one magazine - August 2014
Transcription
one magazine - August 2014
The award winning magazine from the Anglian Water @one Alliance 05 KEEPING COSTS DOWN Product development initiative 10 TAKING AN INTEREST Supporting Jobs and Skills Fair 14 ALL IN A DAY’S WORK High performance, delivered I s s u e 2 1 A u g u s t 2 0 1 4 SWITCHED ON Meet the Commissioning Engineers. Without them, projects wouldn’t be ready for operation. Pages 12 & 13 News A positive finish is within our grasp ‘Alliancing’ is the key to success The success of the @one Alliance has led to us working with other infrastructure organisations on a government initiative to make £3billion savings in the infrastructure sector. 02 03 Doing things our way ‘Alliancing’ best practice Infrastructure UK (IUK) is a part of Treasury and was set up to drive improvements in the way major infrastructure projects and programmes are delivered. Dale Evans, Director of @one Alliance, is a member of IUK’s Client Working Group and has led one of the groups’ initiatives to identify and document best practice in Alliance delivery models. “When looking at arrangements for delivery in complex environments; where innovation and change are major drivers to unlocking value, alliancing comes up as one of the best options’ says Andy Gibb, Business Planning and Performance Manager, who has project managed the alliancing best practice initiative. “The last 10 years since the Alliance started have been very exciting for all of us. It has been a new way of doing business. We are now recognised as being one of the leaders in using collaboration as a way of delivering infrastructure programmes. Working closely with IUK and being part of the Client Working Group has helped to underline the success of the Alliance and at the same time has reinforced the need for greater collaboration as the way to effectively deliver our programme.” As part of the programme to identify best practice visits were made to Network Rail, the Highways Agency and British Gas Group, as well as to Anglian Water. In each case the aim was to gather evidence on what was making alliancing work. 04 Safety first! Accident prevention Keep on track! Year 5 Communication Event Have you got news for us? Welcome to your summer issue of one magazine, which is packed with a selection of stories and features to highlight what is happening across the @one Alliance. Though everyone is no doubt looking ahead to AMP6, we are still keeping our eyes firmly on our AMP5 goals. With this in mind, we feature the Commissioning Engineers, the team that hands over our projects to our Operational colleagues in Anglian Water at the end of Gateway 5. We also find out how ‘succession planning’ is helping the team to plan for the future. Health and safety is key at the Alliance, so we have dedicated a page to some of the health and safety initiatives that employees must abide by. See page 4 for details. Though the emphasis at this time is to finish AMP5 on a successful note, we can’t ignore that AMP6 is on the horizon, so we catch up with Transition Manger Richard George and AMP6 Project Manager Matt Humphrey to find out the latest. We also speak to Engineering Manager Mark Froggatt about a community project that became a ‘microcosm of AMP6’, when a highperforming team transformed the garden of local school in just one day. Watch out for a readership survey designed to gather your thoughts on one magazine going into AMP6. It will be landing either on your desks or by email soon. Please remember that one is your magazine, so if you have any stories or pictures that you would like to see in the next edition, I’d love to hear from you. Please give me a call on 01733 414 108 or email [email protected] Grant Tuffs, Communications and Customer Manager August 2014 A positive sign of the times. Dale joins senior figures from the partner companies to sign the AMP6 contract. It’s getting busier within the @one Alliance, but a really positive finish to the AMP5 period is within our grasp. We’re busy because we’re at the stage where we have to close out AMP5, while at the same time managing the start of AMP6 and the transition process in between. To successfully close out AMP5, we have to continue to hit gateways and close-out projects effectively. If we do this, and I’m sure we will, the Alliance will be in a positive programme pool position at the back end of the AMP period. Keeping our focus on AMP5 is a challenge because the first projects for the AMP6 period were released to the Alliance in early July. Plans are in place to manage these projects, together with the transition period between the two AMPs, and you can read more about this on page 6. I’m delighted with the progress and improvements we’ve made in our priority areas – from teams throughout the Alliance. It’s been a period of hard work that has delivered strong performance and I’m confident that we’ll have a lot to celebrate when we finally duck under the finishing line at the end of AMP5. Dale Evans, Director @one Alliance Contents 04 06 The journey to AMP6 News on the transition 10 Service providers The customer comes first 11 AMP5 winning streak Industry award nomination 12 Produced by 16 14 AMP6 in a day School’s garden makeover Ensuring the success of AMP5 and using this as a platform to get us ready for AMP6 was the key message from the @one Alliance Year 5 Communication Event held in May. The speakers – Alliance Director Dale Evans, People Development Manager Ann Jones, John Karolski, Head of Finance and Performance, Richard George, AMP6 Transition Manager and Continuous Improvement Manager, Matt Walker – emphasised that the successful close-out of Year 5 is what everyone should focus on this year. They emphasised how performance in Year 5, including achieving Gateway 5, affordability and efficiencies, was so important and that many AMP5 projects are still to be delivered to achieve a successful close-out. Being part of Infrastructure UK underlines the success of the Alliance and the need for collaboration in order to deliver successfully, as projects such as Raithby Water Treatment Works show. Andy Gibb, Business Planning and Performance Manager Four major characteristics were identified: • setting up the right commercial framework • identifying the correct behaviours • the development of an integrated teams • providing leadership to make the whole thing work, both from within the Alliance and the partner organisations. The Alliancing Best Practice document explores these points in more detail, with case studies and lessons learnt. It provides a guide to help organisations set up alliancing models that will suit their own aims and their environment. All of the speakers outlined the enormous amount of planning that has gone into creating the AMP6 plan, and the key differences in the approach being taken for AMP6. The transition between AMP5 and AMP6 – and how best to achieve this – was also a key element of the event. Matt Walker and Richard George highlighted that the way to do this is via stability and a smooth flow of work. Dale Evans spoke about how the Alliance is perceived within the wider construction industry, including our involvement with Infrastructure UK on best practice in alliancing (see above), and how our innovative processes will be built upon to lead teams successfully into AMP6. “Our involvement with Infrastructure UK is important for several reasons,” explained Andy. “Having greater access to best practice that will help us come up with ways to deliver further efficiency is really important, but Anglian Water are also starting to work in a TOTEX (total expenditure) environment, which is going to require closer collaboration between delivery