one magazine - Anglian Water

The award winning magazine from the Anglian Water @one Alliance
05 KEEPING COSTS DOWN
Product development initiative
10 TAKING AN INTEREST
Supporting Jobs and Skills Fair
14 ALL IN A DAY’S WORK
High performance, delivered
I s s u e
2 1
A u g u s t
2 0 1 4
SWITCHED ON
Meet the Commissioning Engineers. Without them, projects
wouldn’t be ready for operation. Pages 12 & 13
News
A positive finish is within our grasp
‘Alliancing’ is the key to success
The success of the @one Alliance has led to us working with other infrastructure
organisations on a government initiative to make £3billion savings in the
infrastructure sector.
02
03 Doing things our way
‘Alliancing’ best practice
Infrastructure UK (IUK) is a part of Treasury and
was set up to drive improvements in the way
major infrastructure projects and programmes
are delivered. Dale Evans, Director of @one
Alliance, is a member of IUK’s Client Working
Group and has led one of the groups’ initiatives
to identify and document best practice in
Alliance delivery models.
“When looking at arrangements for delivery
in complex environments; where innovation
and change are major drivers to unlocking
value, alliancing comes up as one of the best
options’ says Andy Gibb, Business Planning
and Performance Manager, who has project
managed the alliancing best practice initiative.
“The last 10 years since the Alliance started
have been very exciting for all of us. It has
been a new way of doing business. We are
now recognised as being one of the leaders
in using collaboration as a way of delivering
infrastructure programmes. Working closely
with IUK and being part of the Client Working
Group has helped to underline the success
of the Alliance and at the same time has
reinforced the need for greater collaboration as
the way to effectively deliver our programme.”
As part of the programme to identify best
practice visits were made to Network Rail, the
Highways Agency and British Gas Group, as
well as to Anglian Water. In each case the aim
was to gather evidence on what was making
alliancing work.
04 Safety first!
Accident prevention
Keep on track! Year 5 Communication Event
Have you got
news for us?
Welcome to your summer issue
of one magazine, which is packed
with a selection of stories and
features to highlight what is
happening across the @one
Alliance.
Though everyone is no doubt
looking ahead to AMP6, we are still
keeping our eyes firmly on our
AMP5 goals.
With this in mind, we feature the
Commissioning Engineers, the team
that hands over our projects to our
Operational colleagues in Anglian
Water at the end of Gateway 5.
We also find out how ‘succession
planning’ is helping the team to
plan for the future.
Health and safety is key at the
Alliance, so we have dedicated
a page to some of the health
and safety initiatives that employees
must abide by. See page 4 for details.
Though the emphasis at this time is
to finish AMP5 on a successful note,
we can’t ignore that AMP6 is on the
horizon, so we catch up with Transition
Manger Richard George and AMP6
Project Manager Matt Humphrey to
find out the latest.
We also speak to Engineering
Manager Mark Froggatt about a
community project that became a
‘microcosm of AMP6’, when a highperforming team transformed the
garden of local school in just one day.
Watch out for a readership survey
designed to gather your thoughts on
one magazine going into AMP6. It will
be landing either on your desks or by
email soon.
Please remember that one is your
magazine, so if you have any stories
or pictures that you would like to see
in the next edition, I’d love to hear
from you.
Please give me a call on
01733 414 108 or email
[email protected]
Grant Tuffs, Communications
and Customer Manager
August 2014
A positive sign of the times. Dale joins senior figures from the partner companies to sign the AMP6 contract.
It’s getting busier within the @one Alliance,
but a really positive finish to the AMP5
period is within our grasp.
We’re busy because we’re at the stage where
we have to close out AMP5, while at the same
time managing the start of AMP6 and the
transition process in between.
To successfully close out AMP5, we have to
continue to hit gateways and close-out projects
effectively. If we do this, and I’m sure we will,
the Alliance will be in a positive programme pool
position at the back end of the AMP period.
Keeping our focus on AMP5 is a challenge
because the first projects for the AMP6 period
were released to the Alliance in early July. Plans
are in place to manage these projects, together
with the transition period between the two
AMPs, and you can read more about this on
page 6.
I’m delighted with the progress and
improvements we’ve made in our priority areas
– from teams throughout the Alliance. It’s been
a period of hard work that has delivered strong
performance and I’m confident that we’ll have
a lot to celebrate when we finally duck under
the finishing line at the end of AMP5.
Dale Evans,
Director @one Alliance
Contents
04
06 The journey to AMP6
News on the transition
10 Service providers
The customer comes first
11 AMP5 winning streak
Industry award nomination
12
Produced by
16
14 AMP6 in a day
School’s garden makeover
Ensuring the success of AMP5 and
using this as a platform to get us
ready for AMP6 was the key message
from the @one Alliance Year 5
Communication Event held in May.
The speakers – Alliance Director Dale
Evans, People Development Manager Ann
Jones, John Karolski, Head of Finance
and Performance, Richard George, AMP6
Transition Manager and Continuous
Improvement Manager, Matt Walker –
emphasised that the successful close-out
of Year 5 is what everyone should focus
on this year.
They emphasised how performance
in Year 5, including achieving Gateway
5, affordability and efficiencies, was so
important and that many AMP5 projects
are still to be delivered to achieve a
successful close-out.
Being part of
Infrastructure UK underlines
the success of the Alliance and
the need for collaboration in
order to deliver successfully, as
projects such as Raithby Water
Treatment Works show.
Andy Gibb, Business Planning and
Performance Manager
Four major characteristics were identified:
• setting up the right commercial
framework
• identifying the correct behaviours
• the development of an integrated teams
• providing leadership to make the whole
thing work, both from within the
Alliance and the partner organisations.
The Alliancing Best Practice document
explores these points in more detail, with
case studies and lessons learnt. It provides a
guide to help organisations set up alliancing
models that will suit their own aims and
their environment.
All of the speakers outlined the
enormous amount of planning that has
gone into creating the AMP6 plan, and
the key differences in the approach being
taken for AMP6.
