co 2 - anglian water tuffs tel no: 01733 414108 [email protected] rebecca simpson tel no:...
TRANSCRIPT
The awa rd w inn ing magaz ine f rom the Ang l i an Wate r @one A l l i ance
I s s u e 1 1
03 JUST CHAMPION Designs right first time
11 TURNING TWO AMP5 performance update
12 SUSTAINABILITY SHOWCASE New ideas unveiled
A p r i l 2 0 1 1
Great teamwork and Lean thinking proves successful at Wing. Pages 10 and 16.
CR&S in the Alliance gets a colourful new look. Page 05BRAND NEW
CO 2
CR&S
Grant TuffsTel no: 01733 [email protected]
Rebecca SimpsonTel no: 0114 232 [email protected]
Jeremy JamesTel no: 01733 [email protected]
Vicky GillibrandTel no: 01706 [email protected]
Julie O’FeeTel no: 01737 [email protected]
Pamela WeeksTel no: 0113 307 [email protected]
Sue LedgerwoodTel no: 01642 [email protected]
April 2011
02
Great progress
If you have a story or projectthat you would like to see in
magazine, please contact Managing Editor, Grant Tuffs, tel: 01733 414108, or email [email protected]. Alternatively, please contact one of our correspondents below:
04 Document mission
Rooting out the rogues
05 Brand new
CR&S unveils its new look
06 Flexible first
New pipe rolled out
07 Stand down
And deliver safely
08 Super support
Meet our modellers
13 IFAS first
Sustainable engineering 06 08
As you know we set ourselves some big challenges for AMP5, but I’m delighted to say they’re being eclipsed by the huge effort being put in by teams throughout the @one Alliance.
As we close the door on year one of our five-year journey, we’re making great progress against our business plan. You can read more about our successes on page 11 and why we all need to work harder at delivering our programmes more reliably and predictably.
Top of the agenda, as always, is health and safety. As we progress through years two and three of AMP5, the workforce will continue to grow. When people join us, it’s important they work to ‘the Alliance Way’ and understand our unwavering quest to lead the construction industry with regards to safety.
Dale Evans, Director - @one Alliance.
Contents
04
Produced by Publications - 01904 479500
Doing it ‘the Alliance way’
Colleagues learn more about safety during their induction at Etton.
>> FAST FACT - over 50 kilometres of mains renewed or new mains laid April 2011
Did you know the @one Alliance now has machinery safety champions - seven people who have just passed City and Guilds certificates at the @one Alliance Training Centre in Etton.
The team took the four-day course to make them aware of legislation relating to the supply, installation and operation of machinery. The fact-finding mission forms part of their Excellence in Health and Safety in Design training (see separate story below left).
Gary Meades, Senior CDM, Co-ordinator, said: “These champions are now going to ‘buddy up’ with our major, second tier suppliers of machinery, to make sure we get the designs right – first time – in relation to operational and maintenance safety.
“They will also play a key role in making sure the Alliance complies with the safety requirements of machinery-related regulations.”
The seven ‘champions’ of machinery safety in design are Steve Shepherd, Darren Allport, Karl Beaton, Mark Hollingsworth, Bob Peggs, Simon Toulson and Jon Emmony. They’re going to act as a repository of knowledge for other designers so if you have any questions or need advice, please give them a call.
03
WE ARE thE ChAmpIoNs of MACHiNERY SAfETY
News
DeSiGNS oN the fRoNt LiNe of SAfety
If you’ve completed your two-day ‘Work Safely’ induction, you may have passed through the doors of the @one Alliance’s training centre at Etton, near Peterborough.
Many of the inductions have already been held at Etton, and going forward there will be two induction sessions every fortnight to cater for the 1,000 people, including suppliers, that are expected to require Alliance safety passports this year.
Now in true Alliance style, to help reduce costs, the three meeting rooms at Etton are being hired out to provide additional vocational training courses.
The list of courses being prepared includes:• Abrasive wheels.• ‘A’ frame lifting devices.• CoSHH.• Ladders.• Manual handling.• Scaffold inspection.• Personal protective equipment.
Designers in the @one Alliance will now be making an extra effort to safeguard people working ‘on the front line’ with the launch of ‘Excellence in Health & Safety in Design’.
By implementing and embracing this new initiative, they will positively change behaviours and attitudes towards safety. Going forward designers will focus even more on people in construction, operation and maintenance from the very start.
Gary Meades, Senior CDM, Co-ordinator, said: “Before they start a project, we want our designers to think about the people that will eventually build it, operate it, and maintain it. And with that in mind, how our designers can then make the end result safer for those people.”
New training packages, which are the next generation of Health & Safety in Design awareness training, now combine management systems, technical competence, behavioural safety and operational use.
Gary added: “This should also help us meet other targets as well, for example, if designers eliminate work such as constructing confined spaces, we are eliminating the risk of injury either building it, entering it or operating and maintaining the equipment within it. in addition this also reduces carbon because we’re building less, which in turn saves costs as well.”
Programme Area Manager for Waste Water infrastructure, Chris Smith, said: “There’s a huge demand in our industry for this sort of training because some of our operatives need upwards of 20 different certificates.
“We can’t provide training for all of the courses because some are specialised, but if we can keep some of these vocational courses in-house, we’ll save the Alliance a lot of money.”
He added: “Additionally, if people are attending Etton to develop their skills, they will be constantly reminded of the Alliance’s focus on health and safety, so it’s another way of getting people to understand and live our health and safety values.”
Championing machinery safety, from left Bob, Simon, Karl (foreground) and Steve.