teams, operations and our supply chain. This sort of change makes Infrastructure UK very relevant - not only for Anglian Water, but also the wider UK infrastructure providers.” Andy adds that the Infrastructure UK initiative also reinforces our own understanding of alliancing, identifying where we need to develop our organisation and our approach and showing where the opportunities are going to be as we move into AMP6. Spreading the word: The speakers at the communications event reinforce the message that the successful close-out of AMP5 is key. Clockwise from the top: Dale Evans, John Karolski, Ann Jones, Matt Walker. Publications – 01904 479 500 >> >> FAST FACT - 413km of renewed or new mains laid. August 2014 03 Health & Safety 4 04 Delivery Stop! In the name of safety Benefit by Design The health and safety of every @one Alliance employee is crucial, which is why we have introduced a new feature on some of our key health and safety initiatives. In this issue, we focus on some of these. One of the key initiatives the @one Alliance has implemented in order to deliver the required efficiency savings moving into AMP6 is ‘Benefit by Design’. The 60 Minute Stop, which has been rolled out across Water Non Infrastructure (WNI) and Water Recycling Non Infrastructure (WRNI), has been recognised as a successful method of identifying areas of improvement on the working site. It offers an opportunity for the workforce – either as individuals or small groups – to tour their site, observing others working and highlighting areas that pose potential hazards, and those that recognise good working practices and positive attitudes towards health and safety. “The 60 Minute Stop is planned to run every three months.” Don Irvine, Health and Safety Manager, WNI. Completed questionnaires are used as a tool to measure recurring hazards and near misses. “The 60 Minute Stop is planned to run every three months,” said Don Irvine, Health and Safety Manager, WNI. “This not only allows time for sites to eliminate identified hazards or implement best practice, but it also provides an opportunity to tour the sites during different times of the year, taking into account effects of changes in weather.” This approach is being considered for other Alliance teams. Taking the initiative When results of the 60 Minute Stop were analysed during Year 3, it became apparent that serious concerns had been identified that needed further investigation. As such, the Year 4 Initiatives were developed. The Safety team drew up a shortlist of 10 topics that needed immediate and continued reaction. These ranged from behaviour to awareness of computer management systems and occupational health to service strikes. “Each topic was broken down into manageable and understandable elements which were delivered to site as a formal PowerPoint presentation, Tool Box Talk, specialist speaker, posters and hand-outs,” explained Don. “Our philosophy was to increase awareness of the topic and address any misunderstandings or complacency some of the workforce believed in.” However, by the end of Year 4, it became evident that the initiatives needed a review and redesign, so they have been reworked into the Year 5 Health and Safety Improvement Plan. Improving your health and safety No one wants to have an accident at work, yet statistics show that one in four of us will have an accident during our working life.* The Year 5 Health and Safety Improvement Plan has been developed to address the human aspect of accident prevention. It will include behavioural awareness sessions, occupational health, covering topics such as misuse of drugs and alcohol, smoking cessation, healthy eating and exercise, plus other areas. “We’ll also be looking at training and competence levels for different job roles,” said Don. “Risk management is on the agenda, as is helping sites to understand the process and implementing of task specific safe systems of work.” Members of the Safety team have already attended training sessions run by the Royal Society of Public Health. The Year 5 Improvement Plan is being circulated and should soon be displayed in Thorpe Wood House in Peterborough. Am I Safe? A new version of the Am I Safe card will be released soon. It will provide a last safeguard to ensure that everything has been prepared and thought through before starting a work task. The team leader completes the inspection and then hands the card to the site supervisor once the task is completed. The idea behind the card is that the team buys into this last check or briefing, according to Chris Smith, Water Recycling Infrastructure Programme Area Manager. “We have changed the Am I Safe card to move away from a tick box completion,” he explained. Safety check: A team gives their site the once over during a 60 Minute Stop (above); and the new-look Am I Safe and Well card. “Questions now require some narrative. We want it to be personal and if anything changes, it can start again. “Too many times accidents happen because people attempt to continue in fear of criticism and improvise technique, equipment and sometimes without the right people. We want people to recognise changed conditions or contradictions to planning.” This initiative builds on the success of products and standardisation in AMP5, while developing our product lifestyle management (PLM) capability to unlock further efficiencies in design. “The product development initiative was implemented in AMP5 and was a catalyst to change the way we delivered solutions,” said Product-Based Delivery Manager, Lindsey Taylor. “Standard Products deliver savings throughout the project lifecycle and enable us to integrate ‘ready defined’ solutions into projects and transform construction activities into manufacturing processes.” During AMP5, the savings forecast through the use of Standard Products was £30million, which is well on the way to being achieved. “Through continuing the development of Standard Products in AMP6, the initiative will enable ‘in-project’ design to be focused more on the interfaces between products and the integration of ‘Lego-block’ solutions to be maximised,” explained Lindsey. “This will be re-enforced via the design governance process, delivering maximum benefits. “By developing modular, interchangeable Standard Products, we can create a variety of pre-approved assets. 5 05 Benefit by Design Taking the initiative: the new AMP6 priorities ‘honeycomb’; and the processes of delivering standard products. “Also, when the product design principle is extended to smaller and smaller ‘components’ and ‘parts’, we can reuse these products to significant effect – particularly with the large amount of maintenance and refurbishment projects there are in AMP6.” In preparation for AMP6, the Alliance is also looking to develop a ‘Mark II Product’ catalogue. “We are terming this ‘Xbox meets Amazon’, with the focus on providing everyone with user-friendly tools that will really drive value,” said Lindsey. “Watch this space for more details on the Standard Products we are looking to develop.” Look out for details about the other key initiatives for AMP6 in future issues. Recognition reaps rewards All stand down for safety All @one Alliance partners and suppliers working on our sites are required to attend next month’s Health and Safety Stand Down event, which focuses on Anglian Water’s customers. More than 2,000 employees and suppliers will down tools on construction sites and in offices to attend the day-long event, which will be repeated across three days at Peterborough Arena on 23, 24 and 25 September. Congratulations to Discipline Engineer Bharath Poshala who has gained accreditation with the Chartered Institution of Water and