The transition between AMP5
and AMP6 – and how best to achieve
this – was also a key element of the
event. Matt Walker and Richard
George highlighted that the way to
do this is via stability and a smooth
flow of work.
Dale Evans spoke about how the
Alliance is perceived within the wider
construction industry, including our
involvement with Infrastructure UK on
best practice in alliancing (see above),
and how our innovative processes will
be built upon to lead teams successfully
into AMP6.
“Our involvement with Infrastructure UK is
important for several reasons,” explained Andy.
“Having greater access to best practice
that will help us come up with ways to deliver
further efficiency is really important, but
Anglian Water are also starting to work in a
TOTEX (total expenditure) environment, which
is going to require closer collaboration between
delivery teams, operations and our supply
chain. This sort of change makes Infrastructure
UK very relevant - not only for Anglian Water,
but also the wider UK infrastructure providers.”
Andy adds that the Infrastructure UK
initiative also reinforces our own understanding
of alliancing, identifying where we need to
develop our organisation and our approach
and showing where the opportunities are going
to be as we move into AMP6.
Spreading the word: The speakers at the
communications event reinforce the message that
the successful close-out of AMP5 is key. Clockwise
from the top: Dale Evans, John Karolski, Ann Jones,
Matt Walker.
Publications – 01904 479 500
>> >> FAST FACT -
413km of renewed or new mains laid.
August 2014
03
Health & Safety
4
04
Delivery
Stop! In the name of safety
Benefit by Design
The health and safety of every @one Alliance employee is
crucial, which is why we have introduced a new feature on
some of our key health and safety initiatives. In this issue,
we focus on some of these.
One of the key initiatives the @one Alliance has implemented in order to deliver the
required efficiency savings moving into AMP6 is ‘Benefit by Design’.
The 60 Minute Stop, which has been rolled
out across Water Non Infrastructure (WNI) and
Water Recycling Non Infrastructure (WRNI),
has been recognised as a successful method
of identifying areas of improvement on the
working site.
It offers an opportunity for the workforce
– either as individuals or small groups – to
tour their site, observing others working and
highlighting areas that pose potential hazards,
and those that recognise good working
practices and positive attitudes towards
health and safety.
“The 60
Minute Stop
is planned
to run every
three
months.”
Don Irvine, Health and Safety Manager, WNI.
Completed questionnaires are used as a tool
to measure recurring hazards and near misses.
“The 60 Minute Stop is planned to run
every three months,” said Don Irvine, Health
and Safety Manager, WNI.
“This not only allows time for sites to
eliminate identified hazards or implement best
practice, but it also provides an opportunity
to tour the sites during different times of the
year, taking into account effects of changes in
weather.”
This approach is being considered for other
Alliance teams.
Taking the initiative
When results of the 60 Minute Stop were
analysed during Year 3, it became apparent
that serious concerns had been identified that
needed further investigation. As such, the Year
4 Initiatives were developed.
The Safety team drew up a shortlist of 10
topics that needed immediate and continued
reaction. These ranged from behaviour to
awareness of computer management systems
and occupational health to service strikes.
“Each topic was broken down into
manageable and understandable elements
which were delivered to site as a formal
PowerPoint presentation, Tool Box Talk,
specialist speaker, posters and hand-outs,”
explained Don.
“Our philosophy was to increase
awareness of the topic and address any
misunderstandings or complacency some of
the workforce believed in.”
However, by the end of Year 4, it became
evident that the initiatives needed a review
and redesign, so they have been reworked
into the Year 5 Health and Safety
Improvement Plan.
Improving your health and safety
No one wants to have an accident at work, yet
statistics show that one in four of us will have
an accident during our working life.*
The Year 5 Health and Safety Improvement
Plan has been developed to address the
human aspect of accident prevention.
It will include behavioural awareness
sessions, occupational health, covering topics
such as misuse of drugs and alcohol, smoking
cessation, healthy eating and exercise, plus
other areas.
“We’ll also be looking at training and
competence levels for different job roles,”
said Don.
“Risk management is on the agenda, as is
helping sites to understand the process and
implementing of task specific safe systems of
work.”
Members of the Safety team have already
attended training sessions run by the Royal
Society of Public Health.
The Year 5 Improvement Plan is being
circulated and should soon be displayed in
Thorpe Wood House in Peterborough.
Am I Safe?
A new version of the Am I Safe card will be
released soon. It will provide a last safeguard
to ensure that everything has been prepared
and thought through before starting a
work task.
The team leader completes the inspection
and then hands the card to the site supervisor
once the task is completed.
The idea behind the card is that the team
buys into this last check or briefing, according
to Chris Smith, Water Recycling Infrastructure
Programme Area Manager.
“We have changed the Am I Safe card
to move away from a tick box completion,”
he explained.
Safety check: A team gives their site the once
over during a 60 Minute Stop (above); and
the new-look Am I Safe and Well card.
“Questions now require some narrative.
We want it to be personal and if anything
changes, it can start again.
“Too many times accidents happen because
people attempt to continue in fear of criticism
and improvise technique, equipment and
sometimes without the right people. We want
people to recognise changed conditions or
contradictions to planning.”
This initiative builds on the success of
products and standardisation in AMP5, while
developing our product lifestyle management
(PLM) capability to unlock further efficiencies
in design.
“The product development initiative was
implemented in AMP5 and was a catalyst to
change the way we delivered solutions,”
said Product-Based Delivery Manager,
Lindsey Taylor.
“Standard Products deliver savings
throughout the project lifecycle and enable
us to integrate ‘ready defined’ solutions into
projects and transform construction activities
into manufacturing processes.”
During AMP5, the savings forecast through
the use of Standard Products was £30million,
which is well on the way to being achieved.
“Through continuing the development of
Standard Products in AMP6, the initiative will
enable ‘in-project’ design to be focused more
on the interfaces between products and the
integration of ‘Lego-block’ solutions to be
maximised,” explained Lindsey.
“This will be re-enforced via the design
governance process, delivering maximum
benefits.