The first two courses are being launched this month (April). For more information, please contact Sharon Harris on 01733 254189.
foR ALLiANCE TRAiNiNG, thINk EttoN
>> FAST FACT - 31 kilometres of sewer rehabilitation completed
Partner name changeAlliance partner company Biwater Treatment has been acquired by MWH Global, a company which provides environmental engineering, construction and strategic consulting services. As a result, all Biwater services companies will adopt the MWH name.
one version of the truth
A novel approach is being taken to Water Infrastructure mains replacement and improvement.
Currently projects would be issued due to the serviceability of the main, which could result in a team visiting an area, to replace a section of pipe for example, and then leave, only to return six months later due to similar serviceability issues nearby.
Now colleagues are working together to identify multiple schemes in one geographical area by assessing District Metering Areas (DMA).
Water infrastructure Programme Area Manager, Steve Moffat, said: “To help us get the best return on our investment, we’ve drawn up a strategy that looks at improving our infrastructure more efficiently, minimising the long term customer impact.
“So for example within the Tetney pilot in Lincolnshire, we’ll focus more on maintaining a pipe that has the greater potential to impact
improvement Manager, Katy Smyth, said: “So many ‘rogue’ documents are created because people don’t know what is and isn’t part of the system, or simply can’t find what they are looking for.
“A Business System is needed to clarify expectations and requirements from Alliance members.”
She added: “How many times are you asked for something, but didn’t realise you were supposed to provide it? The system will help people to understand their roles, and where they fit into the Alliance.
“it will help people to understand why they are asked
Efficiencies expected from consolidated approachmany customers, rather than just going in to a high burst area that only has a handful of customers.”
The potential benefits of setting up multiple projects in one area include:• Economies of scale.• Efficiencies from streamlining the capital
delivery process.• improved customer communications and public
relations with more opportunity to be positive about what we are doing.
• Better engagement with third parties up front. These would include ecology and environmental screenings and issues with the highways agency for example.Pilot schemes are underway in Tetney,
Lincolnshire and framingham, Norfolk and these are expected to be completed by the end of March 2012.
Watch out for an update on this story in the next edition.
to perform certain duties and who they need to work with. in summary, the system ensures consistency and integration to the way the Alliance works.”
A new Business System Document Register is being developed to show exactly what is and isn’t part of the system. This is essentially a framework that will hold all Alliance documentation, from high level strategy and policy, to process maps, procedures and forms.
Katy added: “i am getting process owners to look at what they currently have in place and then ask if it is sufficient. i also want to find out if it is clear what people need to do, whether
there is any waste activity and if we can further integrate our working practices.”
Everything that forms part of the Alliance Business System will be in a standard format and given a unique reference number. All Business System documents will have an owner, someone who is responsible for keeping it up-to-date and taking on improvement suggestions about it.
The Alliance Business System can be found in Livelink. To help manage the system in the future, and to help people find documents, the system has shortcuts to the original documents.
New entries and changes to the system are communicated through official briefings, co-ordinated by Katy, who will make sure that everyone is working to the system through the Alliance Audit Programme.
A fresh focus is being placed on the @one Alliance Business System to ensure that the Alliance works to one version of the truth.
Above: Everybody should be using documents in the official template, as demonstrated here by Katy.
The Alliance Business System is the way we work, and provides a baseline against which we can examine our activities, identify waste, improve, set standards and integrate where possible.
April 2011
News
04
April 2011
sustainability
05
foR CR&S We’ve been reporting on the CR&S strategy since the blueprint for change was drawn up in 2009, when the Alliance Board members signed a policy commitment. Now CR&S is literally starting to pay dividends, supporting Anglian Water in its bid to become a leading public service business in the UK.
CR&S in the Alliance has recently been given a colourful new brand (pictured) to show how it impacts on all 10 of the major areas within the Alliance. Wherever you see these bright logos, you’ll know you’re helping to deliver sustainable assets for Anglian Water, as well as meeting the challenges set by the business and the final determination for AMP5.
Davide Stronati, the Alliance CR&S Manager said: “in the last year or so, we have seen an increasing number of examples of great sustainability in practice. Projects with lower carbon also decrease energy consumption and costs as well as waste production and time required to construct. Therefore, they are safer for people and for the environment too.”
He added: “We are now entering a more mature phase of CR&S. As each area of the strategy understands their role in delivering sustainable assets, the next step will be linking these areas amongst each other even further to stimulate innovative sustainable design and assembly. The new CR&S logos will help to make these links more visible and accessible thanks also to an evolving communication strategy.
“We are already ahead of the game in the construction industry. our ambition for the Alliance is to cross this boundary, becoming a leading example of how a fully embedded and participated CR&S strategy is effectively a competitive advantage in doing business and creates shared value for all.”
“As each area of the CR&S strategy understands their role in delivering sustainable assets, the next step will be linking these areas amongst each other even further to stimulate innovative sustainable design and assembly. The new CR&S logos will help to make these links more visible and accessible thanks also to an evolving communication strategy.”
Davide Stronati, the Alliance CR&S Manager.
the seeds were planted a couple of years ago and since then the Corporate Responsibility and Sustainability (CR&S) strategy has been growing strongly throughout the @one Alliance. Now, as we enter year two of AMP5 it has literally burst into life (and colour). Read on to see how CR&S will help the Alliance flourish in the future.
Keep an eye out for these logos in one magazine and throughout the Alliance. here’s a key to their meaning.
