The award winning magazine from the Anglian Water @one Alliance 04 The AMP6 plan A 15-year focus 11 That’s the spirit Fenland fun

Wishing you all a safe and happy Christmas I s s u e

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D e c e m b e r

14 The Google guys Meet our DAMs

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FROM CONCEPT TO REALITY Not just great to build, but great to operate and maintain – Raithby water treatment scheme. Page 6

Transition

News

The outlook’s clear… and bright

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We hear stories every day about the pioneering work that the @one Alliance is undertaking – but what do people and organisations outside the Alliance know about what we do?

Have you got news for us? Welcome to the winter edition of one, the news magazine for everyone working within the @one Alliance. The Alliance is moving at a rapid pace and there’s a lot to report as we prepare to enter the new year. The current AMP5 contract, which started in 2010, expires in 2015 with agreements coming to an end, so we look at the work that’s underway to create the best collaborative arrangement proposal for the whole of capital delivery, building on the lessons learned by everyone here in the Alliance. The Fenland Connections Project has taken giant, positive strides since we focused on it in the last edition. We revisit the initiative in this issue to see how teams from the Alliance are helping Anglian Water make a real difference in local communities. And of course big changes are happening at Thorpe Wood House to make more efficient use of space and to improve the working environment. Many people have moved from fixed desks to agile working with new equipment. You can learn more about it on page 5. Don’t bother going to Google for information, just ask one of our Alliance Delivery Assurance Managers because they know everything. If you want to find out more, flick to our feature on the DAMs that will explain everything. We also check up on progress of the Raithby water treatment scheme, which has gone from being a line drawing, through to a 3D model, to being built and commissioned. Please remember, this is your magazine and I’d love to hear your comments. If you have a story to tell, or a picture to take, please give me a call on 01733 414 108, or email [email protected] Grant Tuffs, Communications and Customer Manager

Dale is pictured here sharing discussions with Delivery Assurance Managers (DAMs) at their meeting in Etton. Read more about the DAMs on page 14.

As we move into the last 15 months of AMP5, we have a defined programme of work ahead of us. This clear visibility of our programme means we have a chance to avoid some of the potential dips in our workload going into AMP6. This is something we’ll be working hard to achieve. We have a programme of more than £220 million to deliver in the next six months. Delivering this effectively and efficiently will remain our primary focus. We’ve also started transition planning for AMP6 (see story page 4). Here too, we’re

aiming to create clear visibility of our new programme so that we can start preparatory work early. This again will help to prevent a plateau between the AMP periods. I’ve cleared most of a three-month period in my diary to spend time talking to people about the transition plan and how it will affect them. I want the flow of communication to be twoway because it’s important to know what the key themes are and how we respond to them. Starting the business planning and transition process early is a real bonus for the @one Alliance and it’s an opportunity we’re determined to take with both hands.

Contents

Well, quite a lot, thanks to some of our colleagues, who were invited to present the Alliance story at key national and international events. At October’s European Waste Water Management Conference in Manchester, Peter Caldwell, Principal Process Design Engineer and Sustainability Champion, gave an update about the Alliance’s progress Peter Caldwell. during AMP5 and new challenges for AMP6, focusing on the fantastic results in relation to embodied and operating carbon reduction and hitting other cost and quality targets. “There were approximately 200 people from water companies, contractors, designers, suppliers and technology developers at the event,” he said. “I explained that we are in a good position because of the way we’re developing ideas that will help match water regulator Ofwat’s TOTEX* challenge for the next AMP period, and I challenged others to prepare for this change.”

Meanwhile, at a national event about Building Information Modelling (BIM), hosted by the Institute of Mechanical Engineers in London in November, Lindsey Taylor, Product-based Delivery Manager, and Mark Lindsey Taylor. Hedges, CAD Manager, were asked to speak about how the Alliance has used knowledge about manufacturing products to challenge traditional ways of working, and how product-based delivery and PLM strategies are Mark Hedges. integral to the way the Alliance delivers capital solutions, creating a real cultural shift in people, products and processes. “The presentation was really well received,” said Mark. “The event attracted around 50 people and included a government presence and industry experts.”

“I explained that we are in a good position because of the way we’re developing ideas that will help match water regulator Ofwat’s TOTEX* challenge for the next AMP period, and I challenged others to prepare for this change.” Peter Caldwell, Principal Process Design Engineer and Sustainability Champion *TOTEX stands for ‘total expenditure’.

What an achievement

07 Simply the best Putting customers first 08 Spray away New sewer lining

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09 Lagoon with a view Cost-saving ecology 10 Eye eye IRIS finally opens 12 A warm welcome Our starters say hi

09 Produced by

December 2013

Innovative ideas lead the way

12 Publications - 01904 479500

15 Showcase success Thanks to Modelling

The Anglian Water Capital Solutions Day offered an opportunity to not only present what’s happening in the business, but also to celebrate colleagues’ achievements. John Karolski, Head of Capital Solutions, said: “A highlight of the day was when Kate Kelly, Anglian Water Group HR Director, presented a certificate

>> >> FAST FACT -

to Ian Berry, Lead Design Engineer, Steve Drake, Area Performance Manager and Matt Humphrey, AMP6 Project Manager, a cross-business team who collectively worked together to have Anglian Water Services reinstated as an approved company for training towards professional qualifications for the Institution of Civil Engineers (ICE).”

0.20 AFR for the year to date.

Cause for applause Nominations are now open for Anglian Water’s ‘We Love What You Do’ awards 2014. This is the chance to say ‘thank you’ to colleagues who have made an extra effort to give great service. If you know someone who has done a fantastic job or a team that stands out for their contributions, why not put them forward for one of the nine awards? Everyone who is shortlisted will be invited to celebrate their achievements at an event in the summer. Speak to Grant Tuffs on 01733 414108 or email gtuffs@anglianwater. co.uk to find out how to enter.