“By developing modular, interchangeable
Standard Products, we can create a variety of
pre-approved assets.
5
05
Benefit
by
Design
Taking the initiative: the new AMP6
priorities ‘honeycomb’; and the processes
of delivering standard products.
“Also, when the product design
principle is extended to smaller and smaller
‘components’ and ‘parts’, we can reuse these products to significant effect
– particularly with the large amount of
maintenance and refurbishment projects
there are in AMP6.”
In preparation for AMP6, the Alliance is
also looking to develop a ‘Mark II Product’
catalogue.
“We are terming this ‘Xbox meets Amazon’,
with the focus on providing everyone with
user-friendly tools that will really drive value,”
said Lindsey.
“Watch this space for more details on the
Standard Products we are looking to develop.”
Look out for details about the other key
initiatives for AMP6 in future issues.
Recognition reaps rewards
All stand down for
safety
All @one Alliance partners and
suppliers working on our sites are
required to attend next month’s Health
and Safety Stand Down event, which
focuses on Anglian Water’s customers.
More than 2,000 employees
and suppliers will down tools on
construction sites and in offices to
attend the day-long event, which
will be repeated across three days at
Peterborough Arena on 23, 24 and
25 September.
Congratulations to Discipline Engineer
Bharath Poshala who has gained
accreditation with the Chartered
Institution of Water and Environmental
Management (CIWEM).
Bharath has been working for the
@one Alliance since June 2010 and has
spent the last four years working on his
CIWEM qualification through a training
agreement with Grontmij.
CIWEM is the only independent, chartered
professional body and registered charity with
an integrated approach to environmental,
social and cultural issues. It’s credentials
are internationally recognised, valued and
respected and are held in high regard by
employers.
“I am keenly aware of the value
professional registration brings to an
individual’s portfolio,” said Bharath.
“I have always recognised that
professional registration provides status and
respect from the engineering community.
“Chartered status indicates that
my competence and commitment to
professionalism have been assessed by
other engineering professionals. It also has
strengthened my links with the industry and
hopefully will open up many opportunities.”
Bharath adds that achieving chartered status
has further added confidence in his abilities
and made him a stronger professional and
person. He believes that this all contributes to
better performance in his daily work.
“Professional registration is more than just
about technical competence,” he said.
“Being chartered is about being a true
professional, taking into account the
interdependencies and implications of
your actions, operating with professional
pride towards quality and excellence in
Bharath Poshala: Professional registration is
everything you do.”
more than just about technical competence.
Have you achieved a professional accreditation? Are you undertaking a
career development course? If so, please let us know.
Phone Grant Tuffs on 01733 414108 or email [email protected]
*source: Safety and Health Practitioner Magazine, IOSH.
August 2014
>> >> FAST FACT - 626 projects through Gateway 5 at the end of July.
>> >> FAST FACT - 150 properties off of the DG5 register.
August 2014
Transition
Discover
Discuss
Decide
DELIVER
06
Preparing to deliver
Matt Humphrey has
two clear messages
at this time.
He said: “Firstly,
there’s a lot of
work coming our
way which is due
for delivery in this
financial year. Prior
to work being issued
Matt Humphrey,
to the delivery route
AMP6 Project Manager
in AMP6, it will go
through a process called the ‘Blue Box’.
“The Water Regulator Ofwat is now
promoting and enabling a total expenditure
(TOTEX) approach. This approach allows us
to review the way we currently make our
investment decisions and will enable us to
become truly whole life cost focused.
“It requires us to refresh our maintenance
strategies and will trigger innovation to
lengthen and optimise the serviceability of
our assets. The Blue Box process includes a
cross-departmental TOTEX challenge step to
check to see if construction is the best option,
prior to release to the delivery team.”
He added: “Where we can, we’re working
to share visibility on upcoming workload,
meaning work can start early to optimise the
programme and identify opportunities for
innovation. Around 250 schemes have now
gone into the Blue Box and about 50 schemes
have come through the other side into project
delivery for AMP6 work.”
Matt’s second message relates to the
induction.
He said: “Significant efforts are being made
to improve the Alliance induction for AMP6
so when people are transferred to work on
AMP6 projects, they will get a much better
briefing on areas such as the delivery process
and working standards.
“A partner level induction was held in late
July to give senior managers an insight into
the new policies and procedures. From here,
we will take a tiered approach with modules
tailored to the types of roles people will be
doing in AMP6.”
He added: “Some of the modules will
be common to all four of the Alliances
and some of them will be specific to the
@one Alliance. As part of the induction, we
also want to improve the integration of the
Alliance and Anglian Water. People attending
the induction will learn more about Anglian
Water, the company’s vision, values, goals and
processes and, in particular, what is expected
from delivery routes.”
August 2014
Another huge milestone for the @one Alliance. Senior members of
the partner companies sign the AMP6 contract. Pictured from left to
right are: John Chubb – Grontmij, Craig McGilvray – Balfour Beatty
Utility Solutions, John Abraham – MWH, John Karolski – Anglian
Water Capital Solutions, Jason Tucker – Anglian Water, Dale Evans
– Anglian Water @one Alliance, Chris Newsome – Anglian Water,
James Harris – Mott MacDonald (MMB), Andy Flowerday – Barhale,
Paul Bentley – Bentley (MMB), Bill Hocking – Skanska.
Anglian Water’s outcomes wheel
In AMP6, the new Alliance is going to be much closer
aligned to Anglian Water’s objectives. It’s much more
about collaborating with our internal customers to
achieve what our customers have asked for.
“Around 250
schemes have now
gone into the Blue
Box and about 50
schemes have come
through the other
side into project
delivery for AMP6
work.”
Matt Humphrey,
AMP6 Project Manager
In the last edition of one, we carried a four-page supplement to report on the
key messages of the transition period between AMP5 and AMP6. Four months
on, what’s changed? We look here at the latest developments with AMP6 Project
Manager Matt Humphrey and Transition Manager Richard George.