Environmental Management (CIWEM). Bharath has been working for the @one Alliance since June 2010 and has spent the last four years working on his CIWEM qualification through a training agreement with Grontmij. CIWEM is the only independent, chartered professional body and registered charity with an integrated approach to environmental, social and cultural issues. It’s credentials are internationally recognised, valued and respected and are held in high regard by employers. “I am keenly aware of the value professional registration brings to an individual’s portfolio,” said Bharath. “I have always recognised that professional registration provides status and respect from the engineering community. “Chartered status indicates that my competence and commitment to professionalism have been assessed by other engineering professionals. It also has strengthened my links with the industry and hopefully will open up many opportunities.” Bharath adds that achieving chartered status has further added confidence in his abilities and made him a stronger professional and person. He believes that this all contributes to better performance in his daily work. “Professional registration is more than just about technical competence,” he said. “Being chartered is about being a true professional, taking into account the interdependencies and implications of your actions, operating with professional pride towards quality and excellence in Bharath Poshala: Professional registration is everything you do.” more than just about technical competence. Have you achieved a professional accreditation? Are you undertaking a career development course? If so, please let us know. Phone Grant Tuffs on 01733 414108 or email [email protected] *source: Safety and Health Practitioner Magazine, IOSH. August 2014 >> >> FAST FACT - 626 projects through Gateway 5 at the end of July. >> >> FAST FACT - 150 properties off of the DG5 register. August 2014 Transition Discover Discuss Decide DELIVER 06 Preparing to deliver Matt Humphrey has two clear messages at this time. He said: “Firstly, there’s a lot of work coming our way which is due for delivery in this financial year. Prior to work being issued Matt Humphrey, to the delivery route AMP6 Project Manager in AMP6, it will go through a process called the ‘Blue Box’. “The Water Regulator Ofwat is now promoting and enabling a total expenditure (TOTEX) approach. This approach allows us to review the way we currently make our investment decisions and will enable us to become truly whole life cost focused. “It requires us to refresh our maintenance strategies and will trigger innovation to lengthen and optimise the serviceability of our assets. The Blue Box process includes a cross-departmental TOTEX challenge step to check to see if construction is the best option, prior to release to the delivery team.” He added: “Where we can, we’re working to share visibility on upcoming workload, meaning work can start early to optimise the programme and identify opportunities for innovation. Around 250 schemes have now gone into the Blue Box and about 50 schemes have come through the other side into project delivery for AMP6 work.” Matt’s second message relates to the induction. He said: “Significant efforts are being made to improve the Alliance induction for AMP6 so when people are transferred to work on AMP6 projects, they will get a much better briefing on areas such as the delivery process and working standards. “A partner level induction was held in late July to give senior managers an insight into the new policies and procedures. From here, we will take a tiered approach with modules tailored to the types of roles people will be doing in AMP6.” He added: “Some of the modules will be common to all four of the Alliances and some of them will be specific to the @one Alliance. As part of the induction, we also want to improve the integration of the Alliance and Anglian Water. People attending the induction will learn more about Anglian Water, the company’s vision, values, goals and processes and, in particular, what is expected from delivery routes.” August 2014 Another huge milestone for the @one Alliance. Senior members of the partner companies sign the AMP6 contract. Pictured from left to right are: John Chubb – Grontmij, Craig McGilvray – Balfour Beatty Utility Solutions, John Abraham – MWH, John Karolski – Anglian Water Capital Solutions, Jason Tucker – Anglian Water, Dale Evans – Anglian Water @one Alliance, Chris Newsome – Anglian Water, James Harris – Mott MacDonald (MMB), Andy Flowerday – Barhale, Paul Bentley – Bentley (MMB), Bill Hocking – Skanska. Anglian Water’s outcomes wheel In AMP6, the new Alliance is going to be much closer aligned to Anglian Water’s objectives. It’s much more about collaborating with our internal customers to achieve what our customers have asked for. “Around 250 schemes have now gone into the Blue Box and about 50 schemes have come through the other side into project delivery for AMP6 work.” Matt Humphrey, AMP6 Project Manager In the last edition of one, we carried a four-page supplement to report on the key messages of the transition period between AMP5 and AMP6. Four months on, what’s changed? We look here at the latest developments with AMP6 Project Manager Matt Humphrey and Transition Manager Richard George. The @one Alliance reached an important milestone on Friday 2 May. That was the day when Anglian Water and all the partners signed the AMP6 contract – a 15-year plan with break points every five years – and Richard George, Transition Manager also signed our AMP6 Business Plan. This business plan, or the ‘White Book’, contains eight initiatives and supporting action plans, on which Alliance teams will be focusing their efforts in the years ahead. The Initiatives are: programme management, benefit by design, sustainable procurement, industrialised construction, production, commercial, people and customer. We’ll be looking at these topics in a lot more detail in future editions of one. Richard said: “If we achieve everything that’s set out in the White Book, we will land the efficiencies that we need in AMP6 and onwards. “Going forward, each of the initiatives will have a leader, working with a team to continually drive and develop the plan. These teams will, in turn, support the Integrated Project Leaders (IPL) who will be responsible and accountable for delivering the AMP6 projects smoothly and successfully. Essentially the White Book is a toolkit of great ideas and initiatives, which the IPLs can use to help them deliver the best project outcomes. It will be a growing, living, breathing business plan, for everyone to see, for everyone to be involved with, for everyone to contribute to and flexible enough to change and allow us to re-focus on new benefits when we find them.” “In AMP6 Anglian Water Asset Planning, Operations and the @one Alliance will be reducing or addressing the Anglian Water business risks by identifying essential investments and prioritising these into key projects or programmes of work for the Alliance to investigate, report and then resolve as efficiently as possible. So we need to make sure that teams taking receipt of early AMP6 projects are prepared with the right tools and skills to start work.” Richard said: “Our Programme team, led by Aidan Hickey, and our Process and Systems team, led by Andy Gibb, are working with the Anglian Water Asset and Operations team and the projects have The delivery plan is just one element of the transition. Other strands include: 1)Closing out AMP5 smoothly and successfully. 2)Starting work on AMP6 projects early (see Matt’s article) and ensuring we optimise the programme of work wherever we can, and have the right delivery strategy developed with the AMP6 project teams. 