into the storage
filter and directly
would have
e pro-active team
It’s likely that th
eventually,
lem
ob
pr
tion to this
lu
so
e
th
at
ed
arriv
focused their
e Near Miss card
but the use of th
acutely.
attention more
Ian Kirkaldy, Alliance Board Director.
Learning points from environmental session
Waste
Management 13%
and cost
Trees and
requirements 5%
for lopping
Section 61 out of hours
4%
Remember!
More
38% awareness
of legislation
Contaminated 5%
land
Wildlife 30%
protection
5% Types of
regulators
• Always ta
ke the time to
work safely
• Never wal
k by an unsa
fe
condition
• Be prepar
ed to challeng
e
anyone, rega
rd
relative status less of the
,
we all go ho to ensure
me safely.
If you need any of the new near miss cards,
or some more Am I Safe cards, please
contact Chris Smith on 01733 414184 or
email [email protected]
December 2010
One_winter2010.indd 11
3/12/10 13:19:52
Focus on
Enabling
success
12
They’re here to assist in
identifying and mitigating
the impact of long leadin times so that project
construction can start at
the programmed time.
They also make sure @one
Alliance teams are legally
compliant…and their
service is included within
the overhead fee. We look
here at the role of the
Enabling Team.
Members of the
Enabling Team – here to
assist. Pictured sat at the
front is Guy and then, from
left Robert, Bob, Jon, Angela,
Gary, Kirsty and Emma.
December 2010
One_winter2010.indd 12
The Enabling Team was created in year four
of AMP4 to help Alliance teams get to site on
time and in an effective manner. It provides
assistance by identifying issues such as land
purchase, ecology, environmental and town
and country planning.
It also puts together the processes and
procedures for project teams to readily identify
the timescales needed and the likely activities
they are going to encounter.
Mark Enzer, who represents Technical Delivery
on the Alliance Management Team (AMT) said:
“Compared to other water companies, we are
leading the way in terms of understanding the
need for enabling work.
“If a project is delayed because we can’t get
on site, it generally means that the programme
has to be accelerated when we eventually do
get on site, and that costs money, so I would
encourage everyone to use our enabling team
to save time and money. And it’s classed as an
overhead, so you won’t see any additional
charges on your scheme.”
The Enabling Team has 11 members and
comprises three areas:- Construction Design and
Management (CDM), town and country planning
and environmental.
>> >> FAST FACT - 25 kilometres of renewed or new mains laid.
3/12/10 12:59:46
s
Here’s what some of the team members had to say.
Guy Gregory
Guy Gregory, Enabling Programme Manager
Guy said: “The Enabling team has a big part
to play in driving efficiencies. It’s not always
about doing things cheaper, you have to do
them differently. To this end, we have riskassessed all activities that we, and our third
parties undertake. A paper has been approved
by AMT approving our strategy to create
£775,000 of savings in AMP5 by managing
activities in a more risk conscious manner.
A further £600,000 of savings have also
been identified for further business
case development.
“It’s an exciting time for our team at
the moment, as we’re now clearly able to
demonstrate the benefits that a centralised
enabling team has for delivering efficiencies
with managed risk.”
Emma Brigginshaw
In her role as Enabling Manager, Emma is
particularly focused on developing a strategic
approach to key environmental activities in
a bid to drive efficiencies. For example, she
has managed to reduce the average cost of a
preliminary ecology survey by 22 per cent.
Emma said: “I achieved this by challenging
the current approach to procuring ecology
surveys and ground investigations, and then
working with Alliance design teams and
contractors to develop standard procedures to
enable decisions to be made on analysis of risk
whilst ensuring regulatory compliance. “
Emma also manages the area of ecology,
assessing, challenging and arranging
ecological surveys for the Alliance, as well
as driving forward process changes to ensure
that the contractors used are of a standard
set by the Alliance and working in a way
that will drive efficiencies whilst maintaining
legal compliance.
