Stimulating innovation in delivery

of a major capital infrastructure

programme
Presented by:
Steve Whipp, United Utilities & Perry Shard,
Balfour Beatty Regional Civil Engineering

12th September 2011

Housekeeping

  Health & Safety

  WC’s
  Mobile Phones

  Slides
  Will be available to attendees via usual channels
Presenters

  Perry Shard CEng MICE AIEMA

  Sustainability Delivery Manager
  Balfour Beatty Regional Civil Engineering
  2,400 employees, £658m turnover, 450+ projects

  ICE NW SIG- Environment & Sustainability

  CEEQUAL Assessor, Verifier & TAG Member

  We need to turn best into common practice

Presenters

  Steve Whipp CEng MICE MIoW

  Head of Innovation
  United Utilities
  3,500 employees, £2bn turnover, £3bn five year
programme

  Innovation for me is “doing things better”

Presentation structure

  Client objectives in programme development

  What is innovation?
  Stimulating innovation
  Contractor approach to driving innovation
  Case Studies
  Summary
UU Innovation process

Identify
needs

Stimulate
Ideas
Assess & Undertake research
Benefit
project – standard
Prioritise UU delivery model
Strategic
Direction

Create
Opportunities
UU Innovation “Cool Wall”

Customers who
think we’re great

Regulators who Individual care Shareholders

recognise our who want to
achievement ATTENTIVE invest
Service that The right
never fails price
PROACTIVE EFFICIENT

Efficient Optimum use of Effective tools

processes assets and systems

Automation and Efficient use / Asset

recovery of
Connected
remote control energy & resources Intelligence thinking

1
UU Innovation landscape

Employees Customer Efficiency Serviceability Sustainability

Topic / Area
Automation and remote control Efficient use and recovery of Asset Intelligence Connected thinking
. resources . .
Develop men t stage Tank desl udging Hydrocell In-sewer m onit ori ng W at er resource m anagem ent (F P 7)
En Print crypto mon itor Cal ci te at WwTW Trade ef f luent m onit or LDTM reli ning
Idea
Sl udge pumps Novel dig est ion Deman d m anagem ent

V al ve m arkers Hydro power

Curapipe Water eff iciency
Energy ef f iciency m onit ori ng M &G

Aquacrit ox
Flyash reuse

KT P real tim e con trol
Project underway
ST REA M real ti me water net work
control
Loadm on (W Rc)
SCA DA cont rol pan el
WW Ins t rum ent ati on evaluat ion
KT P WW granulat ion
Gravi ty assist ed acidif icat ion
ST REA M Was t ewat er model ling
Const ruct ed Wet lands (Halcrow)
Ground sourc e heat pum ps
Innovalve
Telem etry data quali ty
Risk faul t trees (W Rc)
Bl ock age cause anal ysis (W Rc)
AM A driver f or dat a qualit y (WRc)
ST REA M Consent ing
instrum entat ion
Arm band
S TRE AM Cost ben ef it econom ics
S TRE AM com peti tive exclusi on
S TRE AM Ut ilit y of t he fut ure
S TRE AM I nf rast ruct ure dep endence
S TRE AM Rapi d an al ys is
Cloud to Coast
E nd-o-s lud g
S upra-b io
A rvia water and heat recovery
Nano-partic l es and EDC’s
S TRE AM V ertical f low wet lands
R&D benef it realisat ion (W Rc)
Technical solut ion for l ead (W Rc)
I on m obilit y spec troscopy (W Rc)

Project delivered / Valve freei ng t ool - vibrati on

completed

Project implemented AM A and Data Qual ity

Project exploited Model predict ive cont rol

6
 UU Developing a programme

 United Utilities AMP5 Programme

£3.9bn
Regulatory needs
£3.6bn
Enhanced service AMP5
Company Final efficiency
Maintenance Business Business
OFWAT challenge
Plan Plan
Growth (£763m
or 18%)
Customer wishes
£3.2bn
Quality improvements
 UU Meeting the opex challenge

 Panel Reviews
 Design Reviews
 Programme Reviews

Scope
for
saving

Time
 UU Meeting the opex challenge

 Monitoring progress- scorecard visible to all

Apr 10 May 10 Jun 10 Jul 10 Aug 10 Sep 10 Oct 10 Nov 10 Dec 10 Jan 11 Feb 11 Mar 11 Apr 11
£-
Tar get savi ngs
DDER Identi f i ed Savi ngs

£10
Efficiency Savings (£m)

£20

£30

£40

TARGET SAVINGSREQUIRED TO ACHIEVE CBP

£50

£60
UU Delivering the savings

  What we deliver
  Through design
  Scope Optimisation
  Programme Optimisation
  Asset & Engineering Standards
  Standard Control Panels

  How we deliver it
  With our Partners & Supply Chain
UU Ensuring sustainability

 What we measure & monitor

YTD RAG LBE RAG
Existing Scorecard KPI/Project
Status Status
Capital Delivery
YOS Employee Engagement Score
Box 1 (25%) (%)
Existing AFR - Employees
dashboard AFR - Contractors
measures which Capital Delivery - SIM Quantitative
contribute Capital Delivery - SIM Qualitative
directly to our Engineering
score in DJSI Employee Engagement - YOS
H&S AFR Engineering Employment
Leadership of L&D
Understanding SIM & Rel. Eff.
Innovative Solutions
UU Ensuring sustainability