3)Defining the organisational structure, and working closely with the programme team so that when AMP6 projects are released, people are ready and waiting to deal with them. This involved a lot of work for the People team, including: AMP6 Induction - through which all AMP6 teams will pass; the Academy – to develop our staff and teams; and High Performing Teams programme – to support the project teams. 4)Creating a clear commercial and contract focus so that everyone in AMP6 can understand what’s needed to achieve efficiencies and outcomes. 5)Process and systems – work is ongoing to prepare IT systems such as HAWK, programming software, estimating systems, people databases, cost reporting and design systems to be integrated with the IT systems of Anglian Water. HAWK will be a key system for AMP6. The TOTEX Delivery Process has been simplified into six Delivery Milestones (DMs), with detailed backup information linked into HAWK to provide a ‘Toolkit’ for all AMP6 teams, allowing colleagues to navigate through the DMs, viewing the White Book and initiatives, People processes and RDOs, and to download all necessary documents and procedures. 6)A communication plan, including email bulletins, roadshows and face-to-face team briefings to keep people up to date with what’s happening between AMP5 and AMP6. 7)Accommodation and space. Plans are underway to create space for all colleagues within Thorpe Wood House. The first floor will be refurbished to match the second and third floors for AMP6 teams. This is expected to start in December 2014. already started landing. Our project and support teams, together with members of the Alliance Management Team (AMT) and other key senior roles, are being formed now to receive them. As you all know, recruitment is well underway and the People team, under Ann Jones, have a great plan linked to the programme team – to be ready for more, to transition the teams across from AMP5 when needed, and, most importantly, to help prepare our AMP6 Project teams to deliver the early start outcomes successfully.” “If we achieve everything that’s set out in the White Book, we will land the efficiencies that we need in AMP6 and onwards.” Richard George, Transition Manager August 2014 07 P E MA to complete our we ON Te H on is e ng le al ch e th d ts through Gateway 5 final year of AMP5 an We’re in th ith almost 600 projecshot of what’s on the map. W e. m ti on d an st co schemes on here’s a snap so , on ti uc tr ns co of e are at the peak stag 08 Pitsford Reservoir Water Non-Infrastructure The project at Pitsford Reservoir will provide enhanced drawdown facilities to the existing dam so that it complies with the Reservoir Act. This means that, in an emergency, the reservoir could be drained by 50 per cent, taking pressure off the dam wall in a controlled manner so it could be repaired. The solution is to install an innovative syphon system, removing the need for pumps and saving costs. This syphon creates a vacuum in the three newly installed 700mm diameter pipes, pulling water from the reservoir, over the dam and into the existing spillway. It uses natural force to transport the water, a carbon-friendly alternative to pumps. The team is working in close proximity with the public, Anglian Water’s Recreation team and English Nature. They have coordinated with the stakeholders and have taken great steps to maintain access across the dam, reducing the impact on the public and the flora and fauna. A temporary walkway on the dam track provides a safe working area and allows the public to enjoy full access around the reservoir. Supply Performance Manager, Matt Kirk, said: August 2014 Cost Current forecast £2,016,371. CO2 Less CO2 Embodied carbon was reduced from 683t CO2e to 483t CO2e, a reduction of 29 per cent. Operational carbon decreases from 72t CO2e per year to 9t CO2 per year, an annual saving of 87 per cent. Grimsby Whittlesey water mains replacement scheme Water Infrastructure A two-phase project to replace more than 8.5km of water mains in Whittlesey and the surrounding area that have suffered repeated bursts during the past five years, one of which caused severe flooding to customers at Kings Dyke. Working closely alongside the modelling and pressure management teams, the project team identified an opportunity to improve the water mains in the area whilst reducing the capital investment required and removing the need for works on the busy main road and residential areas in Whittlesey town centre. Phase one in Blackbush Drove and Pondersbridge was successfully completed in May, using innovative ‘trenchless’ working techniques via ‘directional drilling’ at key points along the pipe replacement route. The second phase, to optimise the pressure levels in the water network, will take place near King’s Delph/King’s Dyke in August 2014. This will involve rationalising the three existing mains with two new pipes - a dedicated 280mm main to a major customer and a 450mm main to serve Whittlesey. New pipework will also be installed to bypass the old reservoir site. All major pipelines across the river into Whittlesey will use high-performance polyethylene (HPPE) material to prevent future issues. Greatford first-time sewerage system Water Recycling Infrastructure e tim Information correct at nt. of going to pri On time Work is currently forecast to be complete by August 2014. Lincoln Grantham A full ‘watching brief’ will be in place throughout the project due to the highly sensitive nature of the potential archaeological finds throughout the majority of this phase. King’s Lynn Norwich Thorpe Wood House Peterborough Cost 20 per cent under affordability. Great Yarmouth Lowestoft CO2 Less CO2 The baseline was 1,011t CO2e but the solution was 325t CO2e which is a 68 per cent reduction. On time Currently on track for Gateway 5 at the end of January 2015. Daventry Thetford Huntingdon Northampton Cambridge Ipswich Colchester Basildon Cost Affordability was £1,550,000 and the approved cost was £837,000. This represents a 46 per cent reduction in the affordability challenge. CO2 Less CO2 Baseline carbon 195t CO2e, current forecast 25t CO2e, which represents an 87 per cent reduction. On time The project has a compliance date of September 2014 and the team are on track to complete by early September. Borehole Protection Programme ‘Building hardening’ work streams, delivered by SEMD The @one Alliance was mandated to protect 46 borehole assets under the Security and Emergency Measures Direction (SEMD). This involved installing ‘building hardening’ products in existing borehole housing structures, including new Loss Prevention Certification Board rated doors and bar sets, anti-climb equipment and associated intruder detection systems, including seismic detection equipment. This £1,069,000 scheme forms part of the overall Borehole Protection Programme to safeguard 514 assets across the Anglian Water Supply regions. Construction started in December 2013 and when installation of the vacuum sewer commenced, it soon became apparent that the high water table and high rainfall was going to be problematic. So the programme was turned around to install the rising main first, which was at a shallower depth and above the water table. This allowed the water table in the village, where the vacuum system was being installed, to drop due to good weather. When the rising main was complete, the site team could complete the vacuum sewer system in more favourable ground conditions. The re-sequencing of the programme ultimately helped alleviate the requirement for de-watering, while mitigating any associated additional cost related with this