She said: “As part of the 20 per cent
efficiency drive, we have been challenging and
obtaining ecologists’ opinions as to whether
or not a preliminary ecological assessment
(previously known as a phase 1) is required for
the scope of works defined. This has proved
very successful and we have already identified
over 30 schemes where we have reduced the
cost of ecological works to the project, and
at an average cost of £400 this has already
generated a saving of £12,000 in AMP5.
Robert Dyer
In his role as Enabling Coordinator,
Rob ensures that the impact of enabling
activities for all Alliance schemes is captured
and tracked, allowing ad-hoc reporting to
the AMT.
He said: “One of my key roles is to ensure
that the Anglian Water environmental
screening process – ensuring statutory third
party liaison with bodies such as Natural
England and archaeological bodies – is
undertaken for all Alliance schemes.
“I also liaise with the Environment Agency
and prepare flood risk assessments when
required for planning applications.”
Gary Meades, Jon Emmony, Bob Green
and Brian O’Hanlon
Gary (WWNI), Jon (WNI), Bob (WWI) and
Brian (WI) make up the Construction Design
and Management Coordinators (CDMC) team.
Building on their successful delivery of AMP4
CDM compliance, the CDM team continues
to fulfil its roles and responsibilities of ensuring
client and Alliance compliance with CDM and
to offer professional health and safety advice.
The team applies a wealth of experience and
knowledge relating to capital asset creation
including, design, construction techniques and
supervision. In addition the team has extensive
knowledge of Anglian Water specifications and
procedures such as Safe and Well.
The team members are also qualified health
and safety practitioners, offering practical
advice to project teams on the application of
Safe and Well and health and safety legislation.
They also continue to drive health and safety
improvements by developing and delivering
technical and behavioural safety training
packages for both the design and construction
communities as part of the Alliance achieving
its stretching target to reduce its Accident
Frequency Rate (AFR) to less than 0.1.
Speaking for the team, Gary said: “In
addition we have identified more than £60,000
of efficiency savings through a more focused
approach to CDM documentation compliance
and aim to significantly increase this figure
going forward.”
Kirsty Cairns
In her role as Enabling Coordinator, Kirsty
ensures that project teams are assisted in the
areas of New Roads and Street Works Act
and power supplies. A key requirement for
Health Safety and
Environment Training
The Enabling Team has helped to develop
a half-day training package to promote
environmental awareness. Aimed at a broad
range of roles from discipline engineers,
procurement and construction teams, the
intention is to encourage all participants
to consider the environmental implications
of the work they undertake as part of the
Alliance, and understand that compliance
with legislation and protecting the
environment is everyone’s responsibility.
Anglian Water is to ensure that the local and
regional Highways Authorities and Utilities
Committees have all of the Alliance planned
road interfaces.
Kirsty also liaises between the Alliance
and the district network operators
(power supply companies) and the
Alliance power consultant, coordinating
procurement, planning and the installation
of new power supplies. More recently Kirsty
has driven additional efficiency savings by
applying directly to the power companies
for 19 of our supplies, saving the Alliance
£14,000 having learnt this skill herself over
the last two years.
Kirsty said: “If you require assistance for
road notices or power supplies come and see
a friendly face, I’m here to help.”
13
Angela Richardson,
Darren Burbeary, Colin Clarke
Angela, Darren and Colin are Town and
Country Planners, responsible for ensuring
that the Alliance legally complies with the
Town and Country Planning Act. Work
involves liaising with Local Planning Authorities
(LPA) to define the needs surrounding
planning applications and environmental
impact assessments.
Colin said: “We need to make sure that we
address all of their [LPA] concerns before we
submit a planning application, ensuring that
all supplementary information, such as ecology
surveys and flood risk assessments have been
carried out.”
Darren said: “Our daily tasks involve
preparing enabling gateway plans for all
Alliance schemes and ensuring that we
discharge any planning conditions required by
the LPA.”
Angela said: “Our strategy ensures that we
maximise our permitted development rights in
all our temporary and permanent works.”
