one april 2015 - @one Alliance Newsletter

The award-winning magazine from the Anglian Water @one AllianceIssue 23 • April 2015

All onboard! Collaborating at the

AMP6 induction event. Pages 12 and 13.

What no water? Teams rise to the

challenge. Page 4.

Find out about our tunnelling challenge in Market Harborough. Page 5

Digging deep for our customers

02

Welcome to our new look one magazine, which has not only been refreshed to reflect some of the strategies we are adopting across the @one Alliance during AMP6, but is also now an award winner, taking away one of the top prizes at the recent Institute of Internal Communications (IoIC) awards.

It still retains plenty of interesting and exciting stories and features about what is happening across the @one Alliance; however, we’ve listened to what you said in the recent reader survey and have included more projects and site-based views on stories, such as in our feature on the Caistor St Edmunds incident on page 4.

In this spring issue, we also report on how we performed in AMP5, hitting our targets and coming up with some innovative ideas which we’ll be developing throughout AMP6 and beyond.

We find out how a tricky tunnelling project in Market Harborough really engaged the community, especially the pupils at a local school.

We catch up with Richard George, Head of Operations, who tells us why the Injury Free Environment (IFE) approach to health and safety is so important for all colleagues to adopt, and discover the benefits of Totex and how the Blue Box gives visibility across the AMP6 programme.

We meet the Continuous Improvement team and find out how they can help colleagues across the @one Alliance with their projects.

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, Customer and Communications Manager.

We put ourselves up against it – in terms of the amount of work that had to be done in the last few months – but yet again teams have worked incredibly hard to deliver a successful year-end.

We have efficiently and effectively delivered more than 850 projects between April 2010 and April 2015, with no more than two or three outstanding and being completed as I write this introduction.

We have hit our base targets and stretch targets for efficiency, which means we will deliver a positive financial programme pool for our partner companies. These are really good results, given how tough the affordability challenge was in AMP5. Don’t forget we have fronted up to and achieved affordability targets of between 20 and 30 per cent over the five years.

We’ve been saying for some time that ‘carbon’ has been the defining target in AMP5. We hit our 50 per cent reduction in embodied carbon

Your @one Alliance Health and Safety Passport is valid for four and a half years, so if yours has expired – or if you are new to the organisation – you’ll need to go through an induction or refresher course to get a new one.

Etton, our former training centre, is closing at the end of April, so the new location for training is the College of West Anglia in Wisbech.

The college boasts a new state-of-the-art Technology Centre, housing superb facilities for engineering and construction, plus an excellent classroom environment and an improved experience for all delegates attending the induction.

“We not only delivered over 850 projects for Anglian Water, but if we look at AMP5 overall, we have met the required efficiency and cost targets in a challenging environment,” said Keith Blair, Head of Commercial and Performance.

“The new commercial model has worked with a reduced fee and a target cost arrangement which has driven outperformance and delivered benefits to both Anglian Water and the partners. It just goes to show what can be achieved by adopting a collaborative, open book, transparent, cross-partner environment and by all working together to a common goal.”

EfficienciesThe 50 per cent carbon efficiencies were delivered, which at the beginning of AMP5 would have seemed like one of the hardest challenges we’ve faced.

“It just shows what we can hope to achieve in AMP6, when we want to make a further 10 per cent carbon saving,” said Keith.

We developed our standard

This newsletter is printed on Forest Stewardship Council (FSC) paper, which means it comes from responsible sources that support the conservation of forests and wildlife, while helping people to lead better lives.

Performance

476Km

142,794 tonnes

of renewed or new mains laid.

51.9% of embodied carbon saved for the whole AMP

9022 3 4 5

projects through Gateway 5.

AFR for the rolling 12-month period.

0.05

Rising to the challenge

Make sure you get your passport to safety

great shape!Have you got news for us?

halfway through this year and we’ve maintained that position ever since. We now know that a lot of the efficiency we have delivered has come from driving carbon out of our solutions.

Our approach and our progress on carbon reduction is recognised throughout the industry and our peers are genuinely taken aback at the progress we’ve made. We’ve embraced the carbon challenge, demonstrating to the industry that reducing carbon reduces costs.

I’m proud of our track record and the achievements we’ve made in AMP5. They’ve given us a great platform to tackle the challenges awaiting us in AMP6.

Because the two programmes of work have overlapped, there hasn’t been time to stop and reflect on what we’ve achieved, so I’d like to take this opportunity to really thank everyone for their hard work, commitment and enthusiasm over the last five years.

Dale Evans Director @one Alliance

So we’ve reached the end of the AMP5 programme and I am incredibly proud of what we have achieved over the past five years – and how we have finished the AMP period.

To book your place, contact the People Development team on 01733 414 316 or email [email protected]

product capabilities and off-site building, which has enabled us to be innovative in delivering large projects such as Cambridge more quickly and efficiently – and we adopted this method of construction more as AMP5 went on.

Safety“The introduction of product lifecycle management (PLM)on some projects has proved a great benefit in not only helping to design and construct the projects in an efficient and safe manner, but to demonstrate the end product to Anglian Water’s operational staff before it is built,” said Keith.

We implemented a new ‘plan for stage’ process, which has provided a focus for all interested parties and stakeholders to efficiently identify plan and agree what is required at each stage of the project.

We have also fully embraced Anglian Water’s ‘Risk and Value’ process, where at every single stage of a project we stand back and assess if we have done it the

best way and look at how we can do things better. It’s all about looking at the way we do things differently and has led to us achieving significant efficiencies throughout the AMP.

DeliveringWe also delivered 80 per cent of value of procurement via our new capital cost management system (CCMS). This has resulted in 80 per cent of the value of everything that was bought being procured through Anglian Water directly.

“All of the above were milestone achievements throughout AMP5 and will be further developed in AMP6 to build on the success they achieved in AMP5,” explained Keith.

On track “If we look at delivery and gain share for our partners, we have ended AMP5 in a very positive situation and on an excellent footing. However, there’s room for improvement in AMP6 and we want to do it all again but better and better.

If we meet the efficiency challenges, we’ll be on track to deliver AMP6 within Anglian Water’s and the @one Alliance partners’ aspirations.”

We’ve crossed the finishing line in

The @one Alliance ended AMP5 on an excellent footing, meeting the challenges and targets that we were tasked with between 2010 and 2015, and achieving new ways of working that will be taken on board in AMP6.

“The introduction of product lifecycle management (PLM) on some projects has proved a great benefit in not only helping to design and construct the projects in an efficient and safe manner, but to demonstrate the end product to Anglian Water’s operational staff before it is built.”Keith Blair, Head of Commercial and Performance

Richard George

Date of issue: 01/04/15

In case of emergency please contact:

Work Safely Induction

Produced by Publications (S-511) – 01904 479 500

1

£14 millionbelow affordability for projects post Gateway 2.

54.4% (38,281 tonnes) in the last rolling 12 months. 56.2 % (14,604 tonnes) of operational carbon saved for AMP5 with Year 5 figures 88% (2,058 tonnes) saved.

properties off of the DG5 flooding

register.

201

C02

fast facts

one I s s u e 2 3 • A p r i l 2 0 1 52 one I s s u e 2 3 • A p r i l 2 0 1 5 3

02

Welcome to our new look one magazine, which has not only been refreshed to reflect some of the strategies we are adopting across the @one Alliance during AMP6, but is also now an award winner, taking away one of the top prizes at the recent Institute of Internal Communications (IoIC) awards.

It still retains plenty of interesting and exciting stories and features about what is happening across the @one Alliance; however, we’ve listened to what you said in the recent reader survey and have included more projects and site-based views on stories, such as in our feature on the Caistor St Edmunds incident on page 4.

In this spring issue, we also report on how we performed in AMP5, hitting our targets and coming up with some innovative ideas which we’ll be developing throughout AMP6 and beyond.

We find out how a tricky tunnelling project in Market Harborough really engaged the community, especially the pupils at a local school.

We catch up with Richard George, Head of Operations, who tells us why the Injury Free Environment (IFE) approach to health and safety is so important for all colleagues to adopt, and discover the benefits of Totex and how the Blue Box gives visibility across the AMP6 programme.

We meet the Continuous Improvement team and find out how they can help colleagues across the @one Alliance with their projects.

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, Customer and Communications Manager.

We put ourselves up against it – in terms of the amount of work that had to be done in the last few months – but yet again teams have worked incredibly hard to deliver a successful year-end.

We have efficiently and effectively delivered more than 850 projects between April 2010 and April 2015, with no more than two or three outstanding and being completed as I write this introduction.

We have hit our base targets and stretch targets for efficiency, which means we will deliver a positive financial programme pool for our partner companies. These are really good results, given how tough the affordability challenge was in AMP5. Don’t forget we have fronted up to and achieved affordability targets of between 20 and 30 per cent over the five years.

We’ve been saying for some time that ‘carbon’ has been the defining target in AMP5. We hit our 50 per cent reduction in embodied carbon

Your @one Alliance Health and Safety Passport is valid for four and a half years, so if yours has expired – or if you are new to the organisation – you’ll need to go through an induction or refresher course to get a new one.

Etton, our former training centre, is closing at the end of April, so the new location for training is the College of West Anglia in Wisbech.

The college boasts a new state-of-the-art Technology Centre, housing superb facilities for engineering and construction, plus an excellent classroom environment and an improved experience for all delegates attending the induction.

“We not only delivered over 850 projects for Anglian Water, but if we look at AMP5 overall, we have met the required efficiency and cost targets in a challenging environment,” said Keith Blair, Head of Commercial and Performance.

“The new commercial model has worked with a reduced fee and a target cost arrangement which has driven outperformance and delivered benefits to both Anglian Water and the partners. It just goes to show what can be achieved by adopting a collaborative, open book, transparent, cross-partner environment and by all working together to a common goal.”

EfficienciesThe 50 per cent carbon efficiencies were delivered, which at the beginning of AMP5 would have seemed like one of the hardest challenges we’ve faced.

“It just shows what we can hope to achieve in AMP6, when we want to make a further 10 per cent carbon saving,” said Keith.

We developed our standard

This newsletter is printed on Forest Stewardship Council (FSC) paper, which means it comes from responsible sources that support the conservation of forests and wildlife, while helping people to lead better lives.

Performance

476Km

142,794 tonnes

of renewed or new mains laid.

51.9% of embodied carbon saved for the whole AMP

9022 3 4 5

projects through Gateway 5.

AFR for the rolling 12-month period.

0.05

Rising to the challenge

Make sure you get your passport to safety

great shape!Have you got news for us?

halfway through this year and we’ve maintained that position ever since. We now know that a lot of the efficiency we have delivered has come from driving carbon out of our solutions.

Our approach and our progress on carbon reduction is recognised throughout the industry and our peers are genuinely taken aback at the progress we’ve made. We’ve embraced the carbon challenge, demonstrating to the industry that reducing carbon reduces costs.

I’m proud of our track record and the achievements we’ve made in AMP5. They’ve given us a great platform to tackle the challenges awaiting us in AMP6.

Because the two programmes of work have overlapped, there hasn’t been time to stop and reflect on what we’ve achieved, so I’d like to take this opportunity to really thank everyone for their hard work, commitment and enthusiasm over the last five years.

Dale Evans Director @one Alliance

So we’ve reached the end of the AMP5 programme and I am incredibly proud of what we have achieved over the past five years – and how we have finished the AMP period.

To book your place, contact the People Development team on 01733 414 316 or email [email protected]

product capabilities and off-site building, which has enabled us to be innovative in delivering large projects such as Cambridge more quickly and efficiently – and we adopted this method of construction more as AMP5 went on.

Safety“The introduction of product lifecycle management (PLM)on some projects has proved a great benefit in not only helping to design and construct the projects in an efficient and safe manner, but to demonstrate the end product to Anglian Water’s operational staff before it is built,” said Keith.

We implemented a new ‘plan for stage’ process, which has provided a focus for all interested parties and stakeholders to efficiently identify plan and agree what is required at each stage of the project.