activity, which could have been substantial. *A vacuum pot is a local collection chamber where sewage is stored prior to being taken via the vacuum lines to the pumping station. Milton Keynes “I feel the site team are doing a very good job in delivering a very complex scheme safely. All schemes have their challenges and working with the general public was always going to be difficult. On the whole, though, I think this has been done very well.” This scheme is to provide a first-time sewerage system to 95 properties in the village of Greatford, Lincolnshire. The construction of this system included approximately 1.6km of vacuum collection system, with 40 vacuum pots* in the highway; approximately 2.85km of rising main from the pumping station to an existing manhole located in the adjacent village of Langtoft; plus approximately 637m of public lateral drains. All of this was constructed using open cut techniques. The project also involved the construction of one vacuum pumping station (VPS) and one below ground submersible sewerage pumping station (PS), with an associated valve chamber located within the VPS compound off Stowe Road. Cost The forecast out-turn cost for the scheme is currently £1,069,000 against an approved Gateway 3 solution cost of £1,098,000. CO2 Less CO2 Embodied carbon is forecast at 74t CO2e against a baseline of 340t CO2e with the Operational Carbon forecast at 0.4t CO2e against a baseline of 20.7t CO2e. On time The installation works have been completed and output claimed ahead of the 31 March 2015 obligation date. Soham maintenance scheme Water Recycling Non Infrastructure A challenging scheme operating with three process streams, where the treated final effluent was discharging via different outfalls. Originally built in the 1950s, the works have been extended four times. The first major extension was in the 1970s when two radial primary settlement tanks were added to feed another process stream and final tanks. The next major extension in the 1990s allowed for a new inlet works. The works was at full capacity and was consistently failing to meet current sanitary consent standards due to poor asset condition and an increase in both hydraulic and biological loading. Flows received frequently exceeded the rating of the mechanical screen resulting in carry through of rag to the balancing and primary tanks, blocking the inlet. We have replaced the existing single screen with a new ‘screens in a box’ inlet works. This comprises of duty/ standby screens; a single compactor with bypass arrangement to dump to bin; a grit removal plant and grit classifier. We also added an additional 13.2m settlement tank with half-bridge scraper and a new pumping station to provide wash water to a wash water booster set. This will also supply recirculation to the ‘old stream’ during low flow conditions. “Through excellent teamwork and focused involvement with key operational stakeholders, we delivered a great scheme,” said Project Manager, Martin Farley. ‘Particular mention should go to Gary Freeman and David Sykes for outstanding performance and maintaining compliance of the whole site during the construction period. “We are now in the testing phase and early results are showing excellent results.” Cost Planned cost £3,886,000. CO2 Less CO2 A reduction in embodied carbon from 1,734t CO2e to 736t CO2e. On time Delivered on time in line with the current approved programme. Output was achieved in March 2014 and final handover to Anglian Water Operations is planned for 20 August 2014. August 2014 09 Awards Customer service Partners support Fenland Jobs and Skills Fair 10 The @one Alliance was among 29 companies and training organisations to set up innovative exhibition stands at April’s Fenlands Job and Skills Fair at the renovated Queen Mary Centre at Wisbech. The event, part of the Business in the Community (BITC) Fenlands Connections project, was also supported by some of our local Mechanical, Electrical, Instrumentation, Control and Automation (MEICA) Framework partners. More than 400 members of the public engaged with experts from our partner companies at the event. Russell Beal, BITC Connector for the Fenlands Connections project, who organised the event, said: “The purpose of the fair was to not only showcase the refurbished building but, more importantly, to highlight current job opportunities, apprenticeships and training courses, with 70 jobs up for grabs on the day. He added: “May I take this opportunity to say an enormous thank you for the fantastic level of support and collective effort provided by the Alliance towards making this event such a success story within Fenland. The positive feedback in the local newspapers and social media has all been simply overwhelming.” Russell says that they have now established a weekly Wisbech Job Café at the Queen Mary Centre on a Monday morning and are also working on employability skills with local schools. “We have a careers convention planned for the autumn and we are partnering with many other stakeholders on a range of opportunities to make a real difference to this part of the Anglian region,” he said. A big thumbs up from our customers! Our customers are at the heart of everything we do – so we need to keep them happy. One of Anglian Water’s Love Every Drop goals is that 100 per cent of customers are very satisfied with its service, and it’s evident that we are doing our bit. “We get great compliments from our customers regarding site teams, which is excellent,” said Communications and Customer Manager, Grant Tuffs. “Going forward, we’d like to name names and make sure people get the proper recognition they deserve.” These are just some of the things our customers are saying about us: “You work very quickly, are very polite and always leave things tidy after finishing work. Top marks!” David Anderson, East Haddon, Northants. “The workforce is a credit to your company.” Peter and Muriel Lockyear, Ormesby, Norfolk. “We were very impressed with the speed of the work and the courtesy of the workforce… a first-class job.” Lionel and Jenny Gray, Ashwicken, Norfolk. “Throughout the current works, the team has kept disruption to a minimum, has maintained traffic flow and always been friendly and cheerful.” Caroline Anders, Greatford, Lincs. “I would like to say thanks for the speedy and efficient way in which this project has been undertaken – particularly managing to finish so much earlier than originally expected.” John Ebdon, Cley-Next-The-Sea, Norfolk. Good job, well done: Our new poster shows that our customers like what we do. For further information on the BITC initiatives, visit www.bitcconnect.org/ connectors/fenland August 2014 >> >> FAST FACT - to our latest recruits! Here at the @one Alliance, we strive to employ the ‘best people for the job’, so we are delighted to welcome on board our newest colleagues who have chosen to take the next steps of their careers with us. Pictured from left to right are: Janice Spademan, Sarah Charman, Liam Gilbert, Sarah Williams and Simona Horvatova. 