AMP5 numbers so
far
• 363 enabling plans com
pleted to date
• 265 environmental scr
eening
questionnaires processed
• 62 ecology surveys com
pleted and
mitigations complete
• 28 planning applicatio
ns approved
• EDF quotations and wa
yleave
clearance reduced by 21
days average
from AMP4 to 5 days.
The Enabling team has also developed a guidance document
which is being distributed soon. For more information, give
Guy a call on 01733 414292.
December 2010
One_winter2010.indd 13
3/12/10 12:59:47
News
MEET THE YOuNG GuNs,
ENGAGING THE
AMP5 suPPLIERs
14
A drive by the @one Alliance to harness the
power of our most strategic suppliers has
shifted up a gear.
In mid-november, we invited almost 100
delegates from more than 70 companies to
a special ‘Supplier Event’ at the KingsGate
Conference Centre in Peterborough.
The aim was to collaboratively engage with
the suppliers on the set-up for AMP5 and to
discuss ways in which we can work with them to
out-perform Anglian Water’s efficiency challenge.
Delegates ranged from process plant suppliers
and sub-contractors, to infrastructure and
construction material suppliers and specialist
survey companies.
During the event, presentations were made
by key people in the Alliance. Dale Evans,
Director - @one Alliance gave an induction to
AMP5, and each of the Programme Area
Managers (James Hampson, Steve Moffat,
Chris Smith and James Crompton) gave an
overview of their programme area.
Suppliers were briefed on the Alliance health
and safety action plan (see story page 10) and
Sustainability in Design (see story page 7).
Davide Stronati then talked about the Alliance’s
Corporate Responsibility and Sustainability
commitment and looked forward to the
development of sustainable procurement, which
relies heavily on supplier engagement for success.
Delegates also heard from Mark Williams,
Integrated Procurement Team Manager, about the
new structure of his department and the way it’s
integrated with the new purchase to pay system
(CCMS). He reminded delegates about his team’s
key deliverables, including the importance of a
procurement plan which sequences the award
of framework agreements in support of the
affordability challenge.
Said Mark: “The event was a huge success.
The Alliance supply chain is an important part of
our AMP5 strategy for delivering out-performance
through the award of framework agreements, the
release of optimum value from these agreements
and through a more focused engagement of our
strategic suppliers to fully integrate with our capital
delivery teams.”
Suppliers were invited to provide feedback to
the Alliance in a break-out session to help focus
attention on key areas for improvement.
Chris Candlish (Commercial Manager) closed
the event, outlining some next steps, which
included a reminder that the integration of the
supply chain was a two-way process, and that the
Alliance would keep the supply chain informed as
AMP5 developed, with improved visibility. He asked
the delegates to reciprocate by communicating
their requirements and providing ongoing direct
input into the Alliance, so everyone could work
together to meet the challenges ahead.
December 2010
One_winter2010.indd 14
AIMInG FOR A SHOT AT THE AllIAnCE
If you work at Thorpe Wood House
you might have seen some fresh-faced
talent sitting opposite you at the
meeting table. That’s because the
@one Alliance has recruited three
young apprentices.
departments, such as mechanical, civil,
electrical and the computer aided design
areas. This will give them a flavour of
all aspects of a project, from initial
concept, through the design stage and
then into construction.
“The programme they’re following will
give them a good grounding and will
ultimately help them choose their career
path later down the line.
“The apprentices have now settled into
the fast-moving environment that is the
Alliance. And now they are here, they’re
making a valuable contribution.
He added: “Colleagues need to be
aware that schemes like this are in
operation because it could potentially
provide an exciting opportunity for others
in the future.”
Spyros Georgiou.
Spyros Georgiou, Sam Gale and Tim
lowe have been settling into Alliance
teams after a 12-month stint on the
Aker Solutions apprenticeship scheme
based in Stockton-on-Tees. Ahead of
them now is three more years of study
and learning before they achieve a
Higher national Diploma in Mechanical/
Electrical Engineering.
The three students have been chosen
from the local region as part of the
Alliance’s commitment to support the
local community through its Corporate
Responsibility and Sustainability strategy.
