one magazine - April 2015

The award-winning magazine from
the Anglian Water @one Alliance
Issue 23 • April 2015
Digging deep for
our customers
Find out about our tunnelling challenge in
Market Harborough. Page 5
What no water?
Teams rise to the
challenge. Page 4.
All onboard!
Collaborating at the
AMP6 induction event.
Pages 12 and 13.
We’ve crossed the finishing line in
Rising to the challenge
02
Have you got
news for us?
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 gTuffs@anglianwater.co.uk
Grant Tuffs, Customer and
Communications Manager.
2
great shape!
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.
one Is sue 23 • Ap ril 2015
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
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
Performance fast facts
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.
“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.”
Efficiencies
1
2
3
4
5
£14
million
below affordability for
projects post Gateway 2.
476Km
0.05
of renewed or
new mains laid.
AFR for the rolling
12-month period.
902
projects through
Gateway 5
201
properties off of
the DG5 flooding
register.
142,794 tonnes
C02
51.9% of embodied carbon saved for the whole AMP
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.
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.
Produced by
The 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
George
Richard
01/04/15
issue:
Date of
act:
e cont
y pleas
genc
of emer
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.
We 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.
“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.”
On track
Keith Blair, Head of Commercial
and Performance
Delivering
“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.”
Make sure you get your
uction
fely Ind
Work Sa
In case
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.
passport to safety
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.
To book your place, contact the People Development team on
01733 414 316 or email imwc-induction@anglianwater.co.uk
Publications (S-511) – 01904 479 500
one I ssue 2 3 • April 2 0 1 5
3
‘Boring’ project is flooded with great responses from
the community
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.
Pulling together to help
our customers
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.
At 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
4
one Is sue 23 • Ap ril 2015
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.”
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.”
Mark Badcock, Foreman (Barhale):
Fast facts
“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.”
• The scheme was started in
November 2014 and finished
in March.
Jake Paul: Open Cut Ganger (Barhale):
• The affordability cost was
£1,411,000; the solution cost was
£1,356,000.
“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!”
“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.
• Tier two and tier three suppliers
involved included:
Randall Surveys LLP
Xylem Water Solutions UK Ltd
Ham Baker Adams Ltd
Savills (UK) Ltd
one I ssue 2 3 • April 2 0 1 5
5
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.
Ian Hutchinson, Programme Area Manager Water Recycling Non-Infrastructure
I 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 Manager
Dale Evans, Director @one Alliance
I 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 Operations
This 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.
I 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 Manager
I 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 Performance
Craig Repton, Programme Area Manager Infrastructure
I’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-Infrastructure
I 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.
6
one Is sue 23 • Ap ril 2015
I 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.
one I ssue 2 3 • April 2 0 1 5
7
SEMD Operational Water Programme – Elsham
Delivered by the SEMD team
The @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 securityrated 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.
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.
On the
Lincoln
Grantham
Hillington
King’s Lynn
Daventry
Buckingham Public Water Supply Zone
Water Non-Infrastructure
8
one Is s ue 23 • Ap ril 2015
Norwich
Thorpe Wood House
Peterborough
Huntingdon
Northampton
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
map
Grimsby
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.
Moxhill
Great
Ellingham
Great Yarmouth
Lowestoft
Thetford
Ely
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.
Cambridge
Ipswich
Milton Keynes
Braintree
Old Stratford
Water 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,
Clacton Water Recycling Centre
Water Recycling Non-Infrastructure
Colchester
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
Basildon
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 as1685 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.
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.
one I ssue 2 3 • April 2 0 1 5
9
Partnerships
bode well for the future
You’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.
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.
10
one Is sue 23 • Ap ril 2015
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
Taking a personal approach to
health & safety
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.”
@one IFE: Making
health and safety
personal, relevant and
important: ensuring
our journey to living
in an injury-free
environment.
“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.
Digging in
with an environmental idea
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.
Natural innovation: James Gilbert, Ecologist.
one I ssue 2 3 • April 2 0 1 5
11
All onboard for the AMP6 adventure!
IT’S ALL ABOUT YOU
Here’s what some of those who attended thought of the event:
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.”
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.
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.”
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.”
SUPPLY AND DELIVER
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:
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.”
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.”
So what are the next steps in the Onboarding process?
“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.”
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.”
TAKING THE
INITIATIVE
The 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:
12
one Is sue 23 • Ap ril 2015
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.”
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.”
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.”
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.”
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.”
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.”
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.”
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.”
one I ssue 2 3 • April 2 0 1 5
13
Meet the team tasked with
Cost-effective solution
improving our business
which lasts a lifetime
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.
Innovation
Optioneering
“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.”
Collaboration
DELIVERY
RI
ON
INITIAT
I
SK
DM1
RATEGY
ST
S
WE NEED
RI
RITISATI
IO
•
PR
TO MAKE
THE WHEELS
TURN
ON
ISATI
TIM
O
OP
ED
EN
THE JOURNEY
HAS BEGUN
LI
NE
ID
VE
N
RY
LOPMENT
VE
RATEGY D
E
ST
EVALUAT
I
SK
ON
YOU
ECTION
EL
OM
“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
Graham Fulton, Totex
Programme Leader.
• FR
Graham 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
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.
UT
SOL ION
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.
“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.”
AMP6 THE WAY F
OR
WA
SOLUTIO
N
RD
There 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.
TI
DM0
FIC
ATION THROUG
HT
O
DE
Next top model(ler)
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,
14
one Is sue 23 • Ap ril 2015
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.
For more information, please contact
David Riley on 07921 095796, email
driley3@anglianwater.co.uk, or phone
Anna Totterdell on 07889 589675 or
email aTotterdell@anglianwater.co.uk
From left to right: Kirsty-Ann Cairns, David Newsome, Holly Wilson, Nyree Stanley,
Mike Betts, John Podmore, Dodie Honisett, Brendan Tully and Lynne Hamilton.
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.
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, projectfocused 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 focused
The Continuous Improvement
team has gone through its own
transformation programme
over the last three months and
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 customerfocused 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.”
“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.
one I ssue 2 3 • April 2 0 1 5
15
There’s only one winner
Your
fundraising
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.
makes a difference!
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
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.
News flashes
To 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!
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.
We are the champions: Editor Grant Tuffs (left) and Andy Douse,
Director of RED Publications (right), accept the award.
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
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.”
Colleagues
celebrate
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.”
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.”
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 gTuffs@anglianwater.co.uk
Ready for the Regatta?
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
16
one Is sue 23 • Ap ril 2015
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.
To get your team involved, or for further details, please contact Caroline Brown, Carly Kellard or
Bobby Samelak-Pain at AnglianWaterRutlandR@anglianwater.co.uk