We have also fully embraced Anglian Water’s ‘Risk and Value’ process, where at every single stage of a project we stand back and assess if we have done it the

best way and look at how we can do things better. It’s all about looking at the way we do things differently and has led to us achieving significant efficiencies throughout the AMP.

DeliveringWe also delivered 80 per cent of value of procurement via our new capital cost management system (CCMS). This has resulted in 80 per cent of the value of everything that was bought being procured through Anglian Water directly.

“All of the above were milestone achievements throughout AMP5 and will be further developed in AMP6 to build on the success they achieved in AMP5,” explained Keith.

On track “If we look at delivery and gain share for our partners, we have ended AMP5 in a very positive situation and on an excellent footing. However, there’s room for improvement in AMP6 and we want to do it all again but better and better.

If we meet the efficiency challenges, we’ll be on track to deliver AMP6 within Anglian Water’s and the @one Alliance partners’ aspirations.”

We’ve crossed the finishing line in

The @one Alliance ended AMP5 on an excellent footing, meeting the challenges and targets that we were tasked with between 2010 and 2015, and achieving new ways of working that will be taken on board in AMP6.

“The introduction of product lifecycle management (PLM) on some projects has proved a great benefit in not only helping to design and construct the projects in an efficient and safe manner, but to demonstrate the end product to Anglian Water’s operational staff before it is built.”Keith Blair, Head of Commercial and Performance

Richard George

Date of issue: 01/04/15

In case of emergency please contact:

Work Safely Induction

Produced by Publications (S-511) – 01904 479 500

1

£14 millionbelow affordability for projects post Gateway 2.

54.4% (38,281 tonnes) in the last rolling 12 months. 56.2 % (14,604 tonnes) of operational carbon saved for AMP5 with Year 5 figures 88% (2,058 tonnes) saved.

properties off of the DG5 flooding

register.

201

C02

fast facts


While Anglian Water’s customers in Market Harborough’s town centre carried on with their daily lives, just several metres below their feet an enormous manned tunnelling machine was boring through the earth as part of a £1.5 million flood alleviation scheme to reduce the risk of surface water flooding in the town.

The Tunnel Boring Machine (TBM) was lowered into a six-metre drill pit, which was then driven on a 100-metre, laser-guided journey under the town’s streets by @one Alliance Tunnel Boring Machine operator Jamie Warren, one of only a few people in the country qualified to operate this machine.

Two tunnels were drilled beneath the town’s streets to make space for a new surface water sewer pipe, which was laid behind the TBM as it travelled.

Anglian Water and the @one Alliance worked alongside Harborough District Council, the Highways Authority and business representatives in the town to plan the work and minimise disruption to the public and customers, and also liaised with the Environment Agency and the River Welland Trust for consent to work in the river.

Project Engineer Nick Randall said: “Undertaking a major tunnelling operation in such a restricted working area in the middle of a busy town centre was challenging as we wanted to minimise disruption to the public and maintain access to local businesses.

We also had to shut one of the main roads through the town centre, which leads to one of the main car parks.

“This scheme was also important in order to hit our Year 5 Ofwat obligation to remove properties from the DG5 flooding register.

“However, it has been a real success, showing the benefits of putting in time and effort for substantial, well-thought-out public relations. Considering the location and the type of work being undertaken, we had very few complaints. As long as the public are well informed in advance of a project and understand the need for the work, they are more patient with the disruption.”

Children from local schools were invited to name one of the tunnelling machines, and 10-year-old Frazer, a pupil from Market Harborough Church of England School, came up with the winning moniker, ‘Diglet’.

In February, Frazer’s class was invited to the site to see ‘Diglet’ unveiled, as well as learning about engineering and the project itself.

“The children seemed to really enjoy seeing Diglet and learning about the work we’re doing and why,” said Nick.

“Giving the drill a name has proved really popular with the team working on the project. All of us just call it Diglet rather than a drill as we would on most similar projects. The name is incredibly catchy.

“Hopefully we’ve inspired the children and who knows, maybe some will go on to be engineers of the future.”

Customer and Communications Manager, Grant Tuffs, added:

“This was a great example of community

engagement in a potentially difficult setting. It was great to involve schoolchildren, to see what we do in their community.”

Pulling together to help

Fast facts• The scheme was started in

November 2014 and finished in March.

• The affordability cost was £1,411,000; the solution cost was £1,356,000.

• Tier two and tier three suppliers involved included:

Randall Surveys LLP

Xylem Water Solutions UK Ltd

Ham Baker Adams Ltd

Savills (UK) Ltd

“Undertaking a major tunnelling operation in such a restricted working area in the middle of a busy town centre was challenging as we wanted to minimise disruption to the public and maintain access to local businesses.”Nick Randall, Project Engineer.

‘Boring’ project is flooded with great responses from

our customersAt a time of year that should be relaxing and full of cheer, an incident like this can cause real upset and inconvenience to so many families.

The water treatment works went down on 28 December, and as the damaged main was six metres beneath waterlogged ground, it was clear from the start that this was going to require a large mobilisation of colleagues and partners, as swiftly as possible.

However, with a total of 220 people rolling their sleeves up to help – including 170 working on site – the burst was brought under control within a day, with colleagues working throughout the night.

Karl Beaton, Design Manager, explained: “The first I heard of it was when I saw it on the local news. As I walked into work the next morning, Engineering Manager Mark Froggatt invited me to go along to the site, to see how we could help. Teams from Kier, Barhale and MWH were already working alongside Anglian Water Operations to fit a replacement pipe, but Mark and I wanted to offer support from a design and engineering perspective.

“When we got there, we worked together with the guys to secure a temporary pipeline. The work was very exacting, so Mark and I offered additional

technical advice to help the process run as smoothly as possible. We worked through the day and into the night, until finally, at 2am, we finished. It was the end of the day for Mark and me, but some of the guys working on the pipeline stayed on. Their dedication and commitment to getting the line fixed, and restoring normality to the families affected, was second to none.”

Mark agreed: “The success at Caistor St Edmunds is testament to the professionalism of the team. It really is a pleasure to work with people who understand the role they play, and how it fits into the bigger

picture of what they need to achieve as a team. Everyone was on the same page that day and the process was quite organic – very quickly, we became a well-oiled machine, working together to get the job done.

“As Karl says, we were there for that bit of extra guidance and to help make sure that everything was done as safely and efficiently as possible. I love my job – it makes me very proud to see the sheer hardiness of the guys we have on site, and the effort they put in to what they do. There is no doubt that the Caistor incident would not have been fixed so quickly if it wasn’t for them.”

At the very end of December 2014, a water treatment works that supplies 5,000 homes in Caistor St Edmunds, rural Norfolk, went down. However, thanks to a group of dedicated @one Alliance colleagues and some of our partners and suppliers, it wasn’t long before the burst was under control.

Mark Badcock, Foreman (Barhale):“Although there were three teams working on site, there was a real sense of everyone pulling together for the same cause. Realising so many people were without water was our motivation to get the job done.”

Jake Paul: Open Cut Ganger (Barhale):“There were no dramas – we all knew what we had to do and just got on with it. It helped that we all had the same work ethic to do the best job as efficiently as possible.”

Terry Woods: General Foreman (Barhale):“I can sum up the atmosphere on site in three words: Great team spirit. We worked through the night to secure a temporary fix before the incident escalated, and we were still smiling by the end of it!”

the community

one I s s u e 2 3 • A p r i l 2 0 1 54 5one I s s u e 2 3 • A p r i l 2 0 1 5

While Anglian Water’s customers in Market Harborough’s town centre carried on with their daily lives, just several metres below their feet an enormous manned tunnelling machine was boring through the earth as part of a £1.5 million flood alleviation scheme to reduce the risk of surface water flooding in the town.

The Tunnel Boring Machine (TBM) was lowered into a six-metre drill pit, which was then driven on a 100-metre, laser-guided journey under the town’s streets by @one Alliance Tunnel Boring Machine operator Jamie Warren, one of only a few people in the country qualified to operate this machine.

Two tunnels were drilled beneath the town’s streets to make space for a new surface water sewer pipe, which was laid behind the TBM as it travelled.

Anglian Water and the @one Alliance worked alongside Harborough District Council, the Highways Authority and business representatives in the town to plan the work and minimise disruption to the public and customers, and also liaised with the Environment Agency and the River Welland Trust for consent to work in the river.

Project Engineer Nick Randall said: “Undertaking a major tunnelling operation in such a restricted working area in the middle of a busy town centre was challenging as we wanted to minimise disruption to the public and maintain access to local businesses.

We also had to shut one of the main roads through the town centre, which leads to one of the main car parks.

“This scheme was also important in order to hit our Year 5 Ofwat obligation to remove properties from the DG5 flooding register.

“However, it has been a real success, showing the benefits of putting in time and effort for substantial, well-thought-out public relations. Considering the location and the type of work being undertaken, we had very few complaints. As long as the public are well informed in advance of a project and understand the need for the work, they are more patient with the disruption.”

Children from local schools were invited to name one of the tunnelling machines, and 10-year-old Frazer, a pupil from Market Harborough Church of England School, came up with the winning moniker, ‘Diglet’.

In February, Frazer’s class was invited to the site to see ‘Diglet’ unveiled, as well as learning about engineering and the project itself.

“The children seemed to really enjoy seeing Diglet and learning about the work we’re doing and why,” said Nick.

“Giving the drill a name has proved really popular with the team working on the project. All of us just call it Diglet rather than a drill as we would on most similar projects. The name is incredibly catchy.

“Hopefully we’ve inspired the children and who knows, maybe some will go on to be engineers of the future.”

Customer and Communications Manager, Grant Tuffs, added:

“This was a great example of community

engagement in a potentially difficult setting. It was great to involve schoolchildren, to see what we do in their community.”

Pulling together to help

Fast facts• The scheme was started in

November 2014 and finished in March.

• The affordability cost was £1,411,000; the solution cost was £1,356,000.

• Tier two and tier three suppliers involved included:

Randall Surveys LLP

Xylem Water Solutions UK Ltd

Ham Baker Adams Ltd

Savills (UK) Ltd

“Undertaking a major tunnelling operation in such a restricted working area in the middle of a busy town centre was challenging as we wanted to minimise disruption to the public and maintain access to local businesses.”Nick Randall, Project Engineer.

‘Boring’ project is flooded with great responses from

our customersAt a time of year that should be relaxing and full of cheer, an incident like this can cause real upset and inconvenience to so many families.

The water treatment works went down on 28 December, and as the damaged main was six metres beneath waterlogged ground, it was clear from the start that this was going to require a large mobilisation of colleagues and partners, as swiftly as possible.

However, with a total of 220 people rolling their sleeves up to help – including 170 working on site – the burst was brought under control within a day, with colleagues working throughout the night.

Karl Beaton, Design Manager, explained: “The first I heard of it was when I saw it on the local news. As I walked into work the next morning, Engineering Manager Mark Froggatt invited me to go along to the site, to see how we could help. Teams from Kier, Barhale and MWH were already working alongside Anglian Water Operations to fit a replacement pipe, but Mark and I wanted to offer support from a design and engineering perspective.

“When we got there, we worked together with the guys to secure a temporary pipeline. The work was very exacting, so Mark and I offered additional

technical advice to help the process run as smoothly as possible. We worked through the day and into the night, until finally, at 2am, we finished. It was the end of the day for Mark and me, but some of the guys working on the pipeline stayed on. Their dedication and commitment to getting the line fixed, and restoring normality to the families affected, was second to none.”

Mark agreed: “The success at Caistor St Edmunds is testament to the professionalism of the team. It really is a pleasure to work with people who understand the role they play, and how it fits into the bigger

picture of what they need to achieve as a team. Everyone was on the same page that day and the process was quite organic – very quickly, we became a well-oiled machine, working together to get the job done.

“As Karl says, we were there for that bit of extra guidance and to help make sure that everything was done as safely and efficiently as possible. I love my job – it makes me very proud to see the sheer hardiness of the guys we have on site, and the effort they put in to what they do. There is no doubt that the Caistor incident would not have been fixed so quickly if it wasn’t for them.”

At the very end of December 2014, a water treatment works that supplies 5,000 homes in Caistor St Edmunds, rural Norfolk, went down. However, thanks to a group of dedicated @one Alliance colleagues and some of our partners and suppliers, it wasn’t long before the burst was under control.