ECOlOgy and EnviROnmEnt
FinanCial pERFORmanCE
tRaining and EduCatiOn
EnERgy and CaRbOn CO 2 lOCal COmmunitiES/
CuStOmER SatiSFaCtiOn
SuStainability in COnStRuCtiOn
SuStainability in dESign
WaStE
HEaltH and SaFEty
Supply CHain
CO 2
CR&S
>> >> FAST FACT - 15 kilometres of sewer rehabilitation completed. >> FAST FACT - 38 per cent (24,000 tonnes) of embodied carbon and 101 per cent (6,000 tonnes) of operational carbon saved April 2011
News
06
Being flexible with
The innovation being embraced by @one Alliance teams out in the field can literally be seen for miles.
A critical water main cannot be taken out of service, so when essential repairs are needed, a temporary main – or bypass – is created parallel to it. Water is diverted through the bypass to maintain supplies while work is then carried out on the main.
Traditionally a rigid pipe has been used in the bypass operation, which limits its use but now a new, flexible hose bypass solution is available and being used on two schemes and it’s proving very successful.
Production Manager, Andy Barnes, said: “it’s not new to the water industry, but we’ve never been able to use this method before because Anglian Water’s quality standards are so stringent. So we consulted with other water companies and worked with Anglian Water’s scientists for three months until we were in position to start implementing the new solution.”
And that solution is a polyurethane hose pipe that lays flat called ‘Snap Tight’. it’s the only product of its type approved for potable water in the UK, so the Alliance bought more than 5,000 metres of it in varying diameter sizes to use at schemes in Potter Heigham on the Norfolk Broads and High Ash near Thetford.
The benefit now is that we don’t need to open-cut a new bypass main, which is expensive and has the potential to cause customer and traffic issues. We can also re-use the flexible hose.
“it’s a new process, and we’ve had a few teething problems, such as manoeuvrability. Moving thousands of metres of hose was harder than we thought, so we’re investing in new trailers which will coil the flexible pipe up for us.”
Delivery teams used to be reluctant to use a bypass, but this new flexible innovation is changing behaviours and mindsets and is now being considered for urban projects…so watch this space.
A willingness to embrace new technology has led to a change in the way teams carry out sliplining, one of the oldest methods for trenchless rehabilitation of existing pipelines.
The sliplining technique has been used since the 1940s to repair leaks or restore structural stability to an existing pipeline. A small ‘carrier pipe’ is pulled into a larger ‘host pipe’ using tractors and a winch wire.
Now @one Alliance teams are trialling a new method called ’Push Tech’ that is improving safety, boosting productivity and reducing carbon.
Production Manager, Andy Barnes, said: “Push Tech is an attachment that is attached to a digger, clamps to the carrier pipe and pushes it into the host pipe. This reduces the amount of plant required on site which reduces our carbon footprint.”
“We are carrying out a lot of maintenance work at the moment on PVC pipes that have burst and this new system is dramatically improving productivity. Challenging the norm and trying something different has proved very successful.”
An @one Alliance team reacted swiftly when they smelled gas coming from a trench they were cutting at Holton le Clay near Grimsby.
The men alerted their supervisor who immediately stopped work on the DG5 scheme and called the gas company. After an investigation, the gas company found a leak in their main and repaired it.
Alliance Management Team member Chris Smith said: “These men should be applauded for showing the right behaviour.
“Thanks to their quick thinking, there was no incident, but there could so easily have been an explosion or fire.”
Pushing forward with new technology
Praise for quick thinking
The team are pictured here, from left Marcus Plume, Chris frow, Tom Davy, ian McLeod and Gary Richardson. Site agent was Steve Seekings.
Project Manager Andy Barnes.
The blue hose pipe, seen here, negates the need to open-cut.
The Push Tech attachment clamps to the carrier pipe and is pushed into the host pipe.
April 2011
SafetyIT’S ALL ABOUT you!In the last edition of one magazine we told you how the @one Alliance was pursuing an unwavering quest to lead the construction industry in health and safety.
To bring about a step change in behavioural safety, people working on site must now carry a valid health and safety passport to show that they’ve attended a two-day ‘Work Safely’ induction.
Everyone in the Alliance should now hold a passport and monthly sessions are being held to cater for new starters.
This month (April) the Alliance is staging a series of Health and Safety Stand Down Days to further cement the learning that everyone received during their ‘Work Safely’ induction.
The events are being held at four locations and it’s anticipated that around 1,000 people will take part, attending venues in Lincoln, Peterborough, ipswich and Norwich.
Chris Smith, Programme Area Manager for Waste Water infrastructure, said: “We have a graph which shows us when reportable accidents started to rise in AMP4. Things were quiet at the start of the five-year period when all the new designs were being worked on, but at the beginning of year two, things started to ramp up.
“Construction sites started to get busy and new labour was brought in, and this is when the reportable accidents started happening.
“We’re now moving into year two of AMP5, so our aim is to intervene at this point with a concerted focus on safety. The two-day induction and safety passport play a big part in this focus on safety, and the Health and Safety Stand Down events will further cement everybody’s thinking so that we can prevent a repeat of what happened in AMP4.”
Chris added: “This year’s events are centred on behavioural safety, not rules. We want people to think about individual, safe behaviour.
“our aim is to record a zero Accident frequency Rate (AfR) but we have just had one reportable accident caused by a man who strained his arm loading plastic into a van. This statistic will stay with us for 12 months before we can report zero again, so it’s important for individuals to be aware of what they’re doing and how they should do it.
“The Health and Safety Stand Down days will bring everyone to the same high levels of awareness around behavioural safety.”