December 2013

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AMP6

What a refreshing change

It’s hard to imagine a world without Facebook and Twitter and when mobile phones were anything but interactive. But that’s the way it was three AMPs ago back in the Millennium year of 2000. Things can change so much in just a few years, especially when it comes to technology – who could have predicted back then that social media would be a commonly used communication tool, or that phones would not only have built-in cameras, but that you would be able to surf the internet on them, too? So imagine trying to lay the foundations for the next three AMP periods, from 2015 until 2030 – and suddenly there are a lot of uncertainties. That’s something that Anglian Water’s AMP6 Delivery team has been tasked with. Matt Humphrey works within that team as the AMP6 Project Manager. Matt says that one of his major challenges so far has been to organise the project plan. “The current Alliance Agreement, which started in 2005, expires in 2015, and we have been preparing to let new agreements with the supply chain in plenty of time to prepare for AMP6. We are looking at the best collaborative arrangement proposal for the

The routine of coming into the office every morning has dramatically changed for those employees who work on the second floor of Thorpe Wood House, Peterborough. During its refresh in late September, to make more efficient use of space and improve the working environment, the area underwent some big changes, with perhaps the most noticeable of these being the move for many from fixed desks to agile working at hot desks with new IT equipment. The move was a major achievement, involving 43 people, including the Facilities team, removal contractors, telephone contractors and IT contractors, who worked

AMP5

Countdown to AMP6

SPECIAL PROJECTS

Alliance (II) WWNI

WNI

WWI

whole of capital delivery, building on lessons of the past,” said Matt. “A sourcing process has been underway for a replacement contract for what is known as Integrated Main Works Capital, combining the best of the @one Alliance and Special Projects to deliver the bulk of the future capital work. “To encourage collaborative long-term thinking, we’re proposing a possible 15 year term. As a result, we have had greater engagement than ever before with internal stakeholders including senior management the framework could be worth over £3 billion over its lifetime, so it’s a massive decision for Anglian Water,” he added. “I’ve spent a lot of time speaking with stakeholders, checking that they are okay with the approach we are taking.” As the new agreement will pan out over a period of 15 years, the framework will be reviewed at the end of each five-year period. Bidders for the contract completed a Request for Information (RFI) document, highlighting previous experience, and a Request for Proposal (RFP), to outline what they would propose to do. Ten organisations were then shortlisted, including the current AMP5 partners, some of the Special Projects partners and one new

WATER LOCAL DELIVERY

WW LOCAL DELIVERY

RMDS

CS

WI

PROGRAMME MANAGEMENT

PROJECT MANAGEMENT

AMP6

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Your workspace

Integrated Main Works Capital

Integrated Operational Solutions

WORKS MANAGEMENT

Integrated Maintenance and Repair Water

Water Recycling

Integrated Metering and Developer Services

INTEGRATED SUPPLY CHAIN

“The sourcing process has been underway for a replacement contract for what will be called Integrated Main Works Capital, amalgamating the best of @one Alliance and the best of Special Projects.” Matt Humphrey, AMP6 Project Manager

December 2013

Suppliers meet at Grafham to learn more about the plans.

tirelessly during the three-day moving weekend. The team moved 200 desks and 600 crates. More than 2,000 items of IT equipment were also moved and 171 desks had to be re-cabled and re-powered. Fifteen lift-loads of rubbish were recycled and all of the lockers and storage were individually labelled. “It was an amazing effort to get everything done in three days,” said Grant Tuffs, Communications and Customer Manager. “It took a few days for people to settle in and there were some teething problems with telephones and storage lockers. We’re still bedding in and trying to get things right and we appreciate everyone’s patience and understanding.

So how does it all work?

bidder; what Matt terms “an interesting mixture of well-known and new bidders”. During November and early December, the sites of the shortlisted organisations were assessed and bidders’ leadership teams were put through a behavioural assessment process – the first time this stage has been included in the scores at Anglian Water. “We’re hoping to announce preferred bidder status by the end of December,” added Matt. Final reviews, initiative planning and the negotiation stage will take place during the following three months, with the AMP6 contract being awarded in April 2014. In terms of moving projects forward from AMP5 through to AMP6, Matt says that the board is approving expenditure, which will then be allocated to the new AMP6 partners to smooth any ‘dip’ between the two periods. As well as planning the framework, documentation and activities for AMP6, Matt has organised a number of events in accordance with the project plan, including a supplier engagement event held in July at Grafham Water, which involved 50 people from Tier 1, internal stakeholders and Tier 2 partners in discussion groups. “We want the process we’re going though to be known by people internally and externally as more engaging than ever before; we want them to feel that they know what’s happening and that they’ve had some input,” explained Matt. Bi-weekly bulletins are being produced to keep people informed and engaged about the process at every stage. We’ll keep you updated with progress in the next edition of one magazine.

>> >> FAST FACT - In AMP5 we have diverted 347,000 tonnes of waste

use if the ‘fixed’ ne, and even fixed desks are free to In theory, any desk can be used by anyo area, any other team a in used g bein sign. If all desks are employee is not in, indicated by a desk ved for agile s in team areas are not exclusively reser available desk can be used, as agile desk workers in that specific team. fore, make sure using fixed or agile desks must, there All colleagues, regardless of whether their desk at the tidy and y, polic desk lian Water clear they adhere to the principles of the Ang end of every day. they can keep own locker and desk caddy in which Each agile team member also has their everything they need. ber, they can login e numbers round, and via a pin num Employees can also ‘carry’ their phon er for a laptop, pow and e s get access to a red data cabl at any desk, while those using hot desk so they can just ‘plug in’ and go. e the data for ad hoc meetings or discussions, whil There are also meeting tables to be used day. all desk er visitors who may not require a prop point tables are particularly useful for of ctor Dire s, Evan Dale e has decreased,” said “As the Alliance team grows, our spac @one Alliance. use many of us are space we have more efficiently. Beca “Agile working allows us to use the all of the time.” used g bein r sites, some desks are not either in meetings or working at othe Wood House to pe Thor in floor first the ar changes for He added: “We are looking into simil bring further efficiencies.”

“The project is still very much a ‘work in progress’ and we’re working closely with people to gather their views. All feedback will be taken on board, assessed, and action taken where possible to improve things further.”

05 People using the new hot desk layout have been encouraged to provide feedback. Here are some of the comments that have been received: I like it. Space is cleaner, tidier giving the appearance of an efficient office. I’m surprised to say that there are more free seats than I expected. It’s far more open and feels more spacious and is far nicer to work in It’s sometimes difficult to track agile workers down. I think the space for meetings has improved. However, I do believe work is more productive if WNI teams can sit next to each other. Not enough desks, insufficient storage space, difficulty in finding people in ‘agile environment’. Now there is an agile working environment there is no longer a need for such big desks. I would propose more (smaller) desks so that people definitely have a desk that they can come to within their team.