Mark Badcock, Foreman (Barhale):“Although there were three teams working on site, there was a real sense of everyone pulling together for the same cause. Realising so many people were without water was our motivation to get the job done.”

Jake Paul: Open Cut Ganger (Barhale):“There were no dramas – we all knew what we had to do and just got on with it. It helped that we all had the same work ethic to do the best job as efficiently as possible.”

Terry Woods: General Foreman (Barhale):“I can sum up the atmosphere on site in three words: Great team spirit. We worked through the night to secure a temporary fix before the incident escalated, and we were still smiling by the end of it!”

the community

one I s s u e 2 3 • A p r i l 2 0 1 54 5one I s s u e 2 3 • A p r i l 2 0 1 5

As we start out on our exciting expedition into AMP6, one meets the @one Alliance Management Team (AMT) to find out what they think are the key challenges for AMP6 – and how we can meet those challenges to make the next five years a success.

Dale Evans, Director @one AllianceI have been with the @one Alliance since our inception in 2004. AMP6 will be my third regulatory period as the @one Alliance Director, and the opportunities for us to keep setting new benchmarks for our industry seem as great as ever.

We have set ourselves up for a strong start to AMP6 – we have worked to align with the outcomes in Anglian Water’s business plan and the new Outcome Delivery Incentives (ODIs); the @one Alliance partners have worked together to develop a strong delivery plan, and we already have over £150 million of AMP6 work underway.

There’s much to do, but we’ve made a good start to what will be an exciting AMP.

Richard George, Head of OperationsThis is a new team that brings together construction, health and safety, commissioning, DAMs and aftercare to provide coordinated and consistent support to delivery teams, driving together to hit the efficiencies we need.

Having come from a construction and commercial background and spent years in another high-performance driven culture, I’m really enjoying the @one Alliance, working with the other operations teams, and I’m looking forward to the challenges ahead.

We’ll be building on the great work in AMP5 to create integrated and efficient delivery teams involving all stakeholders – from the start of a project pre-DM1, and including Anglian Water Operations – to make sure that the output and product deliver for them consistently. We have all the right ingredients for a really successful AMP.

Craig Repton, Programme Area Manager InfrastructureI’ve worked in the infrastructure utility sector for 26 years and joined the @one Alliance in May 2012 from my ‘home’ organisation, Balfour Beatty. I have overall accountability and responsibility for the successful delivery of both Water and Water Recycling Infrastructure, ensuring that the outcomes and outputs are met for all parties concerned within the @one Alliance.

During AMP6 our focus must be on meeting our objectives, giving confidence to our client by delivering on our promises, and looking after our people ensuring everyone goes home safe.

My key initiatives are to embrace the great work done within the @one Alliance to date and create a delivery model that is best for task that consistently delivers outperformance, reduces waste and maximises efficiency. We have a great opportunity to create an environment where people feel valued and engaged.

James Crompton, Programme Area Manager Water Non-InfrastructureI have worked for the @one Alliance for five and a half years and have been a member of the AMT during this time. My partner company is Anglian Water Asset Delivery.

I am extremely passionate about delivery and high performance. I want to exploit what we have learnt about build off-site, production management and design and really build and excel on these principles so all of the @one Alliance can achieve success in AMP6.

For me, the biggest challenges in AMP6 are around ensuring all of our delivery strategies are consistently fit for purpose, appropriate and exploit all the key initiatives to the full. We need to ensure we always run at maximum efficiency.

Ian Hutchinson, Programme Area Manager Water Recycling Non-InfrastructureI am new to the @one Alliance, having worked overseas for the past seven years. My partner company is MWH.

I am particularly excited about working in the @one Alliance and meeting the challenges and opportunities that AMP6 brings us.

I am passionate about getting the best out of people and developing a safe, positive working environment where people feel empowered to challenge the status quo.

AMP6 is going to take a great effort from all of us if we are going to exceed the efficiency challenge but during my short time here, I have been constantly surprised by what we can all achieve when we work together.

John Podmore, Business Improvement ManagerI am brand new to the AMT, having only started with the @one Alliance in January 2015. My parent company is Balfour Beatty.

I have over 10 years’ experience of living and breathing the end-to-end leadership challenges of change – and the business functionality that supports it – and an enthusiastic, dynamic, pragmatic and delivery-focused leadership approach to production management and continuous improvement.

I think the biggest challenges we face in AMP6 are making sure that all our people are, and remain, the central focus throughout the journey of change, and delivering the Business Plan efficiencies confidently and credibly year-on-year.

Tracey Goddard, Organisational Development ManagerI joined the @one Alliance in October and was appointed to the AMT in January. I am responsible for the People Team, Communication and Customer.

I’ve been with MWH for almost 20 years. Before joining the @one Alliance, I led MWH’s AMP6 Design and Construct bids for a number of client frameworks, including MWH’s bid for @one Alliance Integrated Main Works Capital framework, and have managed several transition and cultural change programmes within the water industry.

Organisational development is about changing and strengthening our @one Alliance and its capability, creating the right culture and environment for delivering our AMP6 programme.

To achieve this, I see three key challenges: ensuring we have the right people, improving the way that we communicate and embedding customer-centric behaviours and a service culture into everything we do.

Keith Blair, Head of Commercial and PerformanceI am new to the AMT, having joined in September 2014 when I took over from John Karolski, and I am a director for Turner & Townsend.

I have over 35 years’ experience in the construction industry, during which I have built an extensive commercial knowledge from managing projects and programmes across a number of sectors.

The biggest challenges for AMP6 are bringing about a step change in commercial performance that is applied consistently across the whole of the @one Alliance. The improvement is in two parts – firstly, in improving the commercial function to be more efficient and making decisions that are risk based on making the right commercial choice; secondly, in bringing commercial awareness to the front of people’s minds throughout the @one Alliance so that everybody is commercially aware of the impact of their decisions and actions.

Mark Froggatt, Engineering Manager I joined the @one Alliance five years ago and I’ve been a member of the AMT for nearly two and a half years. My home organisation is MWH.

I wish to continue to nurture a desire for excellence in design, building a team who challenge what and how we deliver to ensure we offer the best and most efficient solution.

We need to constantly challenge ourselves to be more efficient. In the past few years, we have radically changed how we deliver and AMP6 needs even more innovation.

The biggest challenge for AMP6 is to avoid changing everything – far from it. We need to look at what we do as a leading organisation, as we do things well – but it just needs to be done better.

The AMP6 approach needs to combine strengthening what we do well to make it even better, with some radical challenges in other areas. This makes for an exciting time ahead.

The team leading the way on our AMP6 adventure


As we start out on our exciting expedition into AMP6, one meets the @one Alliance Management Team (AMT) to find out what they think are the key challenges for AMP6 – and how we can meet those challenges to make the next five years a success.

Dale Evans, Director @one AllianceI have been with the @one Alliance since our inception in 2004. AMP6 will be my third regulatory period as the @one Alliance Director, and the opportunities for us to keep setting new benchmarks for our industry seem as great as ever.

We have set ourselves up for a strong start to AMP6 – we have worked to align with the outcomes in Anglian Water’s business plan and the new Outcome Delivery Incentives (ODIs); the @one Alliance partners have worked together to develop a strong delivery plan, and we already have over £150 million of AMP6 work underway.

There’s much to do, but we’ve made a good start to what will be an exciting AMP.

Richard George, Head of OperationsThis is a new team that brings together construction, health and safety, commissioning, DAMs and aftercare to provide coordinated and consistent support to delivery teams, driving together to hit the efficiencies we need.

Having come from a construction and commercial background and spent years in another high-performance driven culture, I’m really enjoying the @one Alliance, working with the other operations teams, and I’m looking forward to the challenges ahead.

We’ll be building on the great work in AMP5 to create integrated and efficient delivery teams involving all stakeholders – from the start of a project pre-DM1, and including Anglian Water Operations – to make sure that the output and product deliver for them consistently. We have all the right ingredients for a really successful AMP.

Craig Repton, Programme Area Manager InfrastructureI’ve worked in the infrastructure utility sector for 26 years and joined the @one Alliance in May 2012 from my ‘home’ organisation, Balfour Beatty. I have overall accountability and responsibility for the successful delivery of both Water and Water Recycling Infrastructure, ensuring that the outcomes and outputs are met for all parties concerned within the @one Alliance.

During AMP6 our focus must be on meeting our objectives, giving confidence to our client by delivering on our promises, and looking after our people ensuring everyone goes home safe.

My key initiatives are to embrace the great work done within the @one Alliance to date and create a delivery model that is best for task that consistently delivers outperformance, reduces waste and maximises efficiency. We have a great opportunity to create an environment where people feel valued and engaged.

James Crompton, Programme Area Manager Water Non-InfrastructureI have worked for the @one Alliance for five and a half years and have been a member of the AMT during this time. My partner company is Anglian Water Asset Delivery.

I am extremely passionate about delivery and high performance. I want to exploit what we have learnt about build off-site, production management and design and really build and excel on these principles so all of the @one Alliance can achieve success in AMP6.

For me, the biggest challenges in AMP6 are around ensuring all of our delivery strategies are consistently fit for purpose, appropriate and exploit all the key initiatives to the full. We need to ensure we always run at maximum efficiency.

Ian Hutchinson, Programme Area Manager Water Recycling Non-InfrastructureI am new to the @one Alliance, having worked overseas for the past seven years. My partner company is MWH.

I am particularly excited about working in the @one Alliance and meeting the challenges and opportunities that AMP6 brings us.

I am passionate about getting the best out of people and developing a safe, positive working environment where people feel empowered to challenge the status quo.

AMP6 is going to take a great effort from all of us if we are going to exceed the efficiency challenge but during my short time here, I have been constantly surprised by what we can all achieve when we work together.

John Podmore, Business Improvement ManagerI am brand new to the AMT, having only started with the @one Alliance in January 2015. My parent company is Balfour Beatty.

I have over 10 years’ experience of living and breathing the end-to-end leadership challenges of change – and the business functionality that supports it – and an enthusiastic, dynamic, pragmatic and delivery-focused leadership approach to production management and continuous improvement.

I think the biggest challenges we face in AMP6 are making sure that all our people are, and remain, the central focus throughout the journey of change, and delivering the Business Plan efficiencies confidently and credibly year-on-year.

Tracey Goddard, Organisational Development ManagerI joined the @one Alliance in October and was appointed to the AMT in January. I am responsible for the People Team, Communication and Customer.

I’ve been with MWH for almost 20 years. Before joining the @one Alliance, I led MWH’s AMP6 Design and Construct bids for a number of client frameworks, including MWH’s bid for @one Alliance Integrated Main Works Capital framework, and have managed several transition and cultural change programmes within the water industry.

Organisational development is about changing and strengthening our @one Alliance and its capability, creating the right culture and environment for delivering our AMP6 programme.

To achieve this, I see three key challenges: ensuring we have the right people, improving the way that we communicate and embedding customer-centric behaviours and a service culture into everything we do.

Keith Blair, Head of Commercial and PerformanceI am new to the AMT, having joined in September 2014 when I took over from John Karolski, and I am a director for Turner & Townsend.

I have over 35 years’ experience in the construction industry, during which I have built an extensive commercial knowledge from managing projects and programmes across a number of sectors.

The biggest challenges for AMP6 are bringing about a step change in commercial performance that is applied consistently across the whole of the @one Alliance. The improvement is in two parts – firstly, in improving the commercial function to be more efficient and making decisions that are risk based on making the right commercial choice; secondly, in bringing commercial awareness to the front of people’s minds throughout the @one Alliance so that everybody is commercially aware of the impact of their decisions and actions.

Mark Froggatt, Engineering Manager I joined the @one Alliance five years ago and I’ve been a member of the AMT for nearly two and a half years. My home organisation is MWH.

I wish to continue to nurture a desire for excellence in design, building a team who challenge what and how we deliver to ensure we offer the best and most efficient solution.

We need to constantly challenge ourselves to be more efficient. In the past few years, we have radically changed how we deliver and AMP6 needs even more innovation.