James Harris, Alliance Project Manager
and Head of the Skanska Aker Solutions
joint venture said: “The apprentices
are focusing on design at the moment,
before getting a taste of other
Tim lowe.
So what do the
apprentices think
of the Alliance?
sam Gale said: “I’m enjoying myself
as well. I’m based in the electrical
department at the moment, helping
out on the Whilton Growth scheme,
producing cable schedules, telemetry
schedules and other activities.
“Taking an apprenticeship scheme at
the Alliance is great because there are
so many different specialists here, all
working together as one team. This
is really going help to improve our
knowledge and development at this
early stage of our careers.”
Tim Lowe said: “I think this is a
good scheme and I’m really enjoying
myself. After spending a year at the
training centre, I’m now working in
the mechanical department, working
on various aspects including carbon
modelling.
“I have a mentor who I shadow
each day, so I’m learning a lot about
the Alliance culture and the need to
constantly challenge and improve.
“My ambition is to become a fully
qualified engineer, so I’m looking
forward to my career in the years
to come.”
per cent (4,700 tonnes) of embodied carbon and
>> >> FAST FACT - 4031per
cent (250 tonnes) of operational carbon saved.
3/12/10 12:59:54
Focus on
“My aim is to connect
people, so that we
get the best out of
colleagues, and so that
everyone feels part of
the Alliance.”
I’M HERE–
15
TALK TO ME
Whether you’re out on site, or walking
through the offices, you can’t help but
notice a buzz within the @one Alliance.
Everyone is talking business.
Communication is key to the success of
the Alliance and the organisation has many
different channels to keep the two-way flow
moving, relevant and effective.
Managing those channels is Grant Tuffs,
Communications and Customer Manager
based at Thorpe Wood House.
It’s Grant’s job to make sure people know
what’s going on within the Alliance. He’s also
a valuable ‘portal’ into Anglian Water, having
worked there in internal communications
prior to his move into the Alliance.
“It’s important to have clear, robust internal
communication channels because we have
seven partner companies, all with their own
histories and ways of working,” said Grant.
“My aim is to connect people, so that we
get the best out of colleagues, and so that
everyone feels part of the Alliance.
“It’s also important for people to know
how the Alliance is performing, so a big
part of my job is gathering information and
Grant Tuffs, improving internal
communication.
knowledge and then sharing it with everyone
in the form of performance data. This helps
people to work smarter and share best
practice, which can ultimately bring valuable
gain share.”
He added: “Communicating with Anglian
Water is also important. Although the Alliance
is a separate organisation, Anglian Water is
still our customer, so we need to be aware
of the company’s values. We also need to
understand how it operates, in terms of its
people, its regulations, finance, quality and the
environment for example.
“If we need to, I also work with the Anglian
Water communications team to prepare
positive PR campaigns and messaging prior to
our arrival in a village or street.
“To further improve our customer service,
we’re putting together a new procedure
to monitor any complaints that we receive.
This will monitor our performance and
help to close the communication loop with
Anglian Water’s customers. This is particularly
important considering the new Service
Incentive Mechanism (SIM) customer measure
from Ofwat – see story on page 6.”
Grant, who works closely with the
internal communication specialists
from the seven partner companies
shown on page 2, wants to remind
people of the communication
channels available to them within the
Alliance. They are:
• one magazine, three issues per year
• news@one bi-weekly emails.
• Weekly AMP5 performance emails.
• The monthly @one Award.
• Floor posters.
• Brand guidelines – including site
signage.
The organisation is also
considering some new and exciting
communication channels but for now,
the message from Grant going into
AMP5 is simple: “I’m here - talk to
me,” he says.
Case study
Grant is pictured meeting Julie O’Fee (left)
Communications Specialist – Black & Veatch
and Shari Atkins, PR and Communications
Manager for the Dwr Cymru Welsh Water
Asset Management Alliance. During their
knowledge sharing exercise they discussed
common experiences and issues encountered
when working in Alliance organisations. Topics
discussed included stakeholder communication
challenges; how to obtain solicited customer
feedback, survey cards and town hall meetings.