The @one Alliance
reached an important
milestone on Friday 2
May. That was the day
when Anglian Water
and all the partners
signed the AMP6
contract – a 15-year
plan with break points
every five years – and
Richard George,
Transition Manager
also signed our AMP6
Business Plan. This business plan, or the
‘White Book’, contains eight initiatives and
supporting action plans, on which Alliance
teams will be focusing their efforts in the
years ahead.
The Initiatives are: programme
management, benefit by design, sustainable
procurement, industrialised construction,
production, commercial, people and
customer. We’ll be looking at these topics in
a lot more detail in future editions of one.
Richard said: “If we achieve everything
that’s set out in the White Book, we will
land the efficiencies that we need in AMP6
and onwards.
“Going forward, each of the initiatives
will have a leader, working with a team
to continually drive and develop the
plan. These teams will, in turn, support
the Integrated Project Leaders (IPL) who
will be responsible and accountable for
delivering the AMP6 projects smoothly and
successfully. Essentially the White Book is a
toolkit of great ideas and initiatives, which
the IPLs can use to help them deliver the
best project outcomes. It will be a growing,
living, breathing business plan, for everyone
to see, for everyone to be involved with,
for everyone to contribute to and flexible
enough to change and allow us to re-focus
on new benefits when we find them.”
“In AMP6 Anglian Water Asset Planning,
Operations and the @one Alliance will be
reducing or addressing the Anglian Water
business risks by identifying essential
investments and prioritising these into key
projects or programmes of work for the
Alliance to investigate, report and then
resolve as efficiently as possible. So we need
to make sure that teams taking receipt of
early AMP6 projects are prepared with the
right tools and skills to start work.”
Richard said: “Our Programme team,
led by Aidan Hickey, and our Process and
Systems team, led by Andy Gibb, are
working with the Anglian Water Asset and
Operations team and the projects have
The delivery plan is just one element of the transition.
Other strands include:
1)Closing out AMP5 smoothly and successfully.
2)Starting work on AMP6 projects early (see Matt’s article) and ensuring we optimise the
programme of work wherever we can, and have the right delivery strategy developed
with the AMP6 project teams.
3)Defining the organisational structure, and working closely with the programme team
so that when AMP6 projects are released, people are ready and waiting to deal with
them. This involved a lot of work for the People team, including: AMP6 Induction
- through which all AMP6 teams will pass; the Academy – to develop our staff and
teams; and High Performing Teams programme – to support the project teams.
4)Creating a clear commercial and contract focus so that everyone in AMP6 can
understand what’s needed to achieve efficiencies and outcomes.
5)Process and systems – work is ongoing to prepare IT systems such as HAWK,
programming software, estimating systems, people databases, cost reporting and
design systems to be integrated with the IT systems of Anglian Water. HAWK will be a
key system for AMP6. The TOTEX Delivery Process has been simplified into six Delivery
Milestones (DMs), with detailed backup information linked into HAWK to provide
a ‘Toolkit’ for all AMP6 teams, allowing colleagues to navigate through the DMs,
viewing the White Book and initiatives, People processes and RDOs, and to download
all necessary documents and procedures.
6)A communication plan, including email bulletins, roadshows and face-to-face team
briefings to keep people up to date with what’s happening between AMP5 and AMP6.
7)Accommodation and space. Plans are underway to create space for all colleagues
within Thorpe Wood House. The first floor will be refurbished to match the second
and third floors for AMP6 teams. This is expected to start in December 2014.
already started landing. Our project and
support teams, together with members
of the Alliance Management Team (AMT)
and other key senior roles, are being
formed now to receive them. As you all
know, recruitment is well underway and
the People team, under Ann Jones, have
a great plan linked to the programme team
– to be ready for more, to transition the
teams across from AMP5 when needed,
and, most importantly, to help prepare our
AMP6 Project teams to deliver the early
start outcomes successfully.”
“If we achieve everything
that’s set out in the White
Book, we will land the
efficiencies that we need in
AMP6 and onwards.”
Richard George,
Transition Manager
August 2014
07
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08
Pitsford Reservoir
Water Non-Infrastructure
The project at Pitsford Reservoir will provide
enhanced drawdown facilities to the existing dam
so that it complies with the Reservoir Act. This
means that, in an emergency, the reservoir could be
drained by 50 per cent, taking pressure off the dam
wall in a controlled manner so it could be repaired.
The solution is to install an innovative syphon
system, removing the need for pumps and saving
costs. This syphon creates a vacuum in the three
newly installed 700mm diameter pipes, pulling
water from the reservoir, over the dam and into the
existing spillway. It uses natural force to transport
the water, a carbon-friendly alternative to pumps.
The team is working in close proximity with
the public, Anglian Water’s Recreation team and
English Nature. They have coordinated with the
stakeholders and have taken great steps to
maintain access across
the dam, reducing the
impact on the public and
the flora and fauna. A
temporary walkway on
the dam track provides
a safe working area and
allows the public to enjoy
full access around the
reservoir.
Supply Performance
Manager, Matt Kirk, said:
August 2014
Cost
Current forecast £2,016,371.
CO2 Less CO2
Embodied carbon was reduced from
683t CO2e to 483t CO2e, a reduction of
29 per cent. Operational carbon decreases
from 72t CO2e per year to 9t CO2 per year, an
annual saving of 87 per cent.
Grimsby
Whittlesey water mains
replacement scheme Water Infrastructure
A two-phase project to replace more than 8.5km
of water mains in Whittlesey and the surrounding
area that have suffered repeated bursts during
the past five years, one of which caused severe
flooding to customers at Kings Dyke.
Working closely alongside the modelling and
pressure management teams, the project team
identified an opportunity to improve the water
mains in the area whilst reducing the capital
investment required and removing the need for
works on the busy main road and residential areas
in Whittlesey town centre.
Phase one in Blackbush Drove and
Pondersbridge was successfully completed in May,
using innovative ‘trenchless’ working techniques
via ‘directional drilling’ at key points along the pipe
replacement route.