The biggest challenge for AMP6 is to avoid changing everything – far from it. We need to look at what we do as a leading organisation, as we do things well – but it just needs to be done better.

The AMP6 approach needs to combine strengthening what we do well to make it even better, with some radical challenges in other areas. This makes for an exciting time ahead.

The team leading the way on our AMP6 adventure


On the mapThe @one Alliance was mandated to protect 12 operational water sites in the Lincoln Supply Region under the Security and Emergency Measures Direction Operational Water Programme.

The SEMD solutions consisted of the installation of new security fencing with perimeter intruder detection systems and new security kiosks, along with security-rated building hardening products.

The works varied in size and complexity, ranging from a new 1.3km-long security fence and CCTV system at Elsham Water Treatment Works, to minor civils and security-rated hatch cover installation at Burnham Water Reservoir.

Working collaboratively with Supply Manager Jon Pawson and his operational team, we relocated sample pumps at Retford into a previously unused building, undertaking improvement works not only to protect the pumps, but to provide a solution that will increase the lifetime of the existing assets.

The construction team, led by Colin Horrocks, worked extremely hard in tough conditions through the winter

months to deliver the programme to an excellent standard, outperforming the targets the team were set.

Combined embodied carbon is forecast at 239 tCO2 e against a baseline of 1,270 tCO2 e with the operational carbon forecast at 2.0 tCO2 e against a baseline of 211 tCO2 e. This produces a huge reduction of 81 per cent and 99 per cent respectively.

Forecast out-turn cost for the work is currently £2,277,000 against an approved solution cost of £2,612,000 and affordability of £4,468,000.

The installation works have been completed and output claimed ahead of the 31 March 2015 obligation date.

SEMD Operational Water Programme – Elsham Delivered by the SEMD team

Louth Eastgate DG5 flood alleviation scheme Water Recycling Infrastructure

A major DG5 flood alleviation scheme to protect homes from flooding in Louth, Lincolnshire, was started early August 2014 with a £1.2 million investment.

Twenty-one properties were identified at locations in Eastgate as being affected by flooding on the DG5 register. The flooding was due to local incapacity of the trunk sewer serving Eastgate and exacerbated by downstream surcharge.

Consent was obtained from the Environment Agency (EA) to install a new combined sewer overflow to the river Lud. Following extensive hydraulic modelling and consultations with the EA, the team managed to successfully agree a final solution and gain consent to discharge screened flows to the river.

The final solution option included a new CSO (combined sewer overflow) chamber with a 10m long weir, from the existing surcharged trunk sewer into 68m of new 900mm outfall sewer discharging to the river. As part of the EA agreement to discharge to the river, we were tasked with reducing spills in other areas of the town to cause no detriment. A new pump station with 25m3 storage was proposed to reduce existing CSO

spills upstream of our new CSO.

The main construction challenges were building such a large CSO structure on a busy highway, which forms one of the main entrances into the town. Works were carefully planned with extensive public engagement such as press releases, radio and local news. Local residents were kept informed and business owners were visited face to face. The work was planned to avoid disrupting the Christmas trading period.

Work started in August 2014 and continued until spring 2015, breaking from 1 December until the New Year to avoid the Christmas trading period. In agreement with the Highways Agency, work resumed on 13 February and the team is aiming to complete the scheme in early May 2015.

Clacton Water Recycling CentreWater Recycling Non-Infrastructure

The water recycling centre at Clacton (Holland Haven) has been a failing works for a while, and Anglian Water have been working closely with the Environment Agency to ensure that they are fully briefed and agreed with the improvements and timescales to the works.

The @one Alliance were challenged in August 2014 to deliver a scheme that gave the works resilience against the seasonal and fluctuating flows by the end of AMP5. The project team worked closely with Operations and Local Delivery from Anglian Water and the supply chain to identify the root causes, risks and solutions needed.

The whole team was unified in developing solutions that would be best for the works within the timescale. By engaging early with suppliers Waveneys and Max Wright, they were able to plan the design effectively and reduce delivery timescales and cost.

The team used 3D scanning to help design the replacement pumps and new aeration pipework. This provided an accurate model developed without the need for taking the assets out of service or man-entry. This, in turn, reduced the

man-hours required and removed the requirement for confined space entry.

Work included replacing pumps, improving the forward flow to treatment and inlet screening reliability. The team also remodelled and redesigned the aeration tank systems, implemented a new poly dosing system, improved the ferric dosing capability and installed McKinney and Stamford baffles to the two final settlement tanks, which is a first on an Anglian Water asset.

The scheme was delivered to programme and to budget, with the team working closely together to achieve the successful outcome.

In September 2014, an emergency repair was carried out to a burst on a six-inch concrete water main in Lower Boddington. As a result, the villages of Upper and Lower Boddington experienced no water and low pressure across the network.

One of the de-pressurisation samples showed the presence of coliforms. Resamples were taken, and some of those contained presumptive e-coli, so a ‘Boil Water’ notice was issued to properties in Upper Boddington.

Localised re-chlorination was carried out within the network and transient loggers installed to discover what had caused the burst. Some biological re-growth was identified and this was put down to low chlorine residuals at the extremities of the network.

The root cause of the supply interruptions was transient effects on the network caused by fixed speed pumps at Thorpe Lodge Booster.

An emergency team was formed to provide a solution to the low chlorine residual within the network. The project hit the ground running with team members having experienced delivering similar urgent schemes such as Kirby Cane.

The project team identified that the hypochlorite-dosing unit installed at

Cranwell for the Central Lincs Truck main was useable and the plan was to re-locate this at Deanshanger Reservoir, along with an ammonia sulphate plant available from Newspring.

The design for the installation of all this equipment was completed in less than four weeks, allowing the project team to commence on site in the New Year. The project team worked collaboratively with Anglian Water Operations, who helped design and implement the solution.

The onsite connections to the existing large diameter mains were deep and involved several nighttime shut downs, with careful planning and timely customer engagement.

The emergency response could not have been done in such a short period without excellent collaboration between the @one Alliance and Anglian Water Operations.

The scheme, valued at £1,400,000, was designed in four weeks and delivered and commissioned in 12 weeks. The embodied carbon is 101 tCO2 e against a target of 108 tCO2 e.

Buckingham Public Water Supply ZoneWater Non-Infrastructure

Lincoln

Grantham

Peterborough

Thetford

Braintree

Ely

King’s LynnHillington

Thorpe Wood HouseNorwich

Great Ellingham

Great Yarmouth

Lowestoft

Ipswich

Colchester

Basildon

CambridgeMoxhill

Milton Keynes

Northampton

DaventryHuntingdon

Grimsby

Having completed more than 850 projects during AMP5, with many already planned in the programme for AMP6, here’s a snapshot of some of the recent projects on the map.

Old StratfordWater Infrastructure

The existing water supplies into Milton Keynes are almost at capacity, so a new 4.8km main is required to meet the proposed growth of up to an additional 28,000 houses by 2026. It will also provide security of supply in the event of failure of the existing 27-inch concrete main from the west.

F&B Trenchless Solutions Ltd carried out two, 60m auger bores to allow the main to be sliplined under the river and Calverton Road. The pit was created in a community park, and was drilled in both directions at a depth of approximately 6m.

The new main starts at the Old Stratford booster station. However, this site is now landlocked by commercial and housing development, so there is no route out of the booster site readily available for conventional mainlaying techniques.

The solution was to pipe jack 115m under the development site using a 2.5m long digger shield with hydraulic arm and four rams, which pushed a series of 1,200mm concrete sleeves along the route. This then allowed the 900mm pipe to be sliplined through the duct.

Laying a 4.5km pipeline, predominantly in fields during the winter months, was always going to be a challenge,

but it was compounded by a large section of the route being in the flood plain. In order to work safely and efficiently, the last 800m will be completed in the summer, once the land has dried out. The main will be commissioned once this last section has been completed.

The affordability was £2,933,000; the solution cost is £3,755,178, with the six-month construction period (October-March) extended to July 2015. The GW3 embodied carbon was calculated as 1685 tCO2 e, against a baseline figure of 2010 tCO2 e.

The designer was BSP Associates with F&B Trenchless Solutions Ltd carrying out the auger bore and pipe jack work.

8 9one I s s u e 2 3 • A p r i l 2 0 1 5 one I s s u e 2 3 • A p r i l 2 0 1 5

On the mapThe @one Alliance was mandated to protect 12 operational water sites in the Lincoln Supply Region under the Security and Emergency Measures Direction Operational Water Programme.

The SEMD solutions consisted of the installation of new security fencing with perimeter intruder detection systems and new security kiosks, along with security-rated building hardening products.

The works varied in size and complexity, ranging from a new 1.3km-long security fence and CCTV system at Elsham Water Treatment Works, to minor civils and security-rated hatch cover installation at Burnham Water Reservoir.

Working collaboratively with Supply Manager Jon Pawson and his operational team, we relocated sample pumps at Retford into a previously unused building, undertaking improvement works not only to protect the pumps, but to provide a solution that will increase the lifetime of the existing assets.

The construction team, led by Colin Horrocks, worked extremely hard in tough conditions through the winter

months to deliver the programme to an excellent standard, outperforming the targets the team were set.

Combined embodied carbon is forecast at 239 tCO2 e against a baseline of 1,270 tCO2 e with the operational carbon forecast at 2.0 tCO2 e against a baseline of 211 tCO2 e. This produces a huge reduction of 81 per cent and 99 per cent respectively.

Forecast out-turn cost for the work is currently £2,277,000 against an approved solution cost of £2,612,000 and affordability of £4,468,000.

The installation works have been completed and output claimed ahead of the 31 March 2015 obligation date.

SEMD Operational Water Programme – Elsham Delivered by the SEMD team

Louth Eastgate DG5 flood alleviation scheme Water Recycling Infrastructure

A major DG5 flood alleviation scheme to protect homes from flooding in Louth, Lincolnshire, was started early August 2014 with a £1.2 million investment.

Twenty-one properties were identified at locations in Eastgate as being affected by flooding on the DG5 register. The flooding was due to local incapacity of the trunk sewer serving Eastgate and exacerbated by downstream surcharge.

Consent was obtained from the Environment Agency (EA) to install a new combined sewer overflow to the river Lud. Following extensive hydraulic modelling and consultations with the EA, the team managed to successfully agree a final solution and gain consent to discharge screened flows to the river.

The final solution option included a new CSO (combined sewer overflow) chamber with a 10m long weir, from the existing surcharged trunk sewer into 68m of new 900mm outfall sewer discharging to the river. As part of the EA agreement to discharge to the river, we were tasked with reducing spills in other areas of the town to cause no detriment. A new pump station with 25m3 storage was proposed to reduce existing CSO

spills upstream of our new CSO.

The main construction challenges were building such a large CSO structure on a busy highway, which forms one of the main entrances into the town. Works were carefully planned with extensive public engagement such as press releases, radio and local news. Local residents were kept informed and business owners were visited face to face. The work was planned to avoid disrupting the Christmas trading period.

Work started in August 2014 and continued until spring 2015, breaking from 1 December until the New Year to avoid the Christmas trading period. In agreement with the Highways Agency, work resumed on 13 February and the team is aiming to complete the scheme in early May 2015.

Clacton Water Recycling CentreWater Recycling Non-Infrastructure

The water recycling centre at Clacton (Holland Haven) has been a failing works for a while, and Anglian Water have been working closely with the Environment Agency to ensure that they are fully briefed and agreed with the improvements and timescales to the works.

The @one Alliance were challenged in August 2014 to deliver a scheme that gave the works resilience against the seasonal and fluctuating flows by the end of AMP5. The project team worked closely with Operations and Local Delivery from Anglian Water and the supply chain to identify the root causes, risks and solutions needed.

The whole team was unified in developing solutions that would be best for the works within the timescale. By engaging early with suppliers Waveneys and Max Wright, they were able to plan the design effectively and reduce delivery timescales and cost.

The team used 3D scanning to help design the replacement pumps and new aeration pipework. This provided an accurate model developed without the need for taking the assets out of service or man-entry. This, in turn, reduced the

man-hours required and removed the requirement for confined space entry.