 What we measure & monitor

YTD Full Year
Measure
Actual % LBE
85% Waste diverted from landfill 84% 84%
50% Recycled Aggregates used 37% 37%

Box 2 (75%) No net loss of Biodiversity (design) 100% 100%

Over-and-above No net loss of Biodiversity
targets which 100% 100%
(construction)
improve the
Carbon tracking PR09 'vs' LBE 100% 100%
sustainability of
our business for Asset Standard Sustainability Reviews 0% 100%
future years
Management Team S08 Inspections 0% 100%

Capture and bring to account all

Community Investment in Capital 0% 100%
Delivery & Engineering
Innovation & Sustainability

  Drivers- Strategy for Sustainable Construction

  “The Means” & “The Ends”
Innovation & Sustainability

  Can the UK construction industry innovate?

Innovation & Sustainability

  Where do you want to be on the scale?

BBRCE Approach to Innovation

  Programme of improvement initiatives

  Excellence- Innovation & Knowledge Sharing
BBRCE Approach to Innovation

  Programme of improvement initiatives

  Respect- Sustainability
BBRCE Approach to Innovation

  2020 Sustainability Vision & Roadmap

  Set out Vision & Roadmap for delivering it in 2009
  But a vision and a map are only pointers
  To arrive at the destination we have to make the
actual journey
  All of us, together
BBRCE Approach to Innovation

  Over the past year, we have been working to embed

sustainability throughout the organisation
  And by ‘embed’ we don’t just mean ‘communicate’
BBRCE Approach to Innovation

  We mean instilling a sense that sustainability isn’t

someone else’s job
  It’s a collective responsibility
BBRCE Approach to Innovation

  2020 Sustainability Roadmap

  10 focus areas
BBRCE Approach to Innovation

  Environmental Limits
  Does any of this look familiar?
BBRCE Approach to Innovation

  Healthy Communities
  Our People- Innovating (2.1.2)
  Our Supply Chain- Continual Improvement (2.2.2)
BBRCE Approach to Innovation

  Innovation Strategy
  BB Group Innovation Forum
BBRCE Approach to Innovation

  BBRCE Innovation Capture Tools & Outputs

  Innovation Group & Innovation Representatives
BBRCE Approach to Innovation

  BBRCE Innovation Capture Tools & Outputs

  Innovation Register
BBRCE Approach to Innovation

  BBRCE Innovation Capture Tools & Outputs

  Innovation Newsletters & Documents
BBRCE Approach to Innovation

  BBRCE Innovation Capture Tools & Outputs

  Annual BiG IDEA applies to any idea or innovation
that could potentially enhance the business
  2010 Winner- All safety alerts announced on our
intranet appear in a pop-up window on start-up
BBRCE Approach to Innovation

  Other Tools & Outputs

  CSUK Special Projects & Frameworks
BBRCE Approach to Innovation

  Recognising the innovation cycle

  Identify, capture, share & use
BBRCE Case Studies

  A34 Alderley Edge Bypass- Support Package

  Specify and source local recycled construction
products & materials
  Analysis of material procurement to help report
against recycled content targets for the project
BBRCE Case Studies

  A34 Alderley Edge Bypass- Results

  468,000 tonnes of recycled content materials
including over 53,000m of recycled pipes & ducting
  2,682 tonne reduction in CO2 emissions
  90% of Envirolink's recycling and waste programme
target for the North West
BBRCE Case Studies

  Wrexham IEAR- Earthworks Balance

  False Cuttings
BBRCE Case Studies

  Supply Chain Innovation

  Strong relationships
  Differentiation on tenders
  Specialists in field
  Promote expertise
  Up-skill v cascade
UU Case Study

  Site Investigation
UU Case Study

  Combined Sewer Overflows

UU Case Study

  Service Reservoirs
UU Case Study

  Treatment Works
UU Case Study

  Treatment Works
UU Case Study

  Pumping Station
UU Case Study
  Telemetry for overflow monitor
UU Case Study
  Use of cyclone screen where space limited
UU Case Study
  Tipping bucket for tank cleaning
Conclusions

  Delivery of capital programmes requires Engineers

to apply ingenuity
  Innovation & sustainability go hand in hand

  We need to ensure lessons are learnt

  We need to embedded & adopted innovations within
appropriate risk management
Conclusions

  Sustainability is about business improvement

  As the drivers are common, all who are involved
with it are looking to achieve the same outcome

  Innovation is an opportunity to differentiate

  Why would you want to not want to stand out?
Final Thoughts

  Don’t think about the “solutions”

  Don’t get hung up on term “innovation”
  Instead consider ideas that will make the job easier
  Constantly challenge the norm
  You need to ask “why” is it done like that

  We can achieve much by working together to

turn best into common practice
Close

  Thank you for your time

  Any questions?

  If you have any further queries, please let us know;

  steve.whipp@uuplc.co.uk
  perry.shard@bbrcel.co.uk