The new agile and hot desk environment. Agile working means the Alliance can use space more efficiently.

from landfill – which is 98 per cent.

December 2013

Delivery

Service

Pipe dream becomes a reality 06

Raithby – before, during and after. In future it may also boast wireless connection for remote operational access. In past editions of one, we’ve reported on progress of the Raithby water treatment scheme, an @one Alliance ‘Pathfinder’ project to replace the existing water treatment works at Raithby, Lincolnshire for £5.8 million, while at the same time, reducing carbon by 1,000 tonnes. The Pathfinder directive was also to make the plant: “Not just great to build, but great to operate and maintain.” Now that ‘pipe dream’ has evolved from being a line drawing, through to a 3D model, to being built and commissioned, and it’s a journey that’s been captured here in this wonderful image (above) by Alliance CAD Manager, Mark Hedges. Mark said: “The PLM approach to project delivery on Raithby combined the efficiency of project delivery in 3D with smart review tools, stunning visualisations and immersive review technology (see issue 16) to deliver the Pathfinder vision. The Alliance Design team was also able to consider key operational processes at design stage with a view to making the plant easier to operate and maintain in service. “Once the concept level 3D project model had been produced, the Design team was able

to engage key stakeholders much earlier in the design process than normal by taking the model to site and ‘walking’ round the model.” He added: “After the detailed design 3D model was complete, an immersive review was undertaken by the Design and Operational teams to review the final design and capture any final comments and design refinements before the construction stage. This enabled some final, but key, changes to be made to the access arrangements, prior to fabrication and site assembly.” In addition to PLM, Raithby WTW incorporated the innovation of a robust Intelligent Control System that will fully integrate with the new IRIS telemetry system (see IRIS story on page 10). Darren Allport, Water Non-Infrastructure Electrical Discipline Head said: “This innovation will provide the Anglian Water Operational

Our customer care is top of the league There’s never been a truer saying than the customer is always right. This is certainly the case when it comes to water regulator Ofwat’s Service Incentive Mechanism (SIM), which this year put Anglian Water in top place when it comes to customer service. SIM is one of the Key Performance Indicators that water companies have to publish and is an incentive for them to improve their quality of service and value for money. Every quarter, water companies have to provide all customer contact records to Ofwat, who then carry out 200 in-depth surveys with a random selection of customers. The average score is then used for ranking, and Anglian Water topped SIM’s league table for the quantative element (customer satisfaction) and also the qualitative scores (unwanted customer contacts) for the period 2012/13, demonstrating an industry-leading approach to customer service. The @one Alliance plays a major part in influencing these scores with so many employees being out on the front line meeting customers on a daily basis, and Communications and Customer Manager Grant Tuffs is keen to highlight the importance of good customer service and PR, which should be demonstrated by all employees. At the Year 3/ Year 4 Communication event held earlier this year, Grant outlined that, whatever the project, thinking about the customer impact, and involving them at the earliest possible opportunity, is crucial to its overall success, because if a customer’s lasting memory of the organisation is poor customer

“Good customer service can be demonstrated in many ways, primarily by talking to people and being proactive with customer engagement to promote positive messages, including campaigns like Love Every Drop, talking to parish councils, meeting deadlines and keeping to promises, improving every link with customers.” Grant Tuffs, Communications and Customer Manager

service, it undoes all of the good work already undertaken. In fact, Grant believes that good PR and customer service is so important that he wants to put it at the forefront of colleagues’ minds as an important part of any Alliance project, alongside such elements as health and safety, carbon and costs. “Word is out now across the Alliance about good PR and people are realising how important it is,” said Grant. “Our employees come into contact with many customers on a daily basis and every one of these contacts is an opportunity to create a

positive impression which can impact on the SIM score.” Such is the importance of good customer service and PR that the @one Alliance PR Matrix forms part of the Capital Delivery Process, providing guidance on customer engagement options for Project Managers, which include site visits, community liaison, customer letters and customer surveys. “Good customer service can be demonstrated in many ways, primarily by talking to people and being proactive with customer engagement to promote positive messages, including campaigns like Love Every Drop, talking to parish councils, meeting deadlines and keeping to promises, improving every link with customers,” said Grant. “It’s about creating a good impression on our sites – clean sites and good signage, polite and courteous employees, helpful site teams – it is all common sense but when it comes down to it, all the good work can be undone in a flash if something goes wrong.” Grant is on hand to provide help and support for Alliance employees when it comes to customer service, and he often gets actively involved in projects to promote good customer engagement, such as helping to produce customer newsletters to keep people informed about projects, and attending drop-in sessions so that customers can engage with the work of the Alliance and Anglian Water. “The Alliance doesn’t generate many negative comments because we are really good at what we do,” said Grant, “but we need to make sure we keep improving to help Anglian Water stay number one.”

Raithby is a shining example of a ‘next generation’ solution.

Management Centre and the operational team with greater detail of the process, offering the advantage of optimising the process and energy usage at Raithby WTW.” There will also be the ability to pilot the facility for a wireless connection to allow the trial of remote operational access to Raithby WTW. Above left, interested residents soak up information about a Water Recycling Non-Infrastructure scheme in Pytchley, Northants. Pictured right is an improved, larger scheme board for a Water Infrastructure project in Bury St Edmunds.