They also talked about ways of dealing with
complaints and internal communication
challenges, such as integrating site-based teams,
together with awards management – and the
value of external recognition.
.
December 2010
One_winter2010.indd 15
3/12/10 13:00:03
>> >>
>
>
>
>
>
>
T
APSHO
• SN
T
C
E
J
O
>
R
>
> >> >> P
>> >> >> >> >> >> >> >
takes a look at some projects from around the region.
>> >> B i d d e n h a m
16
Loop
Great crested newts, a flood plain, the River Great Ouse and areas of high
archaeological interest. not really the words you want to hear when you’re
planning to lay a long length, large-diameter water main.
But that’s exactly the challenge facing @one Alliance teams managing
the Biddenham loop project, which is designed to meet the needs of future
housing growth on the west side of Bedford.
To dig through these areas would have been timely, expensive and
potentially damaging to the environment, so a 450-metre long directional
drill shot is being used on part of the scheme. The drill shot is being
constructed through varying ground conditions of alluvial sands, gravels and
clay, overlying strong limestone and mudstones.
Water Infrastructure Operations Manager, nick Russell, said: “The drill
shot will take the 710-millimetre diameter pipe under the river, flood plain
and area of high archaeological interest.
This phase is due for completion in January 2011.
>>
“Because of the newt restrictions, phase two can only start in
summer 2011. Then we’ll be using open cut techniques to lay the
final 300 metres of 630-millimetre diameter pipe.”
Shown right is a 965-millimetre diameter
centralised hole opener, specified by O’Connor
Utilities to drill the rock-strength Blisworth
limestone encountered on the project.
Above is O’Connor Utilities’ 110-tonne Maxi
Horizontal Directional Drilling Rig.
>> S t O s y t h , P o i n t
Clear
ing
Road Sewer Relin
>> >> T h o r p e
n
le Soke
DG5 Project
“Absolutely the sort of innovation we should be known for.”
That’s how Asset Management Director, Chris newsome,
described the @one Alliance’s approach to a DG5 Flood
Alleviation Project in Thorpe le Soken.
In particular, Chris was referring to the use of a custommade, curved excavator bucket, which was used to shape the
clay sub soil (see photo). This technique reduced excavation
volume, the amount of spoil carted to tip and the amount of
imported bedding material needed.
Alliance Project Manager, Elliott Harley, said: “This
technique also yielded hidden savings, such as lorry
movements which reduced our carbon footprint.”
The project itself was designed to reduce the risk of sewer
flooding to 18 properties, including highways in Thorpe le
Soken, Essex.
Elliott said: “Our solution was an off-line attenuation with
pumped return, together with 480m3 of storage, returned
to the network via a new, off-line pumping station. So now
storm flows in excess of the existing network’s capacity
overflow into the off-line storage.”
Challenging all elements of a suggested solution paid
dividends for @one Alliance teams working on the St Osyth,
Point Clear Road scheme in Essex.
The first Wastewater Infrastructure project of AMP5 was
planned, but very urgent. Emergency repair works being
undertaken by the local operations team had identified a
number of severe collapses on the sewer network serving
Point Clear in St Osyth.
The network had been subject to excessive Hydrogen
Sulphide (H2S) and further investigations identified around
950 metres of existing 300 millimetre diameter concrete
sewer for replacement.
But the Alliance project team sought expert advice from a
specialist lining sub-contractor to confirm their belief that the
remaining sewer network could be rehabilitated by no-dig
construction methods.
Project Manager, Dave Chadwick, said: “The lining solution
was implemented and was completed within four weeks
without the need for additional civils works.
“A further 500 metres of sewer was also identified for relining as a result of H2S attack, so we eventually rehabilitated
1,500 metres to structural grade 1, gaining an extra DG5
output in the process.”
For more information, and to see
how savings of more than £850,000
over affordability were made,
telephone Elliott on 01733 414139.
The extent of H S attack
at the discharge
2
December 2010
One_winter2010.indd 16
chamber.
>> >> FAST FACT - Nine properties off the DG5 register.
3/12/10 13:00:46