Work included replacing pumps, improving the forward flow to treatment and inlet screening reliability. The team also remodelled and redesigned the aeration tank systems, implemented a new poly dosing system, improved the ferric dosing capability and installed McKinney and Stamford baffles to the two final settlement tanks, which is a first on an Anglian Water asset.

The scheme was delivered to programme and to budget, with the team working closely together to achieve the successful outcome.

In September 2014, an emergency repair was carried out to a burst on a six-inch concrete water main in Lower Boddington. As a result, the villages of Upper and Lower Boddington experienced no water and low pressure across the network.

One of the de-pressurisation samples showed the presence of coliforms. Resamples were taken, and some of those contained presumptive e-coli, so a ‘Boil Water’ notice was issued to properties in Upper Boddington.

Localised re-chlorination was carried out within the network and transient loggers installed to discover what had caused the burst. Some biological re-growth was identified and this was put down to low chlorine residuals at the extremities of the network.

The root cause of the supply interruptions was transient effects on the network caused by fixed speed pumps at Thorpe Lodge Booster.

An emergency team was formed to provide a solution to the low chlorine residual within the network. The project hit the ground running with team members having experienced delivering similar urgent schemes such as Kirby Cane.

The project team identified that the hypochlorite-dosing unit installed at

Cranwell for the Central Lincs Truck main was useable and the plan was to re-locate this at Deanshanger Reservoir, along with an ammonia sulphate plant available from Newspring.

The design for the installation of all this equipment was completed in less than four weeks, allowing the project team to commence on site in the New Year. The project team worked collaboratively with Anglian Water Operations, who helped design and implement the solution.

The onsite connections to the existing large diameter mains were deep and involved several nighttime shut downs, with careful planning and timely customer engagement.

The emergency response could not have been done in such a short period without excellent collaboration between the @one Alliance and Anglian Water Operations.

The scheme, valued at £1,400,000, was designed in four weeks and delivered and commissioned in 12 weeks. The embodied carbon is 101 tCO2 e against a target of 108 tCO2 e.

Buckingham Public Water Supply ZoneWater Non-Infrastructure

Lincoln

Grantham

Peterborough

Thetford

Braintree

Ely

King’s LynnHillington

Thorpe Wood HouseNorwich

Great Ellingham

Great Yarmouth

Lowestoft

Ipswich

Colchester

Basildon

CambridgeMoxhill

Milton Keynes

Northampton

DaventryHuntingdon

Grimsby

Having completed more than 850 projects during AMP5, with many already planned in the programme for AMP6, here’s a snapshot of some of the recent projects on the map.

Old StratfordWater Infrastructure

The existing water supplies into Milton Keynes are almost at capacity, so a new 4.8km main is required to meet the proposed growth of up to an additional 28,000 houses by 2026. It will also provide security of supply in the event of failure of the existing 27-inch concrete main from the west.

F&B Trenchless Solutions Ltd carried out two, 60m auger bores to allow the main to be sliplined under the river and Calverton Road. The pit was created in a community park, and was drilled in both directions at a depth of approximately 6m.

The new main starts at the Old Stratford booster station. However, this site is now landlocked by commercial and housing development, so there is no route out of the booster site readily available for conventional mainlaying techniques.

The solution was to pipe jack 115m under the development site using a 2.5m long digger shield with hydraulic arm and four rams, which pushed a series of 1,200mm concrete sleeves along the route. This then allowed the 900mm pipe to be sliplined through the duct.

Laying a 4.5km pipeline, predominantly in fields during the winter months, was always going to be a challenge,

but it was compounded by a large section of the route being in the flood plain. In order to work safely and efficiently, the last 800m will be completed in the summer, once the land has dried out. The main will be commissioned once this last section has been completed.

The affordability was £2,933,000; the solution cost is £3,755,178, with the six-month construction period (October-March) extended to July 2015. The GW3 embodied carbon was calculated as 1685 tCO2 e, against a baseline figure of 2010 tCO2 e.

The designer was BSP Associates with F&B Trenchless Solutions Ltd carrying out the auger bore and pipe jack work.

8 9one I s s u e 2 3 • A p r i l 2 0 1 5 one I s s u e 2 3 • A p r i l 2 0 1 5

Balfour Beatty is a specialist business within the global Balfour Beatty Group. They work with major energy and water providers within the UK and Ireland to create the vital infrastructure essential for modern life.

With a head office in Sheffield, Balfour Beatty employs around 2,500 people and they joined the @one Alliance in 2004.

They enjoy the collaborative culture of the @one Alliance and the knowledge sharing that drives innovative solutions for the sector. www.balfourbeatty.com

Infrastructure specialist Barhale works UK-wide across the water, transport, energy and waste sectors, providing design, construction and maintenance services.

The company employs around 800 people and has its head office in Walsall, West Midlands, as well as regional offices in Glasgow, Leeds, Peterborough and Watford. They also provide specialist services in tunnelling, steel fabrications and construction consumables distribution and support.

Barhale is a proud partner of Anglian Water, having previously worked with the organisation on a number of projects prior to joining the @one Alliance in 2004. www.barhale.co.uk

Grontmij is a leading European company in the consulting and engineering industry with world-class expertise in the fields of energy, highways and roads, sustainable buildings and water. Grontmij’s leading principle is Sustainability by Design and this enables their professionals to support clients in developing the built and natural environment.

Established in 1915, Grontmij is listed on the NYSE Euronext stock exchange. The company ranks among Europe’s largest engineering consultancies and has a presence in the Netherlands, France, Denmark, Sweden, Belgium, United Kingdom, Germany, Poland, Turkey and China. Grontmij employ approximately 7,000 professionals around the world.

In the UK, Grontmij employs around 700 people across three business lines of water and energy, planning and design and transportation and mobility. They have 11 UK offices, including the head office in Leeds.

Grontmij, who joined the @one Alliance at the start of AMP4, are proud of the part they have played in helping the @one Alliance achieve success and they look forward to the challenge of building on this as the @one Alliance seeks enhanced ways of thinking and working in order to deliver the AMP6 strategic outcomes. www.grontmij.co.uk

Mott MacDonald Bentley (MMB) was formed between JN Bentley and Mott MacDonald in 1999 to specifically offer a fully-integrated feasibility, design, construction and commissioning service.

With a focus on delivering long-term programmes of work, MMB appreciates that a strategic focus, effective communication and flexibility in different models of working are important to support a trusted relationship with their clients.

Their approach is based on thinking differently about projects: innovation and collaboration is central to the way they operate.

Close integration between design, contract management and site teams, but also with client partners, subcontractors and other contract partners, is core to MMB’s success. www.jnbentley-mmb.co.uk

MWH Global is dedicated to ‘Building a Better World’. As specialists in water, natural resources and transportation, MWH

employees use innovative ideas and technology to help solve complex infrastructure and environmental challenges. This work is built on a nearly 200-year history during which MWH has delivered services from initial planning and design through construction, start-up and operations.

Today, MWH employs more than 7,000 experts, including engineers, consultants and construction professionals in 35 countries on six continents. Each of these experts is committed to serving global communities through sustainable development and project delivery.

MWH is a private, employee-owned company headquartered in Broomfield, Colorado. www.mwhglobal.com

Skanska is one of the world’s 10 largest construction and project development companies, employing 53,000 employees in Europe, the US and Latin America, with headquarters in Stockholm, Sweden.

In the UK, Skanska employs 5,200 people to deliver major construction and asset management projects across both the public and private sectors.

As part of the @one Alliance for AMP6 Skanska will carry out the design of non-infrastructure schemes such as treatment works for both clean water and water recycling across the Anglian region. www.skanska.com

Partnershipsbode well for the futureYou’ll know all about your ‘home organisation’, but what about the other partners in the @one Alliance going forward into AMP6? one gets a ‘nutshell’ view of who they are and what they do. Colleagues at the @one Alliance,

including all the site teams, have a very strong awareness of the need to operate in a safe environment. Our principle is “we work safely or not at all”, supported by an underlying belief that everyone has a right to go home safe and well.

This awareness was demonstrated in AMP5’s safety record, with an average accident frequency rate (AFR) of 0.05 against the target of 0.1.

“However, even though the AMP5 safety stats look positive, we can never rest on our laurels. The reality is that we have still had some accidents, including four RIDDORs (reportable injuries) since October 2013 – this is four too many,” said Richard George, @one Alliance Head of Operations.

“Those colleagues injured – including those with minor injuries such as cuts or bruises – are a real concern to us and prove a strong motivation for us never to become complacent when it comes to health and safety.”

So for AMP6, the @one Alliance has introduced Injury Free Environment (IFE) to keep stretching us to achieve ever-safer working environments.

“IFE is a separate initiative to health and safety – although they do work together,” explained Richard.

“It’s a behavioural safety programme with a personal commitment, and promoting the concept of caring for each other in a potentially dangerous environment.

“The crucial difference in the IFE approach to health and safety is that it starts with individuals – on site, in offices, even when driving or at home,” added Richard.

“Its purpose is to elevate the awareness of safety and health in all our teams: to make this personal and important to individuals, and allow everyone to start their own journey to an injury-free environment.

“We are in the process of building the programme for AMP6 and it will include elements of wellbeing, as well as safety.”

An IFE Steering Group, chaired by our director Dale Evans, has been established, with a dedicated IFE

Coordinator, Michael Doyle, and a number of IFE Champions across the business, driving the programme.

To make sure everyone is on board with IFE, orientation sessions will be taking place, and everyone can expect an invitation as we move through the first few months of AMP6.

“We hope that the IFE programme will help take our commitment to health and safety to a whole new level of understanding and achievement,” said Richard.

“Everybody has the right to return home safely from work – this is a key principle for Anglian Water, the @one Alliance and all the partners.”

Ecologist James Gilbert, who is part of the @one Alliance’s Enabling team, has come up with an innovative idea that will help us achieve some of Anglian Water’s key customer outcomes.

His idea – a biodegradable tree guard – not only benefits the environment, but also supports Anglian Water’s zero waste goal, is a cost-effective solution and keeps sites looking like customers might expect.

James, who submitted his idea to Think Space, Anglian Water’s online tool where people share innovative ideas, said: “I visit numerous sites and

often see landscaped areas littered with plastic tubing from the standard plastic guards that were previously used on Anglian Water sites. Once the trees have established and outgrown the guards, no plan is actioned to clear the plastic left behind.”

The biodegradable tree guard – which has since been used by Scouts and Guides who helped help plant a 200-metre hedgerow at Whitlingham Water Recycling Centre in Norfolk – will now be a standard product/specification used on every capital scheme.

Digging inwith an environmental idea

health & safetyTaking a personal approach to

Natural innovation: James Gilbert, Ecologist.

“Those colleagues injured – including those with minor injuries such as cuts or bruises – are a real concern to us and prove a strong motivation for us never to become complacent when it comes to health and safety.”Richard George, @one Alliance Head of Operations.

@one IFE: Making health and safety personal, relevant and important: ensuring our journey to living in an injury-free environment.

Anglian Water Asset Delivery is the Anglian Water team represented in the @one Alliance. Anglian Water Asset Delivery provides skills and services than span across the whole Capital Delivery process. Unique services include modelling, commissioning, construction assurance and commercial assurance.

These are complemented by other core competencies such as strong project management, performance management, enabling activities and technical design and standards.

They are proud to be a key delivery partner to Anglian Water and enjoy working in the @one Alliance. www.anglianwater.co.uk


Balfour Beatty is a specialist business within the global Balfour Beatty Group. They work with major energy and water providers within the UK and Ireland to create the vital infrastructure essential for modern life.

With a head office in Sheffield, Balfour Beatty employs around 2,500 people and they joined the @one Alliance in 2004.

They enjoy the collaborative culture of the @one Alliance and the knowledge sharing that drives innovative solutions for the sector. www.balfourbeatty.com

Infrastructure specialist Barhale works UK-wide across the water, transport, energy and waste sectors, providing design, construction and maintenance services.

The company employs around 800 people and has its head office in Walsall, West Midlands, as well as regional offices in Glasgow, Leeds, Peterborough and Watford. They also provide specialist services in tunnelling, steel fabrications and construction consumables distribution and support.