07
For more information about safety, please contact Chris Smith on 01733 414184 or email [email protected]
“This year’s events are centred on behavioural safety, not rules. We want people to think about individual, safe behaviour.”
Chris Smith, Programme Area Manager, Waste Water infrastructure.
April 0
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Average score inspections AfR
This is when reportable accidents started to rise in AMP4. The aim is to prevent this happening in AMP5.
modelling
08
April 2011
Meet the team who work with models...every day!they’re an expert team of people who deliver insight and understanding into projects by using modelling techniques. they ensure that designs are efficient, meet defined standards and enable risk to be quantified and understood. they optimise solutions, test new ideas and can instil confidence at every stage of the delivery process. So really it’s not a case of “if” but “when” are you going to ask the @one Alliance Modelling team for support?
Modellers from the Alliance partner companies came together at the beginning of AMP4 when the decision was made to pool the expertise within the organisation. in AMP5 the structure of that team was refined to reflect the Alliance’s drive for efficiency in working practice and excellence in design.
Modelling Manager, Boyd Miller, said: “The power of modelling is too often underestimated, but our central pool of expertise has so much to offer. it helps to support the root cause analysis process, so it enables us to understand the true nature of a problem.
“We support engineers to run “what if” scenarios, testing the impact of new ideas to see if they perform. once we have developed a solution, we look for ways to make the design as efficient as possible, whilst still meeting objectives. or we can look at a risk-based approach that can be presented to stakeholders.
“All this means that by using the Modelling Team the capital solution will work as intended. This gives Anglian Water confidence that the solution will perform and minimises rework, as the best solution is designed right first time.”
He added: “We can help at any stage of the capital delivery process. We are a resource to aid in root cause analysis, “what if” scenarios, optioneering, optimising and troubleshooting of infrastructure and plant.
“We have a very experienced team with a vast range of skills which rivals many of the consultancies in the UK.
“People should come and talk to us when projects are in the embryonic stage to find out how we can help. invite us to team meetings so that we can present our capabilities or come and talk to us to see if we can help in the stimulation of new ideas to give confidence to stakeholders.”
if you require any of the above surveys please contact Louisa Driskell on 01733 414202.
Survey coordinator, Louisa Driskell, is now dedicated to coordinating these surveys, ensuring work is performed safely in accordance with the Anglian Water Management of Contractors procedure. This also means that engineers can rely on Louisa to understand the policy and procedure.
Boyd said: “Because this service is now coordinated by a single person, we can start to provide our contractors with workload visibility, develop consistent expectations, identify trends and manage priorities. We can also ensure that data collected is passed back to Anglian Water to update the corporate datasets.”
The modelling team also coordinates the pre-construction surveys of:
• Manhole, ancillary and sewage pumping station surveys.
• Sewer flow surveys.
• CCTV surveys.
• Contributing area surveys.
Meet the Modelling team, from left Rob Woodall, Boyd Miller, omid Shafibeik, Sella Ariyadasa, Robert fleck, James Lau, Louisa Driskell, Rafed Ali, Bharath Poshala, Vish Naik. Not shown are Nadia Peters and Julian turnbull.
An overview of the modelling team’s capability:• Urban Drainage.• Water Distribution. • Energy optimisation.• Biological Process.• odour Dispersion.• Noise Modelling.• Transient (Surge) Analysis. • Computational fluid Dynamics.• Urban Pollution Management.• Survey Coordination.
overview
April 2011
09
Transient AnalysisTransient Analysis (surge) is the prediction of the generation and propagation of transient pressure waves within a pipeline system.
The Cressing Main delivers water from Horkesley to the Cressing Reservoir in Essex. Designed for a flow of 300 litres per second, it currently operates at around 25 per cent of this. in order to supply the offtakes on route, a control valve on the reservoir is closed to increase the pressure in the main. Hydraulic modelling demonstrated that the line could be run more efficiently by placing booster pumps on the offtakes and utilising an intelligent control system to maintain positive pressure at all times whilst reducing overall energy consumption.
3D Flow ModellingComputational fluid Dynamics (CfD) is the simulation and visualisation of 3-dimensional hydraulic behaviour and is used to understand the cause, and propose solutions to, complex hydraulic problems that would be difficult or expensive to analyse through alternative methods.
At Caister Wastewater Treatment Works in Norfolk, the splitter chamber had to accurately divide the flow among the new and existing final tanks. The chamber required internal baffling to prevent the incoming flow from any, or all of the three pumps from overloading the final settlement tanks. Results were delivered, to a tight timescale, to support the design team in delivery of a chamber giving the correct flow split with no reworking.
Biological Process ModellingBiological Process Modelling is a tool for representing all aspects of wastewater treatment, allowing a rapid evaluation of any wastewater treatment works. it can be used for optioneering, troubleshooting, optimisation and operator training, and has been used by Anglian Water operations for more than 15 years.
it’s currently being used on the Colchester WWTW growth scheme. The process stream involves complex interaction between different biological treatment processes. Modelling is able to replicate these interactions with flow and load variations so the engineer has a better understanding of the system.
Odour Dispersion Modellingodour Dispersion Modelling is a tool for predicting the spread of odour from wastewater treatment works. it uses measured odour emission rates, local meteorological and terrain data to predict whether a site is causing a nuisance or loss of amenity to existing or proposed housing nearby.
on the Bedford Growth scheme, the aim was to refurbish and increase the capacity of the Activated Sludge lanes using the ifAS system (see story page 13). Using this software, the team was able to demonstrate that there should be no impact on the surrounding urban areas.