233km of sewer rehabilitation completed. AMP5 in the running for top industry award The @one Alliance is in with a chance of scooping yet another major accolade, having made the finals of the British Construction Industry Awards. We have been shortlisted as one of four finalists in the new programme management category for our AMP5 programme, alongside London Legacy Development Corporation & Mace, Queen Elizabeth Olympic Park; Heathrow Airport, Terminal 2: The Queen’s Terminal; and Crossrail. There have been several stages in the shortlisting process, which included a 20-minute presentation delivered to a panel of judges by Alliance Director, Dale Evans, and Jason Tucker, Head of Capital Delivery and Supply Chain Management at Anglian Water Services. The winners will be announced on 8 October at a ceremony at the Grosvenor House Hotel in London, where more than 1,000 of the industry’s key players will be in attendance. “Crews on site were courteous, polite, informative and very considerate.” Mrs Unsworth, Saltfleetby, Lincs. Say hello All smiles: Directors show their support at the Jobs and Skills Fair at the refurbished Queen Mary Centre in Wisbech. They love what we do Winning day: Some of our successful teams celebrate at the ‘We Love What You Do’ awards with presenter, Helen Skelton. The great outdoors beckoned for this year’s Anglian Water We Love What You Do awards, held in July at Tugby Orchards, near Leicester. There were plenty of challenging activities and musical entertainment on offer and food galore to enjoy, before the afternoon awards ceremony, hosted by BBC presenter, Helen Skelton, took place in a giant marquee. The standard of entries was recognised as being particularly high this year and ultimately the competition for prizes was tough, yet success beckoned for the @one Alliance, who were nominated in several categories. The Water Infrastructure team took the Supplier of the Year award, while our Digital Asset Creation team won Highly Commended in the Right First Time (Supplier) category. Meanwhile, the Water Infrastructure Kirby Cane Water Treatment Works project won Highly Commended in the Best Scheme category. Two of our suppliers, NG Bailey and GPS Pipelines, were also highly commended in the Supplier of the Year category. >> >> FAST FACT - 0.18 AFR for the year to date. August 2014 11 Team focus Meet the end gamers 12 Meet the new Commissioning Engineers Russell Marrows, Richard Hearn and Mich ael Caine are three of the new Commission ing Engineers taken on a year and a half ago as part of the Allian ce’s drive towards succession planning. Read on to find out what attracted them to the role and what they think about the importance of succession planning: Russell Marrows “I wanted to work as a Commissioning Engin eer because the role is so diverse and critical to a scheme’s completion and every day is different with new challenges and new equipment and technology that needs to be commissioned. “Andy Gilbert was my mentor during my first year of training and during this time I worked with him on a number of different schemes. As my knowledge and exper ience developed, I gradually took on more respo nsibilities and worked independently. “Succession planning is important as it increa ses the availability of knowledgeable and exper ienced employees for the future and therefore avoids any gaps in our resourcing levels.” 13 Richard Hearn “I wanted to become a Commissioning Engin eer as I felt it gave me an opportunity to use the skills that I had already, as well as gain new skills. “My mentor was Harry Self. Harry introduced me to the treatment process in both Water and Water Recycling and the equipment required and guided me whilst setting them up. “Taking on trainees or assistants with the view to progressing them onto more senior positions is essential, as there is a huge skills resource of people who do not fit into the apprentice or graduate schem es and that are not experienced enough to go straight into a more senior role.” It’s fair to say that the Commissioning Engineers are one of the most essential cogs in the @one Alliance wheel. They are the testers, trainers and button pressers in the handover of our capital assets to Anglian Water and if it weren’t for them, the projects we work so hard on wouldn’t be ready to go into operation. Michael Caine “Key roles in any organisation need to keep movin g in the right direction. As senior members of our team move closer to retirement, it is important to introduce young er individuals with great motivation to soak up as much knowledge from experienced team members in order for the team to continue delivering a quality servic e to the Alliance. “Becoming a Commissioning Engineer was a great career opportunity for me to move into an exciting industry, which enables me to further develop my skills and knowledge. “I was mentored by Collin Picton, based in Norfo lk. I travelled across the region to assist Collin on his schemes. With me being new to the water industry and Collin’s wealth of knowledge and experience, this proved to be excellent ‘on the job’ training.” We chat to Commissioning Manager Berrak Gokay to find out who they are and what they do – and why succession planning is a key element in moving the team on from AMP5 into AMP6 and beyond. Who are the Commissioning Engineers and what do you do? Commissioning Engineers operate new-built capital assets for the first time and form a bridge between project teams and the operators of these new assets. We test all new equipment; train operators; run new or refurbished capital assets for the first time; set up the alarms to enable remote monitoring by Anglian Water’s Operational Management Centre (OMC); and hand over the new assets to Anglian Water’s Operations team. When was the team set up and why? The Alliance Commissioning team was set up at the start of AMP4. We supply the specialism required for commissioning, which is mainly on-site testing capability of electrical, mechanical, process, plant and setting up automation controls. We also offer effective management skills to integrate with the existing interfaces and to sequence the necessary tasks. Who is in the Commissioning team? The team is made up of engineers and technicians equipped with a particular skill set. Over the last two AMP periods, the team number has been generally maintained August 2014 around 15 and supplemented by short-term agency engineers to help out with temporary, intensive peaks in our workload. At the start of AMP5, as part of the succession planning to maintain core skills within the Alliance, four young trainee engineers were recruited and each was allocated to a senior Commissioning Engineer to be trained on the job for 12 months. Last year, they achieved all their training targets set by their mentors and have now moved on to work on their own projects as fully-fledged Commissioning Engineers. The team structure has recently been consolidated with the appointment of Stuart Parsley as the Assistant Commissioning Manager. Stuart is responsible for the Water Non-Infrastructure programme area and leading a specialist portfolio of AMP6 initiatives for the commissioning activities. How does the team contribute to the success of the Alliance? The Alliance’s success is measured by efficiency and carbon targets and by the delivery of Capital Delivery Index (CDI) outputs on time and within budget. The CDI output date is the approved Gateway 5 (GW5) date, which is the time this happens, it is a cause for celebration and a boost to team morale to move on to the next site and repeat it again. stage gate at the end of the commissioning phase of the project. Our team contributes to this success by trying to achieve smooth and on-time GW5 sign-offs. What are the major challenges that you face? One of the major challenges is programme management in order to maintain an evenly distributed workload to make resource planning easier. This will increase the productivity of the team and streamline the planned sequence of commissioning tasks which are described in the commissioning plans at the design stage. What does success look like for your team? Achieving GW5 on the approved date is always our biggest satisfaction, as well as our biggest challenge. It’s great when the team gets a thank you from the end users and treatment managers. For instance, we recently