FACT - In AMP5 we have diverted 298,000 from landfill which is 98 per cent. FACT - 473 projects through Gateway 5 attonnes the endof ofwaste November. >>>>FAST >> FAST

December 2013

December 2013

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ON THE MA’ fePature highlights

ga er picture, and adoptin le more about the bigg tip ul m t ou rry map ed-up approach to ca in jo e or m ll u’ yo Normally our ‘On the , ojects, but in this issue lps to projects. individual, one-off pr a programme level he le enhall schemes show on ild ts M ec d oj an pr D g M rin SE te n, Clus see the Bosto economies of sca e-level approach. productivity, generate e as cre in e more of a programm nc how the @one Allia and reduce costs. This is an indication of emes, thinking sch s er liv de it y wa e is changing th

Mildenhall Caniflex – Water Recycling Infrastructure

Alliance Scheme (Delivery Year) 1 2 3 4 5

Boston PU2400 trial Water Infrastructure 08

A live trial of a semi-structural, spray-applied lining in a mains renewal scheme in Boston, Lincolnshire. A two-part resin was pumped down umbilical hoses and mixed, prior to being sprayed on to the internal surface of water mains. It can be sprayed from 1mm to 8mm thick in a single pass, depending on the pressure

WWNI GW5 Yr 1 WWNI GW5 Yr 2 WWNI GW5 Yr 3 WWNI GW5 Yr 4 WWNI GW5 Yr 5 SEMD Scheme Shapes Security Standard for Ops WW Reservoir & Tower Security Fluvial Flooding Security Standard for Ops W & BH Protection

rating, setting within seconds and being returned to service within an hour. It takes about 40 minutes to line a 125m section of main, so potentially the main can be returned to service within three to four hours. This successful trial identified the learning required to adapt procedures to allow the best productivity from this new technique, including the adoption of ‘spray chlorination’. The next step will be to confirm its lining capability to withstand the forces from ground movement in high ‘shrink swell’ areas.

Water Infrastructure Water Non-Infrastructure Wastewater Infrastructure Wastewater Non-Infrastructure Special Projects SEMD

A project to replace 15 pumping stations which have Health and Safety (H&S) and access issues. The sites in Mildenhall, Suffolk, do not meet current H&S requirements relating to access and pump lifting. They’re also located within the carriageway of busy highways. Well-managed public relations between the site team, residents and the local school were crucial to the success of this scheme. Sam Baker (Delivery Assurance Manager) and Richard Parkes (Anglian Water Education team) gave Waterwise talks at the local school, which were very well received. The Alliance Management Team visited site and were very impressed by the high level of safety, quality of site set-up, information available and attitude of the workforce.

Under budget Baseline affordability was £2,719,000 Approved Gateway 3 solution is £2,410,000. Forecast out-turn is currently £2,476,000 resulting in a saving of £243,000.

CO2 Less CO2

The embodied carbon was reduced from 677t CO2e to 413t CO2e. On time The project is on time with site demobilisation scheduled for April 2014.

Under budget £150,000 was approved to trial this new technique on 1.5km of 4” diameter water main and the out-turn cost is £121,000.

CO2 Less CO2

Baseline carbon was 38.9t CO2e and solution carbon was 13.7t, a 65 per cent reduction. On time The trial was completed on time, with the lining work taking just eight days to line 1,501m.

Colchester Birch Water Recycling Centre Water Recycling Non-Infrastructure

Biggleswade, Bedfordshire Toplers Hill – Water Non-Infrastructure The reservoir is 38m in diameter and 6.5m deep and holds 6,820 cubic metres of potable water. The task was to replace the existing failing domed aluminium roof with a structure of similar material, shape and height. The roof was designed and supplied from the USA as a package. The initial idea was to build a new roof adjacent to the reservoir and lift it into place. After several site visits, this was abandoned due to the constant windy conditions. A 38m dome waving in the wind was not a desirable prospect.

was the safest method available and a great success with the roof being removed in less than two weeks. The reverse procedure was then employed for the erection of the new roof with the addition of a further level of scaffolding to accommodate the new roof curvature. Three access platforms for ingress and egress and four platforms for vent access, plus a new internal ladder with a man-riding winch and fall arrest system, were also added. In addition to this action, 1.5 tonnes of debris was removed from the washout pipework.

Scaffolding was erected internally on three levels to allow for the curvature for removal of the Most of the original overbanding was replaced existing roof in sections. The existing roof material plus some additional due to further wall cracks. was shipped back to the USA for recycling. This Under budget The scheme cost £978,500.

CO2 Less CO2

Borehole Protection Programme. Over-cage work-stream Security and Emergency Measures Direction (SEMD) A programme to secure 65 at-risk borehole assets across the Anglian Water region by installing new security cages rated by the Loss Prevention Certification Board. This is the first example of such a product being used within the industry. The product has been designed, manufactured and tested by the Building Research Establishment under the guidance of the SEMD team working alongside key security supply chain partners. The units are being assembled off-site reducing the impact to Operations. Each unit is bespoke to the borehole asset and has been manufactured to suit current planning requirements in terms of aesthetic finishes.

Under budget Works are currently on programme with a current forecast out-turn cost within the £1,667,000 approved Gateway 3 solution.

CO2 Less CO2

The embodied carbon was reduced by 42 per cent against the programme baseline to 256.2t CO2e. On time Gateway 5 forecast for early 2014 ahead of the March 2015 obligation date.

The existing humus tank at Birch Water Recycling Centre in Colchester, Essex was too small to deal with high-flow rates, so solids were being carried over into surrounding grass plots. Therefore a new lagoon has been constructed as tertiary treatment, settling out the final solids carried over from the humus tank into the lagoon. The solids will then be sucked out of the lagoon and tankered away every five to 10 years, depending on build-up. The solution of a lagoon mitigated a large amount of the risk and offered a much more costeffective solution. Using exemption regulations, the team used excess spoil to create a small ecology area that will be seeded with wild flowers suitable for attracting insects, in particular butterflies, which also saved the scheme more money.

Cost The original affordability was £1,280,000. This was later reduced to £548,000 with the option of the lagoon, but the out-turn is currently forecasted at £325,000.

CO2 Less CO2

The baseline carbon was 96t CO2e. The original solution carbon figure was 293t CO2e based on a humus tank and a pumping station. The final carbon figure for just the lagoon is 48t CO2e. On time The scheme is on time, Gateway 5 is early December.

The embodied carbon was 152t CO2e. On time The reservoir was handed over to Operations in November and is due to go into supply in December.