Barhale is a proud partner of Anglian Water, having previously worked with the organisation on a number of projects prior to joining the @one Alliance in 2004. www.barhale.co.uk

Grontmij is a leading European company in the consulting and engineering industry with world-class expertise in the fields of energy, highways and roads, sustainable buildings and water. Grontmij’s leading principle is Sustainability by Design and this enables their professionals to support clients in developing the built and natural environment.

Established in 1915, Grontmij is listed on the NYSE Euronext stock exchange. The company ranks among Europe’s largest engineering consultancies and has a presence in the Netherlands, France, Denmark, Sweden, Belgium, United Kingdom, Germany, Poland, Turkey and China. Grontmij employ approximately 7,000 professionals around the world.

In the UK, Grontmij employs around 700 people across three business lines of water and energy, planning and design and transportation and mobility. They have 11 UK offices, including the head office in Leeds.

Grontmij, who joined the @one Alliance at the start of AMP4, are proud of the part they have played in helping the @one Alliance achieve success and they look forward to the challenge of building on this as the @one Alliance seeks enhanced ways of thinking and working in order to deliver the AMP6 strategic outcomes. www.grontmij.co.uk

Mott MacDonald Bentley (MMB) was formed between JN Bentley and Mott MacDonald in 1999 to specifically offer a fully-integrated feasibility, design, construction and commissioning service.

With a focus on delivering long-term programmes of work, MMB appreciates that a strategic focus, effective communication and flexibility in different models of working are important to support a trusted relationship with their clients.

Their approach is based on thinking differently about projects: innovation and collaboration is central to the way they operate.

Close integration between design, contract management and site teams, but also with client partners, subcontractors and other contract partners, is core to MMB’s success. www.jnbentley-mmb.co.uk

MWH Global is dedicated to ‘Building a Better World’. As specialists in water, natural resources and transportation, MWH

employees use innovative ideas and technology to help solve complex infrastructure and environmental challenges. This work is built on a nearly 200-year history during which MWH has delivered services from initial planning and design through construction, start-up and operations.

Today, MWH employs more than 7,000 experts, including engineers, consultants and construction professionals in 35 countries on six continents. Each of these experts is committed to serving global communities through sustainable development and project delivery.

MWH is a private, employee-owned company headquartered in Broomfield, Colorado. www.mwhglobal.com

Skanska is one of the world’s 10 largest construction and project development companies, employing 53,000 employees in Europe, the US and Latin America, with headquarters in Stockholm, Sweden.

In the UK, Skanska employs 5,200 people to deliver major construction and asset management projects across both the public and private sectors.

As part of the @one Alliance for AMP6 Skanska will carry out the design of non-infrastructure schemes such as treatment works for both clean water and water recycling across the Anglian region. www.skanska.com

Partnershipsbode well for the futureYou’ll know all about your ‘home organisation’, but what about the other partners in the @one Alliance going forward into AMP6? one gets a ‘nutshell’ view of who they are and what they do. Colleagues at the @one Alliance,

including all the site teams, have a very strong awareness of the need to operate in a safe environment. Our principle is “we work safely or not at all”, supported by an underlying belief that everyone has a right to go home safe and well.

This awareness was demonstrated in AMP5’s safety record, with an average accident frequency rate (AFR) of 0.05 against the target of 0.1.

“However, even though the AMP5 safety stats look positive, we can never rest on our laurels. The reality is that we have still had some accidents, including four RIDDORs (reportable injuries) since October 2013 – this is four too many,” said Richard George, @one Alliance Head of Operations.

“Those colleagues injured – including those with minor injuries such as cuts or bruises – are a real concern to us and prove a strong motivation for us never to become complacent when it comes to health and safety.”

So for AMP6, the @one Alliance has introduced Injury Free Environment (IFE) to keep stretching us to achieve ever-safer working environments.

“IFE is a separate initiative to health and safety – although they do work together,” explained Richard.

“It’s a behavioural safety programme with a personal commitment, and promoting the concept of caring for each other in a potentially dangerous environment.

“The crucial difference in the IFE approach to health and safety is that it starts with individuals – on site, in offices, even when driving or at home,” added Richard.

“Its purpose is to elevate the awareness of safety and health in all our teams: to make this personal and important to individuals, and allow everyone to start their own journey to an injury-free environment.

“We are in the process of building the programme for AMP6 and it will include elements of wellbeing, as well as safety.”

An IFE Steering Group, chaired by our director Dale Evans, has been established, with a dedicated IFE

Coordinator, Michael Doyle, and a number of IFE Champions across the business, driving the programme.

To make sure everyone is on board with IFE, orientation sessions will be taking place, and everyone can expect an invitation as we move through the first few months of AMP6.

“We hope that the IFE programme will help take our commitment to health and safety to a whole new level of understanding and achievement,” said Richard.

“Everybody has the right to return home safely from work – this is a key principle for Anglian Water, the @one Alliance and all the partners.”

Ecologist James Gilbert, who is part of the @one Alliance’s Enabling team, has come up with an innovative idea that will help us achieve some of Anglian Water’s key customer outcomes.

His idea – a biodegradable tree guard – not only benefits the environment, but also supports Anglian Water’s zero waste goal, is a cost-effective solution and keeps sites looking like customers might expect.

James, who submitted his idea to Think Space, Anglian Water’s online tool where people share innovative ideas, said: “I visit numerous sites and

often see landscaped areas littered with plastic tubing from the standard plastic guards that were previously used on Anglian Water sites. Once the trees have established and outgrown the guards, no plan is actioned to clear the plastic left behind.”

The biodegradable tree guard – which has since been used by Scouts and Guides who helped help plant a 200-metre hedgerow at Whitlingham Water Recycling Centre in Norfolk – will now be a standard product/specification used on every capital scheme.

Digging inwith an environmental idea

health & safetyTaking a personal approach to

Natural innovation: James Gilbert, Ecologist.

“Those colleagues injured – including those with minor injuries such as cuts or bruises – are a real concern to us and prove a strong motivation for us never to become complacent when it comes to health and safety.”Richard George, @one Alliance Head of Operations.

@one IFE: Making health and safety personal, relevant and important: ensuring our journey to living in an injury-free environment.

Anglian Water Asset Delivery is the Anglian Water team represented in the @one Alliance. Anglian Water Asset Delivery provides skills and services than span across the whole Capital Delivery process. Unique services include modelling, commissioning, construction assurance and commercial assurance.

These are complemented by other core competencies such as strong project management, performance management, enabling activities and technical design and standards.

They are proud to be a key delivery partner to Anglian Water and enjoy working in the @one Alliance. www.anglianwater.co.uk


Anglian Water and the @one Alliance believe that a comprehensive induction process is key to preparing our people for the significantly different AMP6 approach to delivering projects.

Keith Blair, Head of Commercial and Financial Performance, who leads the Commercial initiative:“Everyone has a role to play in being more commercially aware of what they do and how to be more efficient and drive that value for money we need.”

Stephen Kennedy, Meps: “It gives us an understanding of what Anglian Water and the @one Alliance want to be and the meaning of the new initiatives. It enables us to see how we can work together to achieve what they want. It’s also a great opportunity to meet people and gain an understanding of the reorganisations as they are taking place.”

Bob Warren, GPS PE Pipe Systems: “I think it helps that we can show people our products. It’s good to be hands-on and meet people face to face.”

“The next stage of the Onboarding journey is for people to be involved in the High Performing Teams programme,” explained David Newsome.

“This is ongoing at the moment, with the IPLs trialling the programme. IPLs are ensuring that the initiative efficiencies are being applied to their projects. The IT-based platform continues to be developed, and this will help new starters understand the

processes and tools necessary to do their job in the most effective way.”

Here’s what some of those who attended thought of the event:

Richard George, Head of Operations, who leads the Industrialised Construction initiative:“We need to get involvement of all the construction teams as early as we can in the design and development process. If we can get a programme team to find out what we are doing, the end user will understand what it is we are trying to build and buy into that early.”

Aidan Hickey, AMP6 Programme Manager, who leads the Programme Management initiative:“We have got fantastic visibility for our AMP6 programme. We need to ‘plan before we do’ and use the opportunities to create our delivery strategies for our programme in advance of us kicking the work off. The more planning we do, the more effective we are going to be.”

Chris Candlish, Supply Chain Manager, who leads the Sustainable Procurement initiative:“We need to work cohesively together in the @one Alliance, and with our supply chain. We need to look at how we unlock value, how we outperform, and work as one really big team.”

SUPPLY AND DELIVER

IT’S ALL ABOUT YOUAll onboard for the AMP6 adventure!

Andy Brown, Head of Sustainability, Anglian Water: “Love Every Drop is about delivering a sustainable business into the future. There are challenging

targets and aspirations set by our customers over the next five years and beyond, and the only way of meeting those challenges

is to really work together through the spirit of innovation and collaboration.”

As such, a one-day AMP6 Onboarding event, repeated over five days in January at the Kingsgate Centre in Peterborough, saw more than 500 @one Alliance employees, colleagues from Anglian Water and our supply chain partners brought together to discover the @one Alliance and Anglian Water’s plans for AMP6 and the exciting challenges that lie ahead.

The morning involved interesting and informative presentations on Anglian Water’s Love Every Drop strategy, the Totex (total expenditure) approach to the money spent on an asset throughout its lifetime, and the new AMP6 delivery and governance process.

There were also a number of lively activities that engaged people with the key messages underpinning the new AMP period, including a Lego challenge and a task relating to Anglian Water’s customer outcomes.

David Newsome, one of the organisers of the day, said: “Feedback received from delegates showed they enjoyed the day and found it informative. We had a clear aim, which was to ensure that the event was interactive, engaging and fun. People with different types of professions and backgrounds attended the event and particularly enjoyed the participation aspect of the day.”

So what are the next steps in the Onboarding process?

John Podmore, Business Improvement Manager, who leads the Production initiative:“Production aligns to five key messages linking to the customer outcomes – work smarter, not harder; identify the keys to unlock value; solve today’s problems for a better tomorrow; lead by example and people are the active ingredient to continuous improvement.”

Grant Tuffs, Customer and Communications Manager, who leads the Customer initiative:“We need to encourage our people to keep our customers informed throughout the duration of a project. Keeping them engaged means that we can deliver great service.”

Tracey Goddard, Organisational and Development Manager, who leads the People initiative:“We’re looking to develop and strengthen the @one Alliance – the new organisation and new roles become opportunities for people to develop and grow within the business. We want people to ask us questions and make sure they are fully engaged and comfortable with that process.”

Mark Froggatt, Engineering Manager, who leads the Benefit by Design initiative:“We all have a starring role in AMP6. You don’t have to be a genius to come up with a good idea – you just need the wherewithal to raise a good idea.”

TAKING THE INITIATIVEThe afternoon session involved interactive stands highlighting the benefits of the eight initiatives that will help us to deliver the efficiency savings we need to meet in AMP6. one spoke to the initiative leads to find out what these mean to everyone working at the @one Alliance:

Andy Flowerday, @one Alliance Board Member and Managing Director of Barhale: “Look forward and enjoy it – AMP6 is a challenge to revel in, rather than one to worry about.”

Some of our tier two supply chain partners attended the event, including GPS PE Pipe Systems, Meps, MCL, Haigh and RED Publications. Some of them shared their thoughts with us:

Vernon Ingham, WRI Quality Coordinator: “It was an exiting and clearly delivered message, outlining the focus needed to meet the challenge of the new AMP. The Anglian Water AMP6 programme ensures we continue to move forward as leaders in the water industry.”

Kerry Leyland, WRNI Closeout Coordinator: “The day was very interactive and engaging.”

Paul Wood, Site Manager, WRNI: “From a site-based opinion, it’s important that we continue in the way we do things and by portraying and reflecting the Anglian Water approach, as well as our own company’s attitude towards the environment in which we work.”

Sarah Charman, People Development Support: “The highlight of the day was the Benefit by Design initiative and especially the way the @one Alliance is using technology to aid projects.”


Anglian Water and the @one Alliance believe that a comprehensive induction process is key to preparing our people for the significantly different AMP6 approach to delivering projects.