achieved GW5 for the Kedington borehole scheme one month earlier than the planned date, but just in the right time for the summer demand. The subsequent thank you email from the Water Operations Manager Paul Testers, trainers and button pressers: The Commissioning Engineers are the people who hand over capital assets to Anglian Water. Naylor, commending the timely effort of the whole project team, made everyone proud. Ed Richardson, Commissioning Engineer at Kedington, contributed to this success; if it had not been for him testing the pump and remote controls and training the operators in a timely and acceptable manner, GW5 could not have been achieved. What is exciting you at the moment? The commissioning period is a very visible phase of the capital delivery cycle when all the diverse specialist activities converge on site to achieve a singular objective - making what has been planned, designed and assembled to ‘sing and dance’ as it is expected to. Every How can the Commissioning team help other teams throughout the Alliance? We can help other teams in two main areas – by completing the GW5 documentation in a timely way so that stage gate governance is not compromised, and by providing sitebased, real-time feedback to the ‘Lessons Learned’ process. It is the responsibility of every Commissioning Engineer to accurately record site testing activities for their allocated schemes, and such management of the required GW5 documentation enables the Project Manager to claim the GW5 and complete the project handover without delay. Building an efficient, specific and dynamic ‘Lessons Learned’ tool can help to improve the capabilities of the Alliance, so we encourage project teams to involve Commissioning Engineers at early stages of their projects to tap into their site experience and feedback. And how can other teams help you? By the nature of its work, commissioning comes at the end of a project lifecycle and very much depends on the successful completion of previous capital delivery stage >> >> FAST FACT - In AMP5 we have diverted 415,000 tonnes of waste from landfill, which is 98.5% of the waste we generate by weight. gates. Successful hand-over of a project follows successful commissioning, which can only be made possible by completely integrated, collaborative teamwork between designers, construction staff and sub-contractors, not only during the commissioning stage, but throughout the project lifecycle. What does the future look like for the Commissioning team? We are preparing for the new AMP6 challenges by adding to our existing strong skill set, including more Software Commissioning Engineers with Rockwell licences and dedicated laptops; electronic test sheets; off-site commissioning; and after care. There are measures in place to trial some of these initiatives in two AMP5 schemes at Pulloxhill and Cambridge. These initiatives will enable the Commissioning team to stay ahead of the game and to meet the AMP6 challenges with a stronger and more consolidated structure. Fastfacts: operate new-built • Commissioning Engineers e. tim t capital assets for the firs sions around 100 mis com m tea • On average, the ance’s programme projects a year across the Alli ging from ran areas, with scheme values . lion mil £150,000 to £20 missioning engineers • Currently there are 16 com worth a total value working on Year 5 projects of £160 million. August 2014 CR&S When @one Alliance Engineering Manager Mark Froggatt heard that the garden at Castor Church of England Primary School, near Peterborough, needed a major overhaul, it gave him an idea for a project resulting in “a microcosm of AMP6 in a day”. 14 The team, which included Lindsey Taylor, Linda Colman, Berrak Gokay, Elliott Harley, Aidan Hickey, Karl Beaton, Mark Leatherland, Mark Hedges and Mark Hollingsworth, with technical support from in-house ecologist, James Gilbert. Laura Upson assisted in the customer interface and was on hand to record the event. The People Development team was also involved. ‘High performing’ team challenge reaps rewards for local school The garden transformation project came about while Mark was thinking about team building in preparation for AMP6. “I needed something that took a different approach to the ‘standard’ format for middle management events,” explained Mark. “In this environment, the team could replicate the core values of delivery but with room to challenge safely. It opened up the standard delivery approach to considering the outcome and planning back from this perspective.” Mark put together a ‘high performing’ team – a group of people performing at their August 2014 highest level of achievement, maintaining a consistency centred on excellence. “I attempted to create the new AMP6 thinking in the team in preparation for delivering our business plan: encouraging inter-discipline collaboration, multi-skilling, efficiency, integration with a client/supply chain, standardisation and production-based delivery into an industrialised construction assembly, aligning to customer outcomes such as a flourishing environment and caring for community,” added Mark. The team was not aware of the task until they were briefed in the morning. They then had to nominate a leader, plan a delivery strategy, formulate a construction plan and define their roles to deliver it. This was all done within a time constraint while managing the expectations of the end user. Raw materials to create the garden’s features were also pre-assembled, prepurchased and pre-delivered, representing the supply chain link through to industrialised construction and assembly. This was supported by a detailed plan, delivered by our ecologist James Gilbert, which had to be scheduled to fit within the strict timescale as the task had to be completed within the day to a ‘right first time’ philosophy. Where possible, materials were re-used and waste managed, with soils and timber taken from an existing site. The project also showed integration of the supply chain and with the client, while strict health and safety measures were followed within the controlled working area using risk assessments and the ‘Am I Safe’ card. Customer safety was catered for, as tools and equipment were used within the grounds during school time, requiring a strict work area demarcation. Mark said the team learnt much from the project. “The scenario relied on teamwork, with a focused strategy for delivery against a tight timescale,” he added. “I had built in subtle and defined unplanned complications to replicate management of scope change and unforeseen circumstances which challenge us daily in delivering projects. “These tested the team’s ability to see the issue before it impacted on delivery, or adjust the strategy to cope with the additional demand. Above all, the team were pleased to see the value of their efforts and the effectiveness of a focused approach and appreciate the impact they had in making this lasting legacy.” The team managed to complete the work in full, and the project was handed over to the school within the set timescale. “This project was important on a number of levels,“ said Mark, “the collaborative approach will be taken forward into AMP6 teams and it also reinforced the need to plan, then deliver, while off-site build and integration of this into a constrained construction area which needed planning facilitated a smooth, efficient delivery.” Mark’s plan not only helped the Alliance team, but the delighted the school. Head teacher Mark Ratchford said: “The pupils are already benefitting from the wildlife garden. We are extremely grateful to the team for their generosity of time, skill and hard work in enhancing our outdoor learning environment.” STOP