The second phase, to optimise the pressure
levels in the water network, will take place near
King’s Delph/King’s Dyke in August 2014.
This will involve rationalising the three existing
mains with two new pipes - a dedicated 280mm
main to a major customer and a 450mm main to
serve Whittlesey.
New pipework will also be installed to bypass
the old reservoir site.
All major pipelines across the river into
Whittlesey will use high-performance polyethylene
(HPPE) material to prevent future issues.
Greatford first-time sewerage system
Water Recycling Infrastructure
e
tim
Information correct at
nt.
of going to pri
On time
Work is currently forecast to be complete by
August 2014.
Lincoln
Grantham
A full ‘watching brief’ will be in place
throughout the project due to the highly sensitive
nature of the potential archaeological finds
throughout the majority of this phase.
King’s Lynn
Norwich
Thorpe Wood House
Peterborough
Cost
20 per cent under affordability.
Great Yarmouth
Lowestoft
CO2 Less CO2
The baseline was 1,011t CO2e
but the solution was 325t CO2e
which is a 68 per cent reduction.
On time
Currently on track for Gateway 5
at the end of January 2015.
Daventry
Thetford
Huntingdon
Northampton
Cambridge
Ipswich
Colchester
Basildon
Cost
Affordability was £1,550,000 and the
approved cost was £837,000. This
represents a 46 per cent reduction in
the affordability challenge.
CO2 Less CO2
Baseline carbon 195t CO2e, current
forecast 25t CO2e, which represents
an 87 per cent reduction.
On time
The project has a compliance date of
September 2014 and the team are on
track to complete by early September.
Borehole Protection Programme
‘Building hardening’ work streams, delivered by SEMD
The @one Alliance was mandated to protect 46
borehole assets under the Security and Emergency
Measures Direction (SEMD).
This involved installing ‘building hardening’
products in existing borehole housing structures,
including new Loss Prevention Certification Board
rated doors and bar sets, anti-climb equipment and
associated intruder detection systems, including
seismic detection equipment.
This £1,069,000 scheme forms part of the overall
Borehole Protection Programme to safeguard 514
assets across the Anglian Water Supply regions.
Construction started in December 2013
and when installation of the vacuum sewer
commenced, it soon became apparent that the
high water table and high rainfall was going to
be problematic.
So the programme was turned around to install
the rising main first, which was at a shallower
depth and above the water table. This allowed
the water table in the village, where the vacuum
system was being installed, to drop due to good
weather. When the rising main was complete,
the site team could complete the vacuum sewer
system in more favourable ground conditions.
The re-sequencing of the programme ultimately
helped alleviate the requirement for de-watering,
while mitigating any associated additional cost
related with this activity, which could have been
substantial.
*A vacuum pot is a local collection chamber where sewage is stored prior to being taken via the vacuum lines to the
pumping station.
Milton Keynes
“I feel the site team are doing a very good job
in delivering a very complex scheme safely. All
schemes have their challenges and working
with the general public was always going to be
difficult. On the whole, though, I think this has
been done very well.”
This scheme is to provide a first-time sewerage
system to 95 properties in the village of
Greatford, Lincolnshire.
The construction of this system included
approximately 1.6km of vacuum collection
system, with 40 vacuum pots* in the highway;
approximately 2.85km of rising main from the
pumping station to an existing manhole
located in the adjacent village of Langtoft;
plus approximately 637m of public lateral
drains. All of this was constructed using
open cut techniques.
The project also involved the construction
of one vacuum pumping station (VPS) and
one below ground submersible sewerage
pumping station (PS), with an associated valve
chamber located within the VPS compound
off Stowe Road.
Cost
The forecast out-turn cost for the
scheme is currently £1,069,000
against an approved Gateway 3
solution cost of £1,098,000.
CO2
Less CO2
Embodied carbon is forecast at
74t CO2e against a baseline of
340t CO2e with the Operational
Carbon forecast at 0.4t CO2e against
a baseline of 20.7t CO2e.
On time
The installation works have been
completed and output claimed ahead
of the 31 March 2015 obligation date.
Soham maintenance scheme
Water Recycling Non Infrastructure
A challenging scheme operating with three process
streams, where the treated final effluent was
discharging via different outfalls.
Originally built in the 1950s, the works have
been extended four times. The first major
extension was in the 1970s when two radial
primary settlement tanks were added to feed
another process stream and final tanks. The next
major extension in the 1990s allowed for a new
inlet works.
The works was at full capacity and was
consistently failing to meet current sanitary consent
standards due to poor asset condition and an
increase in both hydraulic and biological loading.
Flows received frequently exceeded the rating of
the mechanical screen resulting in carry through of
rag to the balancing and primary tanks, blocking
the inlet.
We have replaced the existing single screen with
a new ‘screens in a box’ inlet works. This comprises
of duty/ standby screens; a single compactor
with bypass arrangement to dump to bin; a grit
removal plant and grit classifier. We also added an
additional 13.2m settlement tank with half-bridge
scraper and a new pumping station to provide
wash water to a wash water booster set. This will
also supply recirculation to the ‘old stream’ during
low flow conditions.
“Through excellent teamwork and focused
involvement with key operational stakeholders, we
delivered a great scheme,” said Project Manager,
Martin Farley.
‘Particular mention should go to Gary Freeman
and David Sykes for outstanding performance and
maintaining compliance of the whole site
during the construction period.
“We are now in the testing phase and early
results are showing excellent results.”
Cost
Planned cost £3,886,000.
CO2
Less CO2
A reduction in embodied carbon from
1,734t CO2e to 736t CO2e.
On time
Delivered on time in line with the
current approved programme. Output
was achieved in March 2014 and final
handover to Anglian Water Operations is
planned for 20 August 2014.
August 2014
09
Awards
Customer service
Partners
support
Fenland
Jobs and
Skills Fair
10
The @one Alliance was among 29
companies and training organisations
to set up innovative exhibition stands
at April’s Fenlands Job and Skills Fair at
the renovated Queen Mary Centre at
Wisbech.