Keith Blair, Head of Commercial and Financial Performance, who leads the Commercial initiative:“Everyone has a role to play in being more commercially aware of what they do and how to be more efficient and drive that value for money we need.”

Stephen Kennedy, Meps: “It gives us an understanding of what Anglian Water and the @one Alliance want to be and the meaning of the new initiatives. It enables us to see how we can work together to achieve what they want. It’s also a great opportunity to meet people and gain an understanding of the reorganisations as they are taking place.”

Bob Warren, GPS PE Pipe Systems: “I think it helps that we can show people our products. It’s good to be hands-on and meet people face to face.”

“The next stage of the Onboarding journey is for people to be involved in the High Performing Teams programme,” explained David Newsome.

“This is ongoing at the moment, with the IPLs trialling the programme. IPLs are ensuring that the initiative efficiencies are being applied to their projects. The IT-based platform continues to be developed, and this will help new starters understand the

processes and tools necessary to do their job in the most effective way.”

Here’s what some of those who attended thought of the event:

Richard George, Head of Operations, who leads the Industrialised Construction initiative:“We need to get involvement of all the construction teams as early as we can in the design and development process. If we can get a programme team to find out what we are doing, the end user will understand what it is we are trying to build and buy into that early.”

Aidan Hickey, AMP6 Programme Manager, who leads the Programme Management initiative:“We have got fantastic visibility for our AMP6 programme. We need to ‘plan before we do’ and use the opportunities to create our delivery strategies for our programme in advance of us kicking the work off. The more planning we do, the more effective we are going to be.”

Chris Candlish, Supply Chain Manager, who leads the Sustainable Procurement initiative:“We need to work cohesively together in the @one Alliance, and with our supply chain. We need to look at how we unlock value, how we outperform, and work as one really big team.”

SUPPLY AND DELIVER

IT’S ALL ABOUT YOUAll onboard for the AMP6 adventure!

Andy Brown, Head of Sustainability, Anglian Water: “Love Every Drop is about delivering a sustainable business into the future. There are challenging

targets and aspirations set by our customers over the next five years and beyond, and the only way of meeting those challenges

is to really work together through the spirit of innovation and collaboration.”

As such, a one-day AMP6 Onboarding event, repeated over five days in January at the Kingsgate Centre in Peterborough, saw more than 500 @one Alliance employees, colleagues from Anglian Water and our supply chain partners brought together to discover the @one Alliance and Anglian Water’s plans for AMP6 and the exciting challenges that lie ahead.

The morning involved interesting and informative presentations on Anglian Water’s Love Every Drop strategy, the Totex (total expenditure) approach to the money spent on an asset throughout its lifetime, and the new AMP6 delivery and governance process.

There were also a number of lively activities that engaged people with the key messages underpinning the new AMP period, including a Lego challenge and a task relating to Anglian Water’s customer outcomes.

David Newsome, one of the organisers of the day, said: “Feedback received from delegates showed they enjoyed the day and found it informative. We had a clear aim, which was to ensure that the event was interactive, engaging and fun. People with different types of professions and backgrounds attended the event and particularly enjoyed the participation aspect of the day.”

So what are the next steps in the Onboarding process?

John Podmore, Business Improvement Manager, who leads the Production initiative:“Production aligns to five key messages linking to the customer outcomes – work smarter, not harder; identify the keys to unlock value; solve today’s problems for a better tomorrow; lead by example and people are the active ingredient to continuous improvement.”

Grant Tuffs, Customer and Communications Manager, who leads the Customer initiative:“We need to encourage our people to keep our customers informed throughout the duration of a project. Keeping them engaged means that we can deliver great service.”

Tracey Goddard, Organisational and Development Manager, who leads the People initiative:“We’re looking to develop and strengthen the @one Alliance – the new organisation and new roles become opportunities for people to develop and grow within the business. We want people to ask us questions and make sure they are fully engaged and comfortable with that process.”

Mark Froggatt, Engineering Manager, who leads the Benefit by Design initiative:“We all have a starring role in AMP6. You don’t have to be a genius to come up with a good idea – you just need the wherewithal to raise a good idea.”

TAKING THE INITIATIVEThe afternoon session involved interactive stands highlighting the benefits of the eight initiatives that will help us to deliver the efficiency savings we need to meet in AMP6. one spoke to the initiative leads to find out what these mean to everyone working at the @one Alliance:

Andy Flowerday, @one Alliance Board Member and Managing Director of Barhale: “Look forward and enjoy it – AMP6 is a challenge to revel in, rather than one to worry about.”

Some of our tier two supply chain partners attended the event, including GPS PE Pipe Systems, Meps, MCL, Haigh and RED Publications. Some of them shared their thoughts with us:

Vernon Ingham, WRI Quality Coordinator: “It was an exiting and clearly delivered message, outlining the focus needed to meet the challenge of the new AMP. The Anglian Water AMP6 programme ensures we continue to move forward as leaders in the water industry.”

Kerry Leyland, WRNI Closeout Coordinator: “The day was very interactive and engaging.”

Paul Wood, Site Manager, WRNI: “From a site-based opinion, it’s important that we continue in the way we do things and by portraying and reflecting the Anglian Water approach, as well as our own company’s attitude towards the environment in which we work.”

Sarah Charman, People Development Support: “The highlight of the day was the Benefit by Design initiative and especially the way the @one Alliance is using technology to aid projects.”


Short for ‘total expenditure’, Totex, which the water industry economic regulator Ofwat is introducing in AMP6, is a combination of capital (Capex) and operational (Opex) costs and refers to the total investment in an asset throughout its lifespan.

During AMP5, the @one Alliance met its efficiency targets and delivered a huge number of projects for Anglian Water – and now, in AMP6, we want to do things even better. And in order to do this, we need to continually improve our business processes.

“The aim of the Continuous Improvement team is to provide everyone in the @one Alliance with the resources, expertise and dedicated end-to-end, project-focused support to help realise the efficiency challenges and objectives,” explained Business Improvement Manager, John Podmore.

“Through the Production initiative, we aim to provide a centralised function for all the other initiatives and the programme areas to eliminate waste, improve processes and promote a collaborative approach to improvement; therefore positively contributing towards the major cost drivers of AMP6.”

Customer focusedThe Continuous Improvement team has gone through its own transformation programme over the last three months and

InnovationThere are great opportunities with the implementation of Totex: it benefits the @one Alliance by encouraging innovative thinking and sustainable solutions, it benefits our client Anglian Water as it offers the opportunity for more economic solutions to deliver outcomes, and ultimately it should benefit our customers by driving efficiency to help lower bills.

EfficienciesGraham Fulton, Totex Programme Leader, said: “We know bringing Opex and Capex together can drive efficiencies for AMP6 and beyond. It means we can collectively do the right thing for our assets, our customers and our business.”

There are some key elements to Totex: clear leadership and setting consistent business goals, collaboration and working together internally and externally, turning data into better business information and making true whole life value decisions.

As part of the Totex strategy, the ‘blue box’ pilot scheme was

A ‘new and improved’ carbon and water footprinting modeller has been developed for AMP6. This will help us to support Anglian Water in reducing our carbon and water footprint and save money by understanding carbon and water in design.

The modeller will help engineers identify designs that are low in embodied and operational carbon,

now comprises Production Managers, Assistant Production Managers and a newly formed role of Production Improvement Technician – providing a healthy mix of experience, expertise and enthusiasm, with a clear customer-focused mind-set and capability across a wide range of improvement disciplines.

“We are effectively starting from scratch to build up confidence in our process and approach,” explained John.

Back to basics “The period prior to the start of AMP6 provided the opportunity to understand what the business actually needs and wants from a continuous improvement function. It was clear that we needed to go back to basics and focus our approach on what people need to deliver the business plan. The messages we received back were loud and clear – we need your expertise and support, but we need to see and understand the value you provide.”

Delivering The team’s main challenge is to make sure that all individuals

and teams in the @one Alliance are, and remain, the central focus throughout the journey of delivering the efficiency targets.

“This involves breaking down the process of continuous improvement into easy to understand process steps – a method of operation if you like – that we all can use effectively,” explained John.

“From initial engagement, through to the realisation of benefits for individuals and teams in order to meet the @one Alliance targets, we can provide the tools and techniques to identify waste, solve problems and help lead change through every transformational step.

“This is all underpinned by training, coaching and mentoring activities we will provide to enable people to proactively improve through the AMP6 journey.”

Success for the Continuous Improvement team will be realised through the physical delivery of projects from beginning to end, continued engagement opportunities from people across the @one Alliance, and positive referrals and enquiries to establish new improvement projects.

Collaboration “Our reward and recognition, which is what motivates and drives us on, will come from simply seeing the improvements we have helped develop and deliver integrated collaboratively within the @one Alliance,” said John.

“The progress we have already achieved over the last few months is extremely exciting. The initial feedback received – and ‘pull’ created – from both the Integrated Project Leaders (IPLs) and the Initiative Leads, is telling us that we are moving in the right direction: a clear motivator to continuously improve ourselves.

“There is still a long way to go, but through our initial change process we are aiming to provide an enthusiastic, dynamic, pragmatic and delivery-focused team approach to production management and continuous improvement.”

Meet the team tasked with

improving our businessCost-effective solution

Next top model(ler)

“The progress we have already achieved over the last few months is extremely exciting. The initial feedback received is telling us that we are moving in the right direction: a clear motivator to continuously improve ourselves.” John Podmore, Business Improvement Manager.

Fast facts• The team’s fresh approach

to continuous improvement is based around some of the key principles of project management – planning, delivery, benefits realisation and communication – all underpinned by a clear drive towards developing a High Performing Team structure.

• Each project they deliver is categorised at the start based on complexity, priority, benefits realisation, collaboration and best practice transfer, offering the best possible value-added support within exacting timescales.

• The team is developing an @one Alliance manual for continuous improvement, supported by an internal training and development programme that will be rolled out as part of project delivery to everyone in the @one Alliance.

The Continuous Improvement team is on hand to help every team and individual in the @one Alliance to realise their key objectives and meet the key efficiency challenges in AMP6 and beyond. one spoke to them to find out more about what they do – and how they can help you.

For more information, please contact David Riley on 07921 095796, email [email protected], or phone Anna Totterdell on 07889 589675 or email [email protected]

which will help meet the Love Every Drop goals, outcomes and outcome delivery incentives (ODIs).

Look out for the release of the new modeller this month and sign up to one of the communication and training events about how to use the modeller. These will be running throughout the Anglian Water region once the modeller has been released.

which lasts a lifetime

Graham Fulton, Totex Programme Leader.

From left to right: Kirsty-Ann Cairns, David Newsome, Holly Wilson, Nyree Stanley, Mike Betts, John Podmore, Dodie Honisett, Brendan Tully and Lynne Hamilton.

“We know bringing Opex and Capex together can drive efficiencies for AMP6 and beyond. It means we can collectively do the right thing for our assets, our customers and our business.”

Programme Management, Anglian Water Services, said: “The blue box process is now embedded at the heart of Asset Management with a fully resourced team focused on developing solution strategies for the delivery routes.

Collaboration “Working collaboratively with delivery routes and the operational parts of Anglian Water, the Totex approach has enabled solutions that challenge historic approaches to capital delivery, resulting in efficiencies and reducing the risk to Anglian Water.

“As the Blue Box process and Totex thinking develops during the coming year, more innovative and operational solutions will be identified driving greater efficiencies.”

developed by Anglian Water in collaboration with the @one Alliance to discover how we evaluate business risks and find the best whole life value solution strategies. The initial success of the pilot has meant it’s become a permanent feature of how we will operate in AMP6.

Optioneering“The blue box defines the solution strategy, then the preferred solution gets identified downstream after undertaking more detailed analysis and ‘optioneering’ with the business,” explained Graham.

“However, it challenges traditional thinking and behaviour, so it’s not been a straightforward change and it will take time to turn things around.”