PRESS... Since the team left the school they have been back to carry out some aftercare activities, including a gen eral tidy up and some weeding. This pri nciple of aftercare equates to asset maint enance in capital delivery terms, reinforci ng the AMP6 microcosm! Mark Hollingsworth, Mechanical Discipline Head, Water Recycling Non-Infrastructure (WRNI) “The work was hard, there was lots of it and very little time to do it. However, through great teamwork and commitment, we achieved the task and enjoyed every minute of the day. Apart from helping a local school, the exercise was intended as an example of the team behaviour and attitude required in AMP6 and we most definitely proved it works.” Lindsey Taylor, Product-Based Delivery Manager “The outcome of the day was really tangible and the completed nature area for the children gave us a real sense of achievement. The team worked excellently together and whilst we had a lot of work to do, we had fun doing it. At times I think we need to remember that we should enjoy our jobs and the day really showed that when a team has a common goal and delivers in a structured but fun way, the result can be excellent. I was really proud to be a part of the day and to work with such great people.” Mark Hedges, CAD Manager A PR plan was formulated and customer engagement was encouraged to assess the team’s interaction and impact, mimicking the Service Incentive Mechanism (SIM) by encouraging the children to score the team on engagement and performance. Mark created ‘standard components’, such as a pre-prepared range of nest boxes, planters and baskets, to be assembled and integrated into the working site. “The teambuilding event demonstrated to me the strength and depth we have in our team. People successfully took on roles that I wouldn’t have associated them with, and that’s a great learning point for me. It also showed what can be achieved with a clearly defined plan and a great team enjoying what they’re doing - the importance of making work fun.” >> >> FAST FACT - 50% of embodied carbon for the whole AMP with 47% (28,000 tonnes) in the last 12 months and 62% (14,000 tonnes) of operational carbon saved. August 2014 15 15 ne l do ou Welhanknyglian t ing A e the m lp and r he beco ater fo er to ng w i Watp gross ny for t to compa id las erA Wat year! H In 2013-2014 Anglian Water raised £589,257 for WaterAid. That’s enough to fund 1,400 school health clubs in Liberia H Canoe beat this? 16 The bunting was out and celebrations were in order when more than 350 colleagues, partners and suppliers joined together to raise more than £50,000 for WaterAid at the eighth annual Rutland Regatta. The sun shone down on those heading into the water to compete in the kayak, raft and canoe races – which included duct tape, concrete and cardboard canoes – cheered on by those gathered on the shoreline. Several @one Alliance teams took part in the various races, while colleagues also took part in the onshore games such as tug o’war and enjoyed candyfloss and the hog roast lunch, whilst networking with other attendees. The funds raised for WaterAid offer vital Team saddles up for cycling challenge A joint effort between the @one Alliance and Anglian Water team in the inaugural WaterAid Water Cycle Challenge raised more than £1,200 for the charity. More than 70 riders from 12 of the UK’s water companies competed in the race, cycling a 76-mile course through the Yorkshire Dales, including 1,685 metres of climbing, and taking in part of the route of last month’s Tour de France’s Grand Depart. The hot conditions and tough terrain made it a real battle of endurance. Our very own Asset Serviceability Modelling Manager Boyd Miller finished in the top 30 with an impressive time of four hours 27 minutes, while Performance Manager Andy Gibb came in at four hours 57 minutes and Programme Area Delivery Manager Elliott Harley finished hot on his heels in four hours and 59 minutes. Pictured are the riders, from left to right: Richard Boucher, Anglian Water; Mark Coulson, Anglian Water; Andy Gibb, Performance Manager, @one Alliance; Steve Trippier, Solutions and Security Manager, Anglian Water; Elliott Harley, Programme Area Delivery Manager, @one Alliance; Boyd Miller, Asset Serviceability Modelling Manager, @one Alliance and (front with the bike) Alastair Dann, Anglian Water. ‘Drippy’ dragons take to the water Several @one Alliance colleagues got their paddles out to come second in the mixed team race at this year’s Peterborough Dragon Boat Festival – while raising funds for WaterAid. The team, called ‘Love Every Drip’, who were joined by friends and family, rowed to the rhythm of Alliance Rework Co-ordinator and drummer Kirsty-Ann Cairns’ beat throughout several races during the day-long event in June. Brian O’Hanlon, who has organised our team at this annual event for the last seven years, set up a meeting area and barbecue where people could enjoy the atmosphere. “We all had great fun and did well again this year, with several new people in the team,” said Kirsty. “During the last seven years, we have raised around £1,800 for WaterAid, which is great. We’d like more people to join us for next year’s event.” To sign up for the team at next year’s festival, email Brian at bOhanlon@ anglianwater.co.uk or Kirsty at [email protected] August 2014 Rats take up the charity challenge Our Water Rats took the ‘world’s largest assault course’ in their stride in May, raising more than £1,300 for WaterAid. The team got down and dirty in the mud at the Rat Race, a hard-core charity obstacle race/challenge held at Burghley House, Stamford. The purpose-built, 20-mile course contained an awe-inspiring 200 obstacles, which the team had to tackle in order to finish. The photo shows the Water Rats team, from left to right (back): Steve Parker, Nikki Smallwood, Zenna West, Andrew Head, Julie Parker, Steve Crooks, Adam Bullers and Grant Creasey. Front row, left to right, are Guy Gregory and Michael Caine. Kate Housley, Personal Assistant, was one of many Alliance volunteers who helped out on the day. Kate also volunteered for WaterAid at this year’s Glastonbury festival. support to people in countries like Nepal, where almost 20 million people do not have anywhere safe and hygienic to go to the toilet. www.wateraid.org/uk Water teams are on a winning streak! The Water teams are on course for their first ever whitewash on the sports field, in events held to raise funds for WaterAid. In the recent golf tournament, the Water team hammered Water Recycling. Ben Clarke achieved the best score and won a bottle of fizz, courtesy of Max Wright Ltd. Meanwhile, the Water team took the win in the rounders match with a score of 36 to 26. And although he came from the losing side, Lawrence Burton was a worthy man of the match. Great fun was had by all and the total raised so far is £400. If you want to help get Water Recycling back in the game, there’s a football match on 4 September at Yaxley parish pitches, meeting at 5pm for 5.30pm kick-off. If you want to play, contact the team captains: Water – Andy Head, Water Recycling – Tom Moody. Looking ahead, there’s a Pub Pentathlon planned for 8 December at the Jolly Brewer, Stamford. Meet at 7pm for 7.30pm start. To take part, contact the team captains: Water – Andy Head, Water Recycling – Clare Kovacs. Those who have bought WaterAid sunflower kits need to submit their entry for the tallest sunflower to Grant Creasey by 30 September. Currently, the tallest entry is only 1.1 metres tall, so the field is wide open. Email Grant at [email protected] or phone 07770 315639. >> >> FAST FACT - 149 properties off the DG5 register.
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