The event, part of the Business in the
Community (BITC) Fenlands Connections
project, was also supported by some of
our local Mechanical, Electrical,
Instrumentation, Control and Automation
(MEICA) Framework partners.
More than 400 members of the public
engaged with experts from our partner
companies at the event.
Russell Beal, BITC Connector for the
Fenlands Connections project, who organised
the event, said: “The purpose of the fair was
to not only showcase the refurbished building
but, more importantly, to highlight current job
opportunities, apprenticeships and training
courses, with 70 jobs up for grabs on the day.
He added: “May I take this opportunity to
say an enormous thank you for the fantastic
level of support and collective effort provided
by the Alliance towards making this event such
a success story within Fenland. The positive
feedback in the local newspapers and social
media has all been simply overwhelming.”
Russell says that they have now established
a weekly Wisbech Job Café at the Queen Mary
Centre on a Monday morning and are also
working on employability skills with local schools.
“We have a careers convention planned for
the autumn and we are partnering with many
other stakeholders on a range of opportunities
to make a real difference to this part of the
Anglian region,” he said.
A big thumbs up from
our customers!
Our customers are at the heart of everything we do – so we need to keep
them happy.
One of Anglian Water’s Love Every Drop goals is that 100 per cent of customers are
very satisfied with its service, and it’s evident that we are doing our bit.
“We get great compliments from our customers regarding site teams, which is
excellent,” said Communications and Customer Manager, Grant Tuffs.
“Going forward, we’d like to name names and make sure people get the proper
recognition they deserve.”
These are just some of the things
our customers are saying about us:
“You work very quickly, are very polite
and always leave things tidy after
finishing work. Top marks!”
David Anderson, East Haddon, Northants.
“The workforce is a credit to your
company.”
Peter and Muriel Lockyear, Ormesby, Norfolk.
“We were very impressed with the
speed of the work and the courtesy of
the workforce… a first-class job.”
Lionel and Jenny Gray, Ashwicken, Norfolk.
“Throughout the current works,
the team has kept disruption to a
minimum, has maintained traffic flow
and always been friendly and cheerful.”
Caroline Anders, Greatford, Lincs.
“I would like to say thanks for the
speedy and efficient way in which
this project has been undertaken –
particularly managing to finish so
much earlier than originally expected.”
John Ebdon, Cley-Next-The-Sea, Norfolk.
Good job, well done: Our new
poster shows that our customers
like what we do.
For further information on the BITC
initiatives, visit www.bitcconnect.org/
connectors/fenland
August 2014 >> >> FAST FACT -
to our latest recruits!
Here at the @one Alliance, we strive to employ the ‘best
people for the job’, so we are delighted to welcome on
board our newest colleagues who have chosen to take
the next steps of their careers with us.
Pictured from left to right are: Janice Spademan, Sarah Charman,
Liam Gilbert, Sarah Williams and Simona Horvatova.
233km of sewer rehabilitation completed.
AMP5
in the
running
for top
industry
award
The @one Alliance is in with a
chance of scooping yet another
major accolade, having made the
finals of the British Construction
Industry Awards.
We have been shortlisted as one of
four finalists in the new programme
management category for our AMP5
programme, alongside London
Legacy Development Corporation &
Mace, Queen Elizabeth Olympic Park;
Heathrow Airport, Terminal 2: The
Queen’s Terminal; and Crossrail.
There have been several stages
in the shortlisting process, which
included a 20-minute presentation
delivered to a panel of judges by
Alliance Director, Dale Evans, and
Jason Tucker, Head of Capital Delivery
and Supply Chain Management at
Anglian Water Services.
The winners will be announced
on 8 October at a ceremony at the
Grosvenor House Hotel in London,
where more than 1,000 of the
industry’s key players will be
in attendance.
“Crews on site were courteous, polite,
informative and very considerate.”
Mrs Unsworth, Saltfleetby, Lincs.
Say hello
All smiles: Directors show their support at the
Jobs and Skills Fair at the refurbished Queen
Mary Centre in Wisbech.
They love what
we do
Winning day: Some of our successful teams celebrate at the ‘We Love What You Do’ awards with
presenter, Helen Skelton.
The great outdoors beckoned for this year’s Anglian Water We Love What You Do
awards, held in July at Tugby Orchards, near Leicester.
There were plenty of challenging activities and musical entertainment on offer and food
galore to enjoy, before the afternoon awards ceremony, hosted by BBC presenter, Helen
Skelton, took place in a giant marquee.
The standard of entries was recognised as being particularly high this year and ultimately
the competition for prizes was tough, yet success beckoned for the @one Alliance, who
were nominated in several categories.
The Water Infrastructure team took the Supplier of the Year award, while our Digital
Asset Creation team won Highly Commended in the Right First Time (Supplier) category.
Meanwhile, the Water Infrastructure Kirby Cane Water Treatment Works project won
Highly Commended in the Best Scheme category.
Two of our suppliers, NG Bailey and GPS Pipelines, were also highly commended in the
Supplier of the Year category.
>> >> FAST FACT -
0.18 AFR for the year to date.
August 2014
11
Team focus
Meet the end gamers
12
Meet the new Commissioning Engineers
Russell Marrows, Richard Hearn and Mich
ael Caine are three of the new Commission
ing Engineers taken on
a year and a half ago as part of the Allian
ce’s drive towards succession planning. Read
on to find out what
attracted them to the role and what they
think about the importance of succession
planning:
Russell Marrows
“I wanted to work as a Commissioning Engin
eer because the role is so diverse and critical to
a scheme’s completion
and every day is different with new challenges
and new equipment and technology that needs
to be commissioned.
“Andy Gilbert was my mentor during my first
year of training and during this time I worked
with him on a number
of different schemes. As my knowledge and exper
ience developed, I gradually took on more respo
nsibilities and
worked independently.
“Succession planning is important as it increa
ses the availability of knowledgeable and exper
ienced employees for
the future and therefore avoids any gaps in our
resourcing levels.”