December 2013

December 2013

09

News Keeping an intelligent eye on remote assets

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Anglian Water (AW) is updating its ageing telemetry system to a new version called IRIS. network is performing, so that leaks The company is doing this to improve data quality, so that teams can can be detected quicker and response times can be improved. understand how assets are performing Exploiting the value from IRIS is in relation to customers. vital if Anglian Water is to be more The first pilot area at Gringley, efficient, effective and proactive in near Gainsborough, went live in late November and there’s lots of final how it manages its assets and provides excellent customer service. testing and preparations going on to Matt Walker, IRIS Programme get the business ready for go-live. Manager said: “So, how does The scale of the job is huge, all this affect the Alliance? Well, we’ve with more than 12,000 telemetry been implementing something called outstations, half a million monitoring points and over 160 million rows of Asset Monitoring Frameworks (AMFs) that help us define the telemetry data to move across. information we need to manage But when finished, AW will be able our assets. to pinpoint poorly performing assets to “It also makes sure we build new prioritise sites, concentrate on high risk locations and create proactive solutions assets in the right way to collect the right data, so we’ve been working with to get things working again. the Standard Products team to make And although it’s proud of its sure these changes are implemented. industry-leading record on leakage, “IRIS is about how we respond Anglian Water isn’t standing still. A today, plan for tomorrow and build new integrated leakage and pressure for the future.” management system will link up with For more information email 30 other data sources and systems to [email protected] create an overall picture of how the

Community One view for all Next month, people working for the @one Alliance will be able to see all relevant documentation relating to capital schemes online, and in one place. Pages from the One View Of Project (OVOP) will be launched on the intranet in January as part of the Hawk Document Management Project. Alliance project documentation has been on Livelink for some time now, with established folder structures in place to provide a consistent way to manage and control project information. This OVOP change will enable other parts of Anglian Water to work this way, using Hawk, the company intranet. OVOP is closely linked to ‘One View Of Asset’ (OVOA) and is a further step towards more efficient management of an asset, by making sure that documentation flows smoothly between capital schemes and operations. The outputs of a project contained within the Operating and Maintenance manual (O&M) can also be accessed within the OVOA pages and within the relevant operational site page in an area to be known as the ‘Digital Operating Manual’. For more information contact Quality Assurance Manager Stuart Rawdon on 07801 674669 or check out the ECM pages on Hawk http://newhawk/AboutUs/ ProjectsandInitiatives/ECM/Pages/ECM.aspx

Racing ahead in the fundraising stakes In September, the @one Alliance was the Diamond sponsor of the sixth WaterAid Race Night at the Sharnbrook Hotel, Bedfordshire, when more than 200 employees, suppliers and guests from the Alliance and Anglian Water, including senior directors, raised an astounding £65,000. The night featured one of horse racing’s most recognised voices, Derek ‘Tommo’ Thompson, leading the race experience alongside spot prizes and an auction. Richard Boucher, Chair of the WaterAid Committee at Anglian Water, said: “Everyone who attended was incredibly generous in helping us raise such a large sum for a very deserving charity.” We reported in the last one magazine that June’s Rutland Regatta, in which several Alliance teams competed, raised the fantastic sum of £44,000 in 2012. The Regatta Fund Raising team surpassed themselves this year with tremendous sponsorship and donations raising the massive total of £54,892. Pencil the date in your diary for next year’s regatta on 18 June 2014. Left: Raising a glass, and raising funds on race day.

Cheers to 26 Alliance employees and friends who took a tour of the Melbourn Brothers Brewery in Stamford, a Victorian steam brewery, in October, sampling some of the fruit beers and raising £100 for WaterAid. Thanks to Grant Creasey for organising the tour. Left: Employees enjoy the brewery tour.

December 2013

The winning entry in the Sunflower Competition came from Vicki Taylor, with a total measured height of 3.05 metres.

Green-fingered colleagues raised more than £400 in this summer’s WaterAid Sunflower Competition. The money has been donated to WaterAid Madagascar Schools, a campaign which aims to provide 12,000 school children in Madagascar with access to safe drinking water and toilets.

For information about WaterAid and how to support its work, visit www.wateraid.org or contact Grant Creasey, Alliance WaterAid representative on 07770 315639 or email [email protected]

Creating a community spirit Following our report about the Business in the Communities (BITC) Fenland Connections Project in the last issue of one magazine, we catch up with Russell Beal, BITC Business Connector – on secondment from Anglian Water to work on the initiative – to find out what’s been happening since then. The work of the BITC Fenland Connections Project is gathering momentum, where the @one Alliance is helping Anglian Water make a real difference in local communities. “I’m delighted to say that much more has been achieved on this project since August to support the Fenland communities through a combination of Alliance, Anglian Water and local resources,” said Russell. “I’m extremely grateful to all those involved who have worked tirelessly on this stage of the project to make it such a success story.” Progress has been made in several areas, including an apprentice recruitment day in Wisbech, hosted by two of the Alliance partner companies. “These are construction apprenticeships leading to NVQ qualifications within two years and with potential for full-time employment, and from this process, three apprentices have been appointed,” said Russell. The Alliance has also become key BITC Business Class sponsor to the Thomas Clarkson Academy, a large secondary school in Wisbech. “We’re focused on understanding what we can do as responsible businesses to both inspire and help develop these children,” explained Russell. One of the agreed immediate support areas was to hold a careers convention at the school on 7 November, with three of the Alliance partners presenting wonderful interactive and creative exhibition stands to more than 600 enthusiastic students who enjoyed hearing all about career options in construction, engineering and apprenticeships. Hetty Cliss, from Thomas Clarkson Academy, said: “The feedback from the students was overwhelmingly positive and I really think they have started to open their minds to different career pathways and opportunities. Thank you so much for

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supporting the event and making it the success it was.” During two days in October, volunteers from the Alliance joined forces with Anglian Water’s ‘Love to Help’ champions working on the Queen Mary Centre in Wisbech. Nearly 200 people were involved in cleaning, painting, decorating and gardening at the centre. Russell is also planning some smaller volunteering sessions at the centre so that smaller teams can complete particular tasks that have already been started, such as working on the front garden or finishing the half-painted iron railings. “Without any doubt, our support to the Ferry Project, a charity for homeless people in Fenland who have taken on the lease for this building, is helping them to create a thriving community centre from what was a largely disused former school,” said Russell. “The Ferry Project team have been extremely pleased with what has been achieved so far and the feedback from a range of local councillors and residents has been very positive indeed and is a reflection of our commitment. A jobs club, jobs fair and enterprise hub are all planned to happen in this building in the New Year. “One of the great aspects of this secondment has been the opportunity to meet and work with some fantastic people who are absolutely determined to ‘make a difference’ to the Fenland community: a community that is at the heart of the largely rural Anglian region,” said Russell. Going forward, Russell believes that much more will be achieved during the next few months, and he is working closely with both Fenland District Council and Cambridgeshire County Council on a range of ideas and options for economic growth.