Paul Harrison, Head of

• FROM NEED IDENTIFICATION THROUGH TO DELIVE

RY •

AMP6

THE

WAY

FOR

WARD

WE NEED

YOUTO MAKE

THE WHEELS TURN

DM0

DM1

YOU

DELIVERY

SOLU

TION

STRATEGY SELECTION

SOLU

TION

STRATEGY DEVELOPMENT

OPTIMISATION

PR

IORITISATION

RI

SK EVALUATION

RI

SK INITIATION

THE JOURNEYHAS BEGUN


Short for ‘total expenditure’, Totex, which the water industry economic regulator Ofwat is introducing in AMP6, is a combination of capital (Capex) and operational (Opex) costs and refers to the total investment in an asset throughout its lifespan.

During AMP5, the @one Alliance met its efficiency targets and delivered a huge number of projects for Anglian Water – and now, in AMP6, we want to do things even better. And in order to do this, we need to continually improve our business processes.

“The aim of the Continuous Improvement team is to provide everyone in the @one Alliance with the resources, expertise and dedicated end-to-end, project-focused support to help realise the efficiency challenges and objectives,” explained Business Improvement Manager, John Podmore.

“Through the Production initiative, we aim to provide a centralised function for all the other initiatives and the programme areas to eliminate waste, improve processes and promote a collaborative approach to improvement; therefore positively contributing towards the major cost drivers of AMP6.”

Customer focusedThe Continuous Improvement team has gone through its own transformation programme over the last three months and

InnovationThere are great opportunities with the implementation of Totex: it benefits the @one Alliance by encouraging innovative thinking and sustainable solutions, it benefits our client Anglian Water as it offers the opportunity for more economic solutions to deliver outcomes, and ultimately it should benefit our customers by driving efficiency to help lower bills.

EfficienciesGraham Fulton, Totex Programme Leader, said: “We know bringing Opex and Capex together can drive efficiencies for AMP6 and beyond. It means we can collectively do the right thing for our assets, our customers and our business.”

There are some key elements to Totex: clear leadership and setting consistent business goals, collaboration and working together internally and externally, turning data into better business information and making true whole life value decisions.

As part of the Totex strategy, the ‘blue box’ pilot scheme was

A ‘new and improved’ carbon and water footprinting modeller has been developed for AMP6. This will help us to support Anglian Water in reducing our carbon and water footprint and save money by understanding carbon and water in design.

The modeller will help engineers identify designs that are low in embodied and operational carbon,

now comprises Production Managers, Assistant Production Managers and a newly formed role of Production Improvement Technician – providing a healthy mix of experience, expertise and enthusiasm, with a clear customer-focused mind-set and capability across a wide range of improvement disciplines.

“We are effectively starting from scratch to build up confidence in our process and approach,” explained John.

Back to basics “The period prior to the start of AMP6 provided the opportunity to understand what the business actually needs and wants from a continuous improvement function. It was clear that we needed to go back to basics and focus our approach on what people need to deliver the business plan. The messages we received back were loud and clear – we need your expertise and support, but we need to see and understand the value you provide.”

Delivering The team’s main challenge is to make sure that all individuals

and teams in the @one Alliance are, and remain, the central focus throughout the journey of delivering the efficiency targets.

“This involves breaking down the process of continuous improvement into easy to understand process steps – a method of operation if you like – that we all can use effectively,” explained John.

“From initial engagement, through to the realisation of benefits for individuals and teams in order to meet the @one Alliance targets, we can provide the tools and techniques to identify waste, solve problems and help lead change through every transformational step.

“This is all underpinned by training, coaching and mentoring activities we will provide to enable people to proactively improve through the AMP6 journey.”

Success for the Continuous Improvement team will be realised through the physical delivery of projects from beginning to end, continued engagement opportunities from people across the @one Alliance, and positive referrals and enquiries to establish new improvement projects.

Collaboration “Our reward and recognition, which is what motivates and drives us on, will come from simply seeing the improvements we have helped develop and deliver integrated collaboratively within the @one Alliance,” said John.

“The progress we have already achieved over the last few months is extremely exciting. The initial feedback received – and ‘pull’ created – from both the Integrated Project Leaders (IPLs) and the Initiative Leads, is telling us that we are moving in the right direction: a clear motivator to continuously improve ourselves.

“There is still a long way to go, but through our initial change process we are aiming to provide an enthusiastic, dynamic, pragmatic and delivery-focused team approach to production management and continuous improvement.”

Meet the team tasked with

improving our businessCost-effective solution

Next top model(ler)

“The progress we have already achieved over the last few months is extremely exciting. The initial feedback received is telling us that we are moving in the right direction: a clear motivator to continuously improve ourselves.” John Podmore, Business Improvement Manager.

Fast facts• The team’s fresh approach

to continuous improvement is based around some of the key principles of project management – planning, delivery, benefits realisation and communication – all underpinned by a clear drive towards developing a High Performing Team structure.

• Each project they deliver is categorised at the start based on complexity, priority, benefits realisation, collaboration and best practice transfer, offering the best possible value-added support within exacting timescales.

• The team is developing an @one Alliance manual for continuous improvement, supported by an internal training and development programme that will be rolled out as part of project delivery to everyone in the @one Alliance.

The Continuous Improvement team is on hand to help every team and individual in the @one Alliance to realise their key objectives and meet the key efficiency challenges in AMP6 and beyond. one spoke to them to find out more about what they do – and how they can help you.

For more information, please contact David Riley on 07921 095796, email [email protected], or phone Anna Totterdell on 07889 589675 or email [email protected]

which will help meet the Love Every Drop goals, outcomes and outcome delivery incentives (ODIs).

Look out for the release of the new modeller this month and sign up to one of the communication and training events about how to use the modeller. These will be running throughout the Anglian Water region once the modeller has been released.

which lasts a lifetime

Graham Fulton, Totex Programme Leader.

From left to right: Kirsty-Ann Cairns, David Newsome, Holly Wilson, Nyree Stanley, Mike Betts, John Podmore, Dodie Honisett, Brendan Tully and Lynne Hamilton.

“We know bringing Opex and Capex together can drive efficiencies for AMP6 and beyond. It means we can collectively do the right thing for our assets, our customers and our business.”

Programme Management, Anglian Water Services, said: “The blue box process is now embedded at the heart of Asset Management with a fully resourced team focused on developing solution strategies for the delivery routes.

Collaboration “Working collaboratively with delivery routes and the operational parts of Anglian Water, the Totex approach has enabled solutions that challenge historic approaches to capital delivery, resulting in efficiencies and reducing the risk to Anglian Water.

“As the Blue Box process and Totex thinking develops during the coming year, more innovative and operational solutions will be identified driving greater efficiencies.”

developed by Anglian Water in collaboration with the @one Alliance to discover how we evaluate business risks and find the best whole life value solution strategies. The initial success of the pilot has meant it’s become a permanent feature of how we will operate in AMP6.

Optioneering“The blue box defines the solution strategy, then the preferred solution gets identified downstream after undertaking more detailed analysis and ‘optioneering’ with the business,” explained Graham.

“However, it challenges traditional thinking and behaviour, so it’s not been a straightforward change and it will take time to turn things around.”

Paul Harrison, Head of

• FROM NEED IDENTIFICATION THROUGH TO DELIVE

RY •

AMP6

THE

WAY

FOR

WARD

WE NEED

YOUTO MAKE

THE WHEELS TURN

DM0

DM1

YOU

DELIVERY

SOLU

TION

STRATEGY SELECTION

SOLU

TION

STRATEGY DEVELOPMENT

OPTIMISATION

PR

IORITISATION

RI

SK EVALUATION

RI

SK INITIATION

THE JOURNEYHAS BEGUN


Your fundraising

During AMP5, colleagues at the @one Alliance raised around £12,000 for WaterAid. However, this doesn’t include our involvement and support for Anglian Water’s main WaterAid events such as the annual WaterAid Ball, Rutland Regatta, Race Night and other events, all of which add hundreds of thousands of pounds to that figure.

So congratulations to everyone who either took part in one of the fundraisers or sponsored a colleague who did – you really have made a difference to people’s lives.

There are many more WaterAid events scheduled for 2015 and beyond and we hope to smash that total in AMP6.

But where do the funds end up, and what does it mean for those people the charity helps?

We take clean and accessible drinking water and flushing toilets for granted, but there are many people in the world who don’t have this luxury.

WaterAid’s work is helping to change the lives of thousands of people in Africa who don’t have access to clean or running water or sanitation.

Take the case of a village in Uganda, where WaterAid funded a borehole to be constructed to pump clean water. Previously, the villagers only had a murky swamp from which to

Congratulations to Stuart Collins, Contract Administrator in the Finance and Performance team, who has gained membership of the Royal Institute of Chartered Surveyors (RICS).

Stuart, who has worked for the @one Alliance for five years, says that he has always had aspirations to become chartered, which he achieved through hard work and a lot of studying and dedication over an 18-month period.

Stuart said: “Going for a professional qualification takes a lot of hard work and self-motivation; it’s not easy, but is worth it when you achieve a successful outcome as it’s a recognised worldwide qualification.”

Your feedback shows that you enjoy perusing the pages of one magazine – and now it’s proven to be an award-winning read.

one took the top prize of Class Winner at this year’s IoIC Central and North Awards, beating off tough competition from the likes of Northumbrian Water and EDF Energy.

We work hard to make sure that one is closely aligned to the

Ahoy there, all you hearty @one Alliance crews – it’s time to dust off your paddles in preparation for the ninth Rutland Regatta.

The event, which is being held on Rutland Water on 18 June, offers you the chance to raise an Armada (or team) together and raise funds for WaterAid. Last year’s event raised a whopping £49,000, so this year we want to smash that total.

@one Alliance partners, Anglian Water employees and suppliers can mingle and cheer on their teams from the shoreline, or battle it out on

Colleagues celebrate

There’s only one winner

Ready for the Regatta?

Nicole Synan, from Anglian Water, who visited a WaterAid project in Uganda last year to see how funds raised were being put to good use.

We are the champions: Editor Grant Tuffs (left) and Andy Douse, Director of RED Publications (right), accept the award.

access their water, so they are very proud of their pump and are now responsible for the borehole’s maintenance. More importantly, this clean water helps keep them – and their livestock – healthy.

strategy of the @one Alliance and the judges agreed, saying: “The goals and strategy are really well defined. It’s good to see that the majority of readers want more.”

one’s editor, Customer and Communication Manager Grant Tuffs, said: “I’m delighted to see how successful the magazine is and I’m looking forward to its future success, especially with its refreshed new look.”

the water in a number of racing activities. Get your engineering thinking caps on to

come up with a design for a plastic bottle boat, or gather your colleagues together for the popular kayak and raft building races. If your sea legs have deserted you, there are plenty of land-based activities for you and your team to have a go at.

There are countless more stories like this. For more information, visit www.wateraid.org.uk where you can donate money, or keep an eye out for fundraising events around the @one Alliance.

makes a difference!

Let us know if you have achieved a professional accreditation or if you are undertaking a career development course. Phone Grant Tuffs on 01733 414 108 or email [email protected]

To get your team involved, or for further details, please contact Caroline Brown, Carly Kellard or Bobby Samelak-Pain at [email protected]

Meanwhile, hats off to Technical Delivery Manager Emmanuel Iwuamadi, who has become a member of The Institution of Civil Engineers (ICE).

Emmanuel, who has worked for the @one Alliance for four years, said: “Being chartered demonstrates that you are professionally competent through education, training and practice. With this comes the benefit of improved career prospects, earning power and recognition of expertise.

“My engineering knowledge and professional skill gives me the ability to lead, manage and make independent judgements to successfully deal with daily work-related issues.”

News flashesTo celebrate World Water Day in March, colleagues in Thorpe Wood House took part in a fun quiz night and raffle, organised by Philip Steer, CAD Technician and Michelle Holt, Closeout Manager. A whopping £366 was raised, so thank you to everyone who got involved.

In April, 570 guests, including many @one Alliance colleagues, partner companies and suppliers, enjoyed a ‘night at the movies’ at the annual Anglian Water WaterAid Ball, raising a record breaking

£410,000!

one I s s u e 2 3 • A p r i l 2 0 1 516

one april 2015 - @one Alliance Newsletter

Documents