13
Richard Hearn
“I wanted to become a Commissioning Engin
eer as I felt it gave me an opportunity to use
the skills that I had already,
as well as gain new skills.
“My mentor was Harry Self. Harry introduced
me to the treatment process in both Water and
Water Recycling and
the equipment required and guided me whilst
setting them up.
“Taking on trainees or assistants with the view
to progressing them onto more senior positions
is essential, as
there is a huge skills resource of people who
do not fit into the apprentice or graduate schem
es and that are not
experienced enough to go straight into a more
senior role.”
It’s fair to say that the Commissioning Engineers are one of the most
essential cogs in the @one Alliance wheel. They are the testers, trainers
and button pressers in the handover of our capital assets to Anglian
Water and if it weren’t for them, the projects we work so hard on
wouldn’t be ready to go into operation.
Michael Caine
“Key roles in any organisation need to keep movin
g in the right direction. As senior members of
our team move closer
to retirement, it is important to introduce young
er individuals with great motivation to soak up
as much knowledge
from experienced team members in order for
the team to continue delivering a quality servic
e to the Alliance.
“Becoming a Commissioning Engineer was a
great career opportunity for me to move into
an exciting industry,
which enables me to further develop my skills
and knowledge.
“I was mentored by Collin Picton, based in Norfo
lk. I travelled across the region to assist Collin
on his schemes.
With me being new to the water industry and
Collin’s wealth of knowledge and experience,
this proved to be
excellent ‘on the job’ training.”
We chat to Commissioning Manager Berrak Gokay to find out who they are and what they do – and why succession
planning is a key element in moving the team on from AMP5 into AMP6 and beyond.
Who are the Commissioning Engineers and
what do you do?
Commissioning Engineers operate new-built
capital assets for the first time and form
a bridge between project teams and the
operators of these new assets.
We test all new equipment; train operators;
run new or refurbished capital assets for the
first time; set up the alarms to enable remote
monitoring by Anglian Water’s Operational
Management Centre (OMC); and hand over the
new assets to Anglian Water’s Operations team.
When was the team set up and why?
The Alliance Commissioning team was set up
at the start of AMP4. We supply the specialism
required for commissioning, which is mainly
on-site testing capability of electrical,
mechanical, process, plant and setting up
automation controls. We also offer effective
management skills to integrate with the existing
interfaces and to sequence the necessary tasks.
Who is in the Commissioning team?
The team is made up of engineers and
technicians equipped with a particular skill
set. Over the last two AMP periods, the
team number has been generally maintained
August 2014
around 15 and supplemented by short-term
agency engineers to help out with temporary,
intensive peaks in our workload.
At the start of AMP5, as part of the
succession planning to maintain core skills
within the Alliance, four young trainee
engineers were recruited and each was
allocated to a senior Commissioning Engineer
to be trained on the job for 12 months. Last
year, they achieved all their training targets set
by their mentors and have now moved on to
work on their own projects as fully-fledged
Commissioning Engineers.
The team structure has recently been
consolidated with the appointment of Stuart
Parsley as the Assistant Commissioning
Manager. Stuart is responsible for the
Water Non-Infrastructure programme area
and leading a specialist portfolio of AMP6
initiatives for the commissioning activities.
How does the team contribute to the
success of the Alliance?
The Alliance’s success is measured by efficiency
and carbon targets and by the delivery of
Capital Delivery Index (CDI) outputs on time
and within budget. The CDI output date is the
approved Gateway 5 (GW5) date, which is the
time this happens, it is a cause for celebration
and a boost to team morale to move on to the
next site and repeat it again.
stage gate at the end of the commissioning
phase of the project. Our team contributes to
this success by trying to achieve smooth and
on-time GW5 sign-offs.
What are the major challenges that
you face?
One of the major challenges is programme
management in order to maintain an evenly
distributed workload to make resource
planning easier. This will increase the
productivity of the team and streamline the
planned sequence of commissioning tasks
which are described in the commissioning
plans at the design stage.
What does success look like for
your team?
Achieving GW5 on the approved date is
always our biggest satisfaction, as well as our
biggest challenge. It’s great when the team
gets a thank you from the end users and
treatment managers. For instance, we recently
achieved GW5 for the Kedington borehole
scheme one month earlier than the planned
date, but just in the right time for the summer
demand. The subsequent thank you email
from the Water Operations Manager Paul
Testers, trainers and button pressers: The
Commissioning Engineers are the people who
hand over capital assets to Anglian Water.
Naylor, commending the timely effort of the
whole project team, made everyone proud.
Ed Richardson, Commissioning Engineer at
Kedington, contributed to this success; if it had
not been for him testing the pump and remote
controls and training the operators in a timely
and acceptable manner, GW5 could not have
been achieved.
What is exciting you at the moment?
The commissioning period is a very visible
phase of the capital delivery cycle when all the
diverse specialist activities converge on site to
achieve a singular objective - making what
has been planned, designed and assembled
to ‘sing and dance’ as it is expected to. Every
How can the Commissioning team help
other teams throughout the Alliance?
We can help other teams in two main areas
– by completing the GW5 documentation in
a timely way so that stage gate governance
is not compromised, and by providing sitebased, real-time feedback to the ‘Lessons
Learned’ process.
It is the responsibility of every
Commissioning Engineer to accurately
record site testing activities for their allocated
schemes, and such management of the
required GW5 documentation enables the
Project Manager to claim the GW5 and
complete the project handover without delay.
Building an efficient, specific and dynamic
‘Lessons Learned’ tool can help to improve the
capabilities of the Alliance, so we encourage
project teams to involve Commissioning
Engineers at early stages of their projects to
tap into their site experience and feedback.
And how can other teams help you?
By the nature of its work, commissioning
comes at the end of a project lifecycle
and very much depends on the successful
completion of previous capital delivery stage
>> >> FAST FACT - In AMP5 we have diverted 415,000 tonnes of waste from landfill, which is 98.5% of the waste we generate by weight.
gates. Successful hand-over of a project follows
successful commissioning, which can only
be made possible by completely integrated,
collaborative teamwork between designers,
construction staff and sub-contractors, not only
during the commissioning stage, but throughout
the project lifecycle.