Hard working volunteers from the Alliance, partners and Anglian Water are pictured here, including John Chubb, Managing Director of Grontmij (far left) and Dennis Curran, Chairman of Barhale (in the garden).

Feedback from the Careers Convention Dirk Binns, Project Manager WNI, said: “We were asked if we could provide a ‘cool’ exhibition stand, with interactive elements if possible, to inspire young people by showing them the diverse employment opportunities available. “One of the main talking points was a 3D animation video of the construction of a wet/dry pumping station and the construction of the Burbank Reservoir. This proved to be a real conversation starter and a great way to introduce the career possibilities available within the civil engineering sector. “Most of the students thought that the construction industry was limited to house building with the most popular trades being bricklaying and carpentry. There was no awareness of other possibilities including the apprentice programme.”

If you are interested in volunteering at one of the sessions at the Queen Mary Centre in Wisbech, please email [email protected] For further information on the BITC initiatives, visit www.bitcconnect.org/connectors/fenland

>> >> FAST FACT - £42 million below affordability for projects post Gateway 1. December 2013

Collaboration

News

Teams welcome new starters Another raft of colleagues have joined the ranks of the @one Alliance. We caught up with three of them to find out what attracted them to our organisation.

Terry Bell, Technical Author What was it that made you want to work for the Alliance? I think the Alliance is a forward-thinking company that rewards hard work. What did you expect it to be like? Different, if I’m honest, with so many different companies making up the Alliance and understanding the business structure.

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What are you most enjoying about working for the Alliance? Delivering my goals to target and dealing with so many people who have one goal in common.

Didem Yakici, Value Manager What was it that made you want to work for the Alliance? I thought it was a very good career opportunity, and only three miles away from home. What did you expect it to be like? I expected it to be quite challenging due to the number of partner companies involved. What are you most enjoying about working for the Alliance? Being able to work with people from the different partner companies, sharing ideas, knowledge and experience.

Vincent Durkan, Water Infrastructure Project Manager What was it that made you want to work for the Alliance? I have worked in the water industry for Balfour Beatty Utility Solutions on the Yorkshire Water Services contract for the last 11 years. A position came up at the Alliance and I saw it as an opportunity to progress my learning and development and also to see how the Alliance contract is administered.

A warm welcome to our new starters, who are pictured here at Thorpe Wood House, from back, left Clive Murfitt, Didem Yakici, Vincent Durkan, James Clough, Smitha Holagi, Oliver Ajah, John Woolcock, Mark Rich, Angus Bell, Anna Murphy and Terry Bell.

Resolve to create time for your career development Make it a New Year’s resolution to complete your @one Alliance Development Reviews (ADRs) throughout 2014. There are several key dates to mark in your diaries to make sure that this process is completed. Everyone who has been at the Alliance for more than three months should have received an email from the People Development team containing a link to input ADR objectives for Year 4. If you have deleted or have not received this link, please contact the People Development team on the number below. In February 2014, all employees will receive another email from the People Development team. This contains another link to some questions around your performance in line with your existing objectives and any training and development you have or would like to receive. The final stage will take place in April when your Alliance manager will discuss your objectives and overall performance throughout the period before adding their final comments and agreeing your existing objectives for Year 5. For more information or support, please contact the People Development team on 01733 414146.

December 2013

What did you expect it to be like? I expected the processes and procedures to be similar; however, I am discovering things operate differently. The Stage Gateway system is taking a bit of getting used to, although it seems a very robust system, ensuring all deliverables are achieved at the appropriate gateway before the scheme can progress. What are you most enjoying about working for the Alliance? The challenge of a new role with new processes and procedures and meeting new people.

Double recognition The @one Alliance has been recognised as a leading organisation at two major award events. In the Green Economy Awards, the Alliance was shortlisted in the Sustainability Partnership category for leading sustainability in asset delivery, while in the Society of British Water and Wastewater Industries awards, the Alliance was shortlisted for the ‘Water Dragons’ event. The Water Dragons event is an opportunity for members to pitch their new product, process or service to senior water company executives, one of whom was Steve Kaye, Head of Innovation at Anglian Water. Although not a winner, Balfour Beatty presented the 2400 Lining Process, a technique that was used successfully at the Boston Mains Renewal programme (see story page 8). The Alliance also got a mention at the same awards event, as part of the MWH submission in the People category. MWH focused on Waste Recycling Stations on Alliance sites (see one, issue 14, page 5). MWH were shortlisted to the final, but just missed out on the winner’s prize.

Supply chain interGREAT These days you don’t have to look far to find great examples of supply chain integration of the @one Alliance partners. And it’s all thanks to a collaborative working group approach to improve trust and add value for our mutual benefit. We look here at two success stories…

g Sewer relinin

g target lining are usin ed in sewer re lv duction vo re in e rs th ne rt ise Pa s to incentiv on iti nd co ct ar and rew d cost contra tter share risk be to s, st million co al of actu 13, around £2 e. So far in 20 nc to llia d A e de th ar with been aw contracts have of target cost . ite OnS ch are the Insituform and the new approa of es ur at involvement fe y Ke k register, early ris t in jo a of t developmen ners for preent of the part e and reimbursem s, all of which aim to improv ey rv su n y el tio tiv uc tr ac cons partners certainty. The cost and time rative working bo lla co r er regula d Anglian Wat participate in a e key Allianc an ith w ) s G es W sin (C bu group of joint r the purposes stakeholders fo fit. ne be l ua and mut improvement

The virtuous circles, which show how performance and development lead to sustainable procurement.