Here’s a brief look at what the Modelling Team can do.
for more information, contact Boyd Miller on 01733 414465 or 07860 433139.
Urban Drainage ModellingUrban Drainage Modelling is the representation of foul and surface water drainage networks. The latest modelling capabilities use real time control, ground water infiltration and overland flood routing to provide practitioners with advanced capabilities. it’s a key tool in understanding and investigating problems associated with flooding, overflow impact, new developments and strategic infrastructure management.
on the Thorpe Le Soken scheme in Essex, the Modelling Team worked with the Design Team to recommend a storage solution which outperformed the affordability challenge, saving £850,000 against the affordability target.
Typical result of the surge analysis showing the progression of the pressure wave along the pipeline following a pump trip. once the pressure wave (Black/blue) intersects with the ground (green) negative pressures will be realised in the pipeline. Therefore protection is required on this pipeline.
flow modelling was used to check the flow split between five final tanks. The picture shows the varying water surface elevation leading to variations from the idealised flow split.
odour modelling for the Bedford Growth scheme indicating the potential spread of odour from the site.
>> FAST FACT - £29 million forecast below affordability
Lean
10
GEttING LEAN AND foCUSED
mANhoLEs, WE’RE LooKiNG iNTo THEM
In the last edition of one, we explained the waste initiative and introduced you to Lean Engineers Dodie Grant and Lynne Hamilton who are spearheading the initiative across the @one Alliance.
Now Dodie and Lynne have drawn up a Lean strategy to help the @one Alliance achieve its waste efficiency target saving of £17.7 million in year two of AMP5 for Anglian Water.
Dodie said: “The strategy is a snapshot of where we are in the Alliance with regard to Reliability, Rework and Materials Management, and where we need to get to by the end of year two.”
in particular the strategy identifies the following five areas that need focusing on to achieve maximum benefits:
• Production Meetings – design and construction.
• Plan For Stage – design and construction.
• Rework in Design.• Punchlists.• Waste Management Tools.
Dodie added: “By concentrating on these five areas we have created a schedule which outlines the work which needs to be completed by us and others with a clear handover point.”
Across the programme areas, nine Lean pilot projects are now being carried out to define future behaviours and processes, for example:
Since Victorian times, manholes have been built on-site, using traditional skills. Now it looks like they’re going to get a modern day, @one Alliance makeover.
During AMP5, approximately 1,000 chambers will be needed in wastewater infrastructure and the team believe they can build up to 60 per cent of these using new methodologies.
• in Water infrastructure, members of the Lincoln Design Team are carrying out a review of how reliability reporting is carried out with the aim of making improvements.
• in Water Non infrastructure, the team is examining design change requests to establish levels of design rework, post design freeze.
• in Waste Water infrastructure, the team have developed a tool to calculate material waste avoided in design.
There was a great example of Lean principles in practice at Wing Water Treatment Works. A team was brought in to replace eight existing rapid gravity filters. Normally a project like this involves the manual removal of a large amount of filter media using shovels. it’s time-consuming, back-breaking work that generates a lot of waste, so team
“our sewer access project is designed to improve the standard of inspection chambers and manholes for sewerage systems,” said Production Manager Nick Jarvis.
“Part of the scheme will be looking at ways to manufacture leak resistant, water-tight products off-site, either in pre-cast concrete or Polypropylene. This would help to improve safety, save time and reduce rework.”
The new floor under construction.
members were encouraged to ‘think lean’ and submit efficiency near miss cards.
Site Manager, Paul Wilkinson, took the comments on board and implemented an alternative way of working. The team fluidised the bed and then used a venturi eductor to essentially ‘vacuum’ the filter clean, completing the job in days, rather than weeks. Read more about this story on page 16.
Cutting the existing floor.
There was great teamwork shown on this project.
Manoeuvring a new manhole
chamber into place.
April 2011
>> FAST FACT - £29 million forecast below affordability
CO 2
CR&S
April 2011
11
AMP5
One dOwn – And it’s looking good
GettinG leAn And focused
Doesn’t time fly? The @one Alliance is now in year two of AMP5, and there’s a tangible buzz around Thorpe Wood House as teams unveil their innovative solutions to meet the challenges ahead, not least the 20 per cent affordability challenge, the drive to reduce embodied carbon by 50 per cent and operational carbon by 20 per cent.
How did the Alliance perform in year one?there are two big headlines from year one. the first is that we have made great progress against the affordability challenge. the affordability target for year one was 20 per cent, and we’re actually forecasting 35 per cent, which is fantastic.
the second headline is that we’re performing really well against the carbon challenge, both embodied and operational. the carbon reduction challenge for year one was 20 per cent and we’re currently hitting about 40 per cent. the embodied carbon figures are a target of 10 per cent and we’re running at 38 per cent.
why is it important?teams have clearly demonstrated the link between these two areas of performance. As we drive carbon out of our solutions, we’re delivering efficiencies at the same time, so this is pulling our costs down.
is there anything from year one that needs improving?Yes, we need to work harder at delivering our programmes more reliably and predictably. one of the key measures we put in place for AMP5 was gateway performance across the new capital delivery Process. At the moment we’re only hitting half the gateways on time, which of course means that 50 per cent are being delayed.
the measure is to get to gateways when we say we will do. this is a new measure so we don’t really have a baseline, but our aspiration is to be achieving over 90 per cent.
what happens when programmes are not delivered reliably?it makes it even more difficult to achieve our stretching expenditure targets. Hitting our expenditure target in year one was always going to be tough because we were starting the programme from scratch. But that challenge has been made even harder
by our poor gateway performance, so that’s why everyone has been working hard over the past four or five months to really get the programme up and running.