Joint supervision ivised through target In addition to being incent tner Waveney par , ons diti cost contract con the Alliance appointed Pumps are also acting as trumentation, Controls Mechanical, Electrical, Ins Supervisors on the A) EIC Waveney supervisors Ryan Victor and and Automation (M ycling Non-Infrastructure Dan Connah, who were appointed to Utton’s Drove Water Rec act on the Alliance’s behalf. e. ridg mb Ca r nea t, projec n Da and tor Vic n Rya rs Waveney superviso electrical safety rules to nagement and common and site supervision Connah trained in site ma ark e reduced man-m ing hav ich wh s, role ir the for prepare costs significantly. ticipate actively in MEICA partners who par Waveney are one of seven g and commercial up with our key engineerin a collaborative working gro g Charter’ and also erin rtn tners have signed a ‘Pa par ICA ME . ers old keh sta commitments made for t business plan, with 50 contribute actively to a join 4. ement actions in 2013/1 mutually beneficial improv er for the CWG, said: nag Ma ent opm vel De rk wo me Fra , son der An e Mo plier performance and ked upon an ambitious sup “The Alliance has embar ular engagement with iative, founded upon reg relations management init . working groups (CWGs) er partners in collaborative since 2012 for MEICA, sew ce pla en tak e hav Gs planned. re mo h wit “More than 30 CW tners, trol centre and ecology par ent and rem asu me nce relining, screens, motor con ma for is aligning both per nt me age eng ls and the goa of p rt At the hea ’s Love Every Dro ivity around Anglian Water act ent pm elo dev r plie sup tainability benefit. ers’ that capture outcomes for mutual sus and sign ‘Partnering Chart p elo dev to ited inv are “Partners to improvement eloping firm commitments dev as ll we as s, ion irat asp joint ortunities for Alliance The initiative creates opp lity within joint business plans. order to achieve sustainabi engage with partners in , vice ser er tom cus stakeholders to regularly ter bet , d carbon, improved safety objectives such as reduce nt.” me lower costs and fair pay l for us to achieve our roach is absolutely critica app G CW e He added: “Th age the partners eng objectives. Not only do we as and constructive sustainable procurement ide ir the to n ations, but we liste ect exp and ds nee our h wit internal change. partners and Alliance criticism in order to inform erience is very positive for exp G CW the , ole wh “On the ticipate.” ple are encouraged to par stakeholders alike, and peo

Above: Installing a steam cured lining. Inset: Lining installed and cured.

>> >> FAST FACT - 44 per cent (30,000 tonnes) of embodied carbon and 75  per cent (15,400 tonnes) of operational carbon saved.

For more information, or to get involved, contact Moe on 01733 414157 or email [email protected]

December 2013

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In focus

A day in the life of a DAM We spoke to Delivery Assurance Managers Laurie Thomsett and Ian Coleman to find out what their roles entail.

Delivery Assurance Managers 14

Laurie Thomsett:

All you need to know One site manager described our DAMs as the “Google” of Anglian Water at the Capital Solutions Away Day in November. So who makes up this ‘mine of information’ and what do they do? James Crompton is Water Non-Infrastructure (WNI) Programme Area Manager for the Alliance and Construction Assurance Manager for Anglian Water Capital Solutions (AWCS) who is responsible for the Delivery Assurance team. We asked him:

Who are the DAMs? The DAMs provide everything you need to know about the @one Alliance. This is a key role, working within the Alliance programme areas to help to provide and lead the organisation in key assurance areas of safety, quality and the environment. It is a key role in driving out waste as DAMs ensure that ‘rework’ lists and reliability returns are completed. They also provide advice to the Delivery teams. The DAMs help provide assurance around ‘construction readiness’. This is a ‘health check’ before a job is started: is the design in a fit state, have pre-start meetings been undertaken? This also saves costs in the long run. There are a number of DAMs trained in ‘incident investigations’: any incidents, accidents or serious near misses. The DAM will dispatch an independent report, which goes to the Alliance safety board describing root causes and remedial actions: this is an important part of the role in the drive for safety. A couple of DAMs have also been accredited with the NEBOSH Certificate in Environmental Management. Customer/PR management is also a key part of the role, assuring the customer/PR matrix is implemented and making sure that teams have assessed impacts on customers with the right level of communication, from open evenings to letter drops, depending on the different levels of impact. How many DAMs are in the team? There are currently 24 people in the team with a further two out on secondment. Collectively, the team has a wealth of experience and includes members from what

December 2013

Our DAMs – who can provide everything you need to know.

was previously known as Local Delivery, bringing a different and complementary breadth of experience and knowledge to the team. How is the role of the DAMs evolving? The environmental side is definitely new and the accident investigation aspect is an evolution. The area of quality assurance now needs to grow and receive attention that is on a par with safety. Why are the DAMs so important to the Alliance? The DAMs provide key self-assurance for the Alliance. This gives the Alliance confidence and a robust level of assurance. The DAMs are also the ‘go-to’ people within the Alliance, as from a site and operational perspective they collectively have a wealth of varied knowledge, experience and really good operational contacts and relationships. What are the major challenges that the DAMs are facing? The key challenge is raising awareness of the role and what the DAMs can offer. Sometimes the DAMs are not being brought in or engaged early enough in the life of the project. The transition from AMP5 to AMP6 will also be a challenge, but one we can manage and evolve into.

Pictured, inset and below, are photos taken from the Caniflex scheme in Mildenhall (see page 9). Sam Baker, the DAM for this scheme, has been very complimentary about the project in his CSIR audits.

successful end to Year 3, driving output and impact plans hard – it was very much all hands to the pump. There have also been a number of great customer service examples and experiences thanks to the DAMs. Positive feedback has been received from customers and the Operational Management Centre (OMC). The accident investigation training has also proved a major success and has the Board’s recognition in the improvement of health and safety and reporting. Moving forward, what is the next big thing for the DAMs? The transition to AMP6; this is definitely a role to continue and evolve into the next AMP period. We want to grow the team in line with AMP6 requirements and workload. It would be great to recruit some trainees and apprentices into the group. What is exciting you at the moment? The expansion and evolution of the DAM role, together with the new and exciting challenges for AMP6.

What are the DAMs’ major successes? Since AMP4, I think there has been an improvement in team integration and recognition that we need to develop and evolve further going into AMP6. The DAMs played a huge role in a

>> >> FAST FACT - 333 kilometers of renewed or new mains laid.