So what are the key messages for everyone going into year two?first and foremost we have to maintain our focus on health and safety. over the past three months we have dramatically increased the number of people working in the Alliance, and as we progress through years two and three, the workforce will continue to grow. When people join us, it’s important they work to ‘the Alliance Way’ and understand our unwavering quest to lead the construction industry with regards to safety.
People joining the Alliance have to attend a two-day ‘Work safely’ induction to receive their safety passport. You won’t get on site without one. We’re going to be reinforcing the message about working safely at our Health and safety stand down events (see story page 7).
what else for year two?keep up the good work, especially our excellent performance against the affordability challenge. We want to see real innovation across all programme areas as part of the effort to achieve those targets. We’ve seen some excellent examples of this already, such as the ‘no-dig’ techniques used within infrastructure (see story on page 6). While on non-infrastructure, we’ve seen a number of innovative projects using existing assets to provide more capacity (see story page 13).
this is the sort of innovation we have to embrace for the rest of the AMP period, while all the time improving our performance on gateway delivery.
i’m confident that we’ll get there and achieve these challenges as we continue our goal to be a leader in capital delivery across all sectors, not just the water industry.
dale – we’re making great progress.
So how did the Alliance actually perform in year one and what are the key messages for year two? We put those questions to Dale Evans, Director - @one Alliance.
Push Tech (see story
page 6)
>> FAST FACT - 551 total employees in the Alliance April 2011
Focus on
12
Colleagues got a valuable opportunity to share knowledge when examples of sustainability and good design from all areas of the @one Alliance were brought together at a special ‘drop-in’ event at thorpe Wood house.
The event was the second in a series of sessions to spread good practice in carbon reduction and sustainability and it attracted a wide array of exhibitors. Those who attended learned more about: • Sustainability in design; non-infrastructure examples in
water and wastewater.• Anglian Water innovation.• Anglian Water’s carbon strategy.• Computer modelling for improving design.• future developments to Anglian Water’s telemetry
system (iRiS) and the links with Standard Products and other Engineering Standards.
SHARE AND GAiN
Eugenia Vela, Process Engineer“it was very good. i got the opportunity to meet members of the modelling team and was interested to see the work they’ve been doing at wastewater treatment works. (Read more about the Alliance Modelling Team on page 8&9).
“Coming to an event like this allows you to learn more about areas of the business one
wouldn’t have looked at before. it’s been good to talk to people and share knowledge. it was 30 minutes well spent!”
Dave Riley, Carbon Manager for Anglian Water“i’m really impressed with the approach the Alliance is taking. it’s aligned very closely with the overall approach of Anglian Water and Love Every Drop.
“Within Love Every Drop, we’ve got two distinct targets. The first is to halve the embodied carbon impacts of new assets that we build in 2015 versus 2010 and, secondly to
reduce our operating emissions in real terms by 10 per cent in 2015 from the 2010 baseline.
“And those targets will be achieved when we take sustainability into mind in terms of design. Design is where we can have the biggest impact in terms of reducing our overall carbon footprint.
“Part of our core strategy in terms of managing, reducing and measuring our carbon emissions is that we actually take into account our overall supply chain and where our supply chain can assist Anglian Water and the Alliance in terms of reducing our carbon emissions.”
Cliff Stanton, Senior Civil Pipeline Engineer“it’s nice to see what other people are doing in other parts of the Alliance. i was aware of some of the innovation on show, but not all of it, so what i learned could certainly help with the projects i work on in the future.”
So what did people think of the sustainability drop-in session?
Lead Sustainability Champion Peter Caldwell said: “All areas within the Alliance have the capability to do design improvements and we need to tell each other about our good ideas so that other people can benefit from them.
“Sustainability in design benefits the Alliance and Anglian Water because when we reduce embodied and operational carbon, we increase gain share (by reducing energy use and capital expenditure in projects) and also improve the running efficiency of plant and equipment.”
The next two-hour drop in sessions are on 13 May and 24 June. Make certain that you book your 30 minute session to tour the stands and find out more about the latest developments.
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April 2011
13SHARE AND GAiN
NEW SCHEME iS A UK FIRST
The ifAS system, used on the continent, but new to Anglian Water. Applying it to the Bedford Growth project is its first job at full scale in the UK.
around 23 kilometres of material is used in the cages to increase the treatment capacity.
The ifAS system is an excellent example of using sustainable engineering principles. At Bedford it allowed the additional biological treatment capacity required to be provided within the existing aeration lanes and negated the need to build an entirely new activated sludge plant. it also allowed the treatment capacity of other units, such as clarifiers, to be maximised. it’s also more sustainable in terms of its carbon footprint because it reduces concrete pour.
John added: “We’re not at the construction phase yet, but we’ve successfully passed though the optioneering phase and are now progressing well in the detailed design phase.
“one of the ways in which the project has been a success is that team members are not
The challenge at Bedford WWTW is to provide additional capacity to meet an expected population growth of 30,000 people by the year 2021. The solution is to either build new assets, or maximise the existing assets to generate additional benefits.
Previously Alliance teams would have considered adding additional aeration lanes and final settlement tanks as a parallel new works, but because the affordability target was set so low at Bedford, they had to think again.
Project Manager John Grimm said: “Alliance process engineers were aware of integrated film Activated Sludge (ifAS) technology. Different ifAS suppliers were approached and a new version of this technology that could be used with the high efficiency aeration standard product was identified.
“A team of people, including operations representatives, travelled to Germany to see treatment works where ifAS technology was being used and to the factory where the media is manufactured. The aim of this visit was to ensure that this technology was appropriate for use at Bedford WWTW.”
The ifAS system (pictured) is best described as long strips of net curtain, fixed within a metal cage. These cages are placed into the tanks with the aeration units. At Bedford,
FASTFACTSThe business case for the scheme was
£22 million and Alliance teams were
challenged to meet an affordability
challenge of £17 million. They’re
expecting to deliver for around
£14.5 million, with potential further
savings of £1.5 million through other
innovations.
frightened to express their views, and more importantly listen to other opinions. We’ll hopefully see the system on site in November of this year in time for project completion in late 2012.
“Key people who were instrumental in the success of this scheme include Peter Caldwell, Andrew Springer, Pascal Harper and Ged Boanas. Treatment Manager Sarah Dryhurst and Anglian Water operations have also played an important role.
“it’s been a journey and we’ve worked alongside operations all the way because they will be the end-users of the scheme. it’s been a great team effort.”
sustainability
Challenging teams to hit an affordability target has turned traditional thinking on its head. on the Bedford Wastewater treatment Works Growth extension project, the challenge to save money and reduce embodied carbon has forced people to ‘think outside the box’ and really innovate. the result is a solution that’s new to the @one Alliance and the first job at full scale in the UK.
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>> FAST FACT - 11 properties off of the DG5 register April 2011
14
teamwork
WHY iT’S GooD To CoLLABoRAtE
Close working and collaboration with a strategic supplier has led to the improved design of a standard product for AMP5. We look here at the journey of that standard product – a nitrate removal plant – to help share learning across the @one Alliance.
The Nitreat™ optimisation group is focused on creating standardised control software and implementing an optimisation methodology. This valuable ‘operating intelligence’ has been fed into the ACWA design review.
Paul Naylor, Water Regional Supply Manager, said: “This initiative is designed to optimise the nitrate removal plants in order to reduce salt usage and effluent stream waste, without compromising final water quality and compliance.
“ACWA and the Alliance – working with local optimisation teams, operational managers, Scientists and innovation – have dramatically improved our knowledge and experience of running these plants, enabling stepped reductions in chemical usage, waste streams, operational carbon and enhanced monitoring of our plants.
“Armed with this intelligence and working closely with the Alliance and ACWA, the operating software has been developed and standardised, we have been able to track emerging issues via enhanced plant performance monitoring and fed in an operating perspective to the design review for our next generation of plant.
“Perhaps the first of its type, this project shows only too well how collaboration between stakeholders can deliver significant shared benefits and support the delivery of excellent customer service, at least capital and operating costs, when introducing and developing new technologies.”
in December 2010, the Alliance let three target cost contracts to ACWA Services Limited for the provision of nitrate removal plants. They had a cumulative value of more than £1.5 million.
Early commitment and negotiation for all three schemes allowed Warren Bigwood from integrated Procurement, working closely with the project teams, to secure the typical AMP4 solution at 2007/08 prices, despite a six per cent increase in material prices due to inflation and exchange rates.
However the opportunity was then presented to outperform the status quo and make a significant contribution towards the Alliance efficiency challenge of reduced costs, lower carbon and shorter assembly times through increased off-site manufacture.
M&E Manager, Bob Peggs, and operations Representative, Paul Hunter, acted as a catalyst for the improvement activity, having just completed a comprehensive review of the 12 existing plants delivered in AMP4. Although the Nitreat™ ion-Exchange technology is leading edge and the plants do now perform reliably, there were considered to be numerous opportunities to improve efficiency and transform the day-to-day operational experience of running the plants.
The review was fed into the Nitreat™
optimisation group which is chaired by Paul Naylor, Water Regional Supply Manager. This group includes key operations stakeholders and ACWA’s Process Engineer Robert ingham, and is tasked with improving existing asset performance and influencing future asset design (see panel box).
A series of facilitated, collaborative workshops were conducted throughout the winter months to fully engage ACWA and project teams in the drive for efficiency and to overcome a natural resistance to change given very real risks to time and cost delivery.
Product development funding was secured to fund the collaborative re-design in 3D and to more thoroughly standardise the plant components and layout. Ant Hobbs was also a key participant as the Water Non-infrastructure Sustainability in Design Champion. The redesign is nearing completion, but many benefits are already becoming apparent:
framework Performance Manager, Moe Anderson, said: “Target costs have already been reduced in excess of the product development funding needed for redesign. Numerous other opportunities are presented to out-perform the target cost through reduced assembly times and installation costs, and increased off-site fabrication of sub-assemblies.”
A great team, from left: ian Rudd, ACWA Project Manager, Moe Anderson, David Heading ACWA Project Manager, Salvatore Cardamone, ACWA Electrical Manager, Lindsey Taylor, Alliance Product Development Manager and Warren Bigwood, Anglian Water, Alliance Procurement Lead. Not shown is Bob Peggs.The latest 3D design in development for Mousehold Water Treatment Works.
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April 2011
15
Resilience
THE fUTURE of WATER SUPPLiES iN NoRWiCH iS…
SAFE AND SECUREit’s a project which has brought the best out of all the @one Alliance partners and now it’s officially open. We look here at the £15.3 million east hills Norwich Resilience project, which has secured water supplies in Norwich against flood and other disasters.