“I will usually visit at least one of my sites under construction – this could be anything from connecting in a new borehole to building a new water treatment works. The visit may be to carry out formal inspections for safety, quality or environmental checks and reports, or to check that the work is on programme. I may also visit because I have received a complaint from a member of the public that I need to investigate, checking that the contractors are not causing issues with access to properties or damaging properties from vibration or plant movements. I will discuss the best way forward with the partner contractor, then visit the customer and agree a solution. Sometimes just an explanation and a sympathetic response will calm the situation. On S101a first-time sewerage schemes, such as the one I am working on at Ashwicken, near Kings Lynn, I usually attend the open day or public meeting to advise the villagers and parish councillors of the details and timings for the installation. Here I can introduce myself as an Anglian Water representative who can deal with their queries and concerns on a local and face-to-face basis. These meetings are a great way of getting to know the local needs and day-to-day workings of that particular community. This enables us to tailor our programme to minimise the overall effect on the community.”

Ian Coleman:

a DAM, as “There’s not a typical day for and no two it rem e wid y the role has a ver ld be cou I day e On e. sam the days are then it and s ion doing monthly site inspect and his er farm a h wit et might be on to me es uiri enq d fiel to e hav also I land agent. vice Ser er from the Operational Custom tacted Managers who have been con tre Cen ent em nag Ma al by Operation ing they are eth som ut abo lic pub the (OMC) by a member of concerned about. go to a risk and value review Another day I might need to hold a pre-commencement for an upcoming project or to go ting. It could be that I have meeting for one that is star and und aro m the w sho igners to and visit a site with the des ugh I tho es, em sch s viou pre on explain what has happened for my usual walk around and could be just attending site er to cover such things as catch up with the site manag the design queries to be sent to rework sheets, discuss any n The g. etin monthly progress me Design team, or just hold a ers, nag Ma nt tme t with Trea I always need to be in contac nagers and especially the Ma E M& ers, nag Ma Collection uss future major impact disc to Tactical Support Manager te. plans that I will need to wri n face of the role; I haven’t eve sur the es tch scra This just er and tom cus ter Wa lian Ang in covered contact with the ma t are dealt with or ensuring tha ensuring that their concerns , said I As ers. ust adj with loss businesses are put in touch nt.” ere diff is day every

Inspiring Showcase proves a popular business model What started off as a showcase to highlight the work of the Modelling team in @one Alliance snowballed into a cross-business success. More than 100 people attended the Modelling and Planning showcase event, held at Thorpe Wood House, Peterborough, in October, at which teams from across the Alliance exhibited and which attracted colleagues from Anglian Water. “The main aim of the event was to publicise to the rest of the business some of the really clever work the Modelling team does, and how the team can help colleagues achieve their objectives,” said Asset Serviceability Modelling Manager, Boyd Miller. “However, although the idea started out as just being about Modelling, it soon gathered momentum, and it ended up that lots of different business areas became involved. There were people presenting from across the capital delivery process, from the Alliance and Asset Planning, to Operations and Water Resources.” Around 10 to 15 people were manning stalls at the lunchtime showand-tell display session, with poster presentations highlighting what can be offered to other people working throughout the Alliance and Anglian Water. “People could ask specific questions about how we could help their particular team, and about what they want to know,” said Boyd. “The main thing for me was the fact that colleagues took something away from the event. The feedback we got was very positive, which would indicate that our showcase was a resounding success.” The event was attended by colleagues from not only throughout the Alliance – including members of the Alliance Management Team – but also from the Senior Asset Management team and the Biodiversity team from Anglian Water. Chris Gerrard, Climate Change and Environment Performance Manager for Anglian Water, was impressed by what he saw. “I have been at Anglian Water for less than a year so it was an opportunity to improve my understanding of the way we work within the company as there were lots of things going on in one room,” he said. “I found it the best two hours I had spent so far as developing my understanding of what we do, and found it a useful and fascinating insight into the technical side of things. I think that the breadth of expertise which we have and the potential benefits of that technical expertise to my role was really useful, and I also got to put faces to names and talk to people.” Dale Evans, Director, @one Alliance, said: “This was an inspiring workshop for two reasons. Firstly it was great to see the breadth of capability being displayed by these teams. And secondly it was great to be involved in a ‘cross-business’ showcase, involving teams from across the whole of the Alliance, and Anglian Water, not just the Alliance partners.”

Delegates circle in to hear more about the Modelling team.

>> >> FAST FACT - 155 kilometers of sewer rehabilitation completed.

December 2013

15

Environment

Our new generation of generators 16

battery Eco Power Cube running the welfare units for the other The RED Eco Power Cube was released onto the market 20 hours. in October and the @one Alliance is one of the first Logistics Manager David Bond has chosen the 24KVa RED Eco organisations to take advantage of this new hybrid power Power cube model to power a number of elements on his site, generator. including drying rooms. The clever box of tricks is being used at a site in Littleport, East Its innovative monitoring software means that not only does Cambridgeshire, where it’s wired to the generator ready for a six-week trial. the Eco Power Cube measure its performance outputs, but also that of As well as reducing generator run the generator. This ensures that the times by 50 per cent, the cube will reduce CO2 dramatically (by tonnes) correct generator is being used for the and keep the environment as it right loadings. should be, quiet through the night by David said: “The monitoring reduced noise pollution. programme is excellent news for value managers because they can see what This trial is using one of the first three phase units in the country. is being spent daily on fuel. It can also Reports so far from another small site gather information from other sites The cube has been sourced by the Alliance Site Welfare where we may be using other cubes that is using a single phase power Set Up team as part of the ongoing push to reduce fuel cube, is that over a 24 hour period allowing a full analysis of fuel and costs and reduce CO2 outputs for Anglian Water and its Alliance partners. Pictured here with the cube are David CO2 reductions. This information will the generator now only needs to Bond (right) and colleague Justin Kelly. run for four to five hours, with the also allow us to tweak the cube for maximum performance.”

Green plant A new hybrid excavator is digging up sustainable results at Uttons Drove, a Water Recycling Treatment works to the west of Cambridge. Komatsu’s HB215LC-1 cuts carbon emissions and improves fuel efficiency and safety. The machine is also ideal for urban and night work where reduced noise levels are needed. Technology features include a low-emissions engine, engine/hydraulic matching system and an eco-gauge on the cabin monitor to guide the operator as to fuel consumption and energy flow. Meanwhile, its safety features comply with the latest industry standards and work together to minimise risks to personnel in and around the machine. An audible travel alarm further promotes site safety.

December 2013

>> >> FAST FACT - 105 properties off the DG5 register.