We’ve been reporting on the progress of the Norwich Resilience Project for many months here in the one magazine. The jewel in the crown of this scheme is a new water treatment works in Costessey, which was opened by the city’s MP, Simon Wright, earlier this year. The plant provides back-up to Anglian Water’s main water treatment works at Heigham.
Before now, a catastrophic failure at Heigham would have left more than 200,000 people without easy access to clean, safe drinking water for several days or weeks. Should the worst happen now, the East Hills works could keep the taps running, pumping up to 24 million litres of treated water into Norwich every day from boreholes outside the city.
Paul Naylor, Anglian Water’s Regional Supply Manager, said: “East Hills was part
Simon Wright MP is pictured (right) opening the treatment works, flanked by (from left) Paul Naylor, Matt Walker and Paul Valleley, Director of Water Services, Anglian Water.
of our resilience strategy, which was about looking at what would happen if the water sources serving large populations ever failed as a result of a catastrophe, such as a flood.
“The chance of something like that happening is very low, but if it did happen, the impact would be enormous.”
He added: “Norwich emerged as the area most at risk. outside of the city, Norfolk only has small water treatment works that would not be able to supply the amount of water the city needs. The sheer logistics of supplying 200,000 people from bowsers in the street are unimaginable.
“Heigham has a very good history and is robust, but it is on the river and so it could flood. We looked at what we could do to improve the situation and realised we could run water from our boreholes at Costessey to a new water treatment works, which would then pump it into the city’s water mains.”
Alliance Project Manager, Matt Walker, said: “This was a major, 17-month-long undertaking. At every stage the aim was to make the water supply as secure as possible.
“The water treatment works was built high enough to keep it above water, even if we were to see a major flood. And the boreholes were raised above the level of what would be a once-in-a-century flood.
“We equipped the borehole pumps and the fully automated treatment works with standby generators to keep them working if the mains power failed.”
He added: “Almost 8 kilometres of new water mains were built to take water in and out of East Hills. The construction involved driving pipes through the chalk and underneath the River Wensum, by people working in shafts.”
Paul Naylor said: “it’s great to know we now have a water supply system that would cope with almost anything we could throw at it. Norfolk is a great place to live and this new water treatment works is a great reflection on our business and the way it thinks about its customers’ needs.”
16
it’s amazing what the @one Alliance can do in two months.in october last year, teams began installing a 2,903-metre length of new
water main in Bedford to serve the expanding population, as well as future predicted growth in the area.
The route was predominantly cross country, although a major river crossing of the Great ouse and a flood relief channel was needed. The timing of the scheme was developed around large amounts of archaeological investigation and also newt trapping and removal.
The ground was believed to be rocky, so three, 30-metre deep boreholes were undertaken to verify ground conditions. Specialist drilling contractor o’Connor Utilities was selected to carry out the 450-metre drill shot.
The launch site for the drill shot was within the confines of a flood plain, so timing was critical to avoid delays. Despite the worst winter in 20 years the on-site delivery team maintained progress and the drill shot was completed in December, on time and within budget.
>> >> >> >> >> >> >> >> >> >> >> PROJECT • SNAPSHOT >> >> >> >> >>
The drilling rig (above) and a view of the environment teams were working in.
takes a look at some projects from around the region.
>> >> Bedford dr ill shot
>> >> R iddlesworth
>> >> WING RGF REPLACEMENT
The one magazine doesn’t have enough space to report on all the key learning points that came out of the project to replace Rapid Gravity filter (RGf) floors at Wing Water Treatment Works.
But we can certainly give you a snapshot of the project, together with the main reason for the success of this scheme…which was teamwork.
The challenge was to replace eight existing RGf floors due to catastrophic failures impacting on water quality and output capacity at Wing (See also the Lean story on p10).
The manual removal of a large amount of filter media using shovels would be back breaking work, so the use of venturi eductors to ‘vacuum’ the filter clean eliminated this manual work.
Breaking out filter floors using hand breakers would cause a hand / arm vibration risk, so a floor saw and hydraulic lifters were used to remove the floor in sections.
The team followed a production line approach to the work in each filter, then continuously reviewed and improved the process each time.
The team involved with the Wing project included: Lee Pooley, Rob Pooley, Neil Evans, Del Arch, Gary Hooker, Dave Wright, Keith White, Bill Grimes, Dave Rix, Dan Webb, Allan Derby, Kieran Hannelly, Reg Missen and Jon Emmony.
Big or small, @one Alliance teams have to pull together every key attribute to complete a scheme successfully. There has to be excellence not just in team working, but in project leadership, site supervision and management of sub-contractors as well.
And the Riddlesworth Pesticide Reduction project in Norfolk is a great example of this excellence in action.
The scheme involved extending the existing UV treatment at Riddlesworth to secure compliance with the trietazine (banned pesticide contaminating the ground water) standard for drinking water quality. The challenge for the project team was installing a robust solution to give security of supply to Anglian Water while beating the affordability challenge.
The solution involved installing an additional UV unit and associated control within an extension to the existing building.
Darren Livock, Supply Manager – Water East Regional Supply at Heigham said: “The scheme finished on time, on budget and was handed over to operations with no outstanding snags.
“In my experience, this is the best scheme I have ever accepted on behalf of Operations and something the project members can all be very proud of.”
Showing great teamwork and ‘Lean’
thinking, from left: Paul, Alan, Del, Rob, Gary and Bill.
Pest ic ide Reduct ion
Additional treatment to interface with existing and (above) the extended building.
>> >> FAST FACT - 24 projects through Gateway 5 at the end of march April 2011