What does the future look like for the
Commissioning team?
We are preparing for the new AMP6 challenges
by adding to our existing strong skill set, including
more Software Commissioning Engineers
with Rockwell licences and dedicated laptops;
electronic test sheets; off-site commissioning; and
after care. There are measures in place to trial
some of these initiatives in two AMP5 schemes
at Pulloxhill and Cambridge. These initiatives will
enable the Commissioning team to stay ahead of
the game and to meet the AMP6 challenges with
a stronger and more consolidated structure.
Fastfacts:
operate new-built
• Commissioning Engineers
e.
tim
t
capital assets for the firs
sions around 100
mis
com
m
tea
• On average, the
ance’s programme
projects a year across the Alli
ging from
ran
areas, with scheme values
.
lion
mil
£150,000 to £20
missioning engineers
• Currently there are 16 com
worth a total value
working on Year 5 projects
of £160 million.
August 2014
CR&S
When @one Alliance Engineering Manager Mark Froggatt heard that the garden at Castor
Church of England Primary School, near Peterborough, needed a major overhaul, it gave him
an idea for a project resulting in “a microcosm of AMP6 in a day”.
14
The team, which included Lindsey Taylor, Linda Colman, Berrak Gokay, Elliott Harley, Aidan Hickey, Karl Beaton, Mark Leatherland,
Mark Hedges and Mark Hollingsworth, with technical support from in-house ecologist, James Gilbert. Laura Upson assisted in the
customer interface and was on hand to record the event. The People Development team was also involved.
‘High performing’
team challenge reaps rewards for local school
The garden transformation project came
about while Mark was thinking about team
building in preparation for AMP6.
“I needed something that took a different
approach to the ‘standard’ format for middle
management events,” explained Mark.
“In this environment, the team could
replicate the core values of delivery but
with room to challenge safely. It opened
up the standard delivery approach to
considering the outcome and planning back
from this perspective.”
Mark put together a ‘high performing’
team – a group of people performing at their
August 2014
highest level of achievement, maintaining
a consistency centred on excellence.
“I attempted to create the new AMP6
thinking in the team in preparation for
delivering our business plan: encouraging
inter-discipline collaboration, multi-skilling,
efficiency, integration with a client/supply
chain, standardisation and production-based
delivery into an industrialised construction
assembly, aligning to customer outcomes
such as a flourishing environment and caring
for community,” added Mark.
The team was not aware of the task
until they were briefed in the morning.
They then had to nominate a leader, plan a
delivery strategy, formulate a construction
plan and define their roles to deliver it. This
was all done within a time constraint while
managing the expectations of the end user.
Raw materials to create the garden’s
features were also pre-assembled, prepurchased and pre-delivered, representing
the supply chain link through to industrialised
construction and assembly. This was
supported by a detailed plan, delivered by
our ecologist James Gilbert, which had to be
scheduled to fit within the strict timescale as
the task had to be completed within the day
to a ‘right first time’ philosophy.
Where possible, materials were re-used and
waste managed, with soils and timber taken
from an existing site.
The project also showed integration of the
supply chain and with the client, while strict
health and safety measures were followed
within the controlled working area using
risk assessments and the ‘Am I Safe’ card.
Customer safety was catered for, as tools and
equipment were used within the grounds
during school time, requiring a strict work
area demarcation.
Mark said the team learnt much from
the project.
“The scenario relied on teamwork, with a
focused strategy for delivery against a tight
timescale,” he added.
“I had built in subtle and defined unplanned
complications to replicate management of
scope change and unforeseen circumstances
which challenge us daily in delivering projects.
“These tested the team’s ability to see the
issue before it impacted on delivery, or adjust
the strategy to cope with the additional
demand. Above all, the team were pleased
to see the value of their efforts and the
effectiveness of a focused approach and
appreciate the impact they had in making this
lasting legacy.”
The team managed to complete the work
in full, and the project was handed over to
the school within the set timescale.
“This project was important on a number
of levels,“ said Mark, “the collaborative
approach will be taken forward into AMP6
teams and it also reinforced the need
to plan, then deliver, while off-site build
and integration of this into a constrained
construction area which needed planning
facilitated a smooth, efficient delivery.”
Mark’s plan not only helped the Alliance
team, but the delighted the school.
Head teacher Mark Ratchford said: “The
pupils are already benefitting from the
wildlife garden. We are extremely grateful to
the team for their generosity of time, skill and
hard work in enhancing our outdoor learning
environment.”
STOP PRESS...
Since the team left the
school they have
been back to carry out
some aftercare
activities, including a gen
eral tidy up and
some weeding. This pri
nciple of aftercare
equates to asset maint
enance in capital
delivery terms, reinforci
ng the AMP6
microcosm!
Mark
Hollingsworth,
Mechanical Discipline
Head, Water Recycling
Non-Infrastructure
(WRNI)
“The work was hard, there was lots
of it and very little time to do it.
However, through great teamwork
and commitment, we achieved the
task and enjoyed every minute of
the day. Apart from helping a local
school, the exercise was intended as
an example of the team behaviour
and attitude required in AMP6 and
we most definitely proved it works.”
Lindsey Taylor,
Product-Based
Delivery Manager
“The outcome of the
day was really tangible
and the completed nature area for
the children gave us a real sense
of achievement. The team worked
excellently together and whilst we had a
lot of work to do, we had fun doing it.
At times I think we need to remember
that we should enjoy our jobs and the
day really showed that when a team
has a common goal and delivers in a
structured but fun way, the result can be
excellent. I was really proud to be a part
of the day and to work with such great
people.”
Mark Hedges,
CAD Manager
A PR plan was formulated and customer
engagement was encouraged to assess the
team’s interaction and impact, mimicking
the Service Incentive Mechanism (SIM) by
encouraging the children to score the team on
engagement and performance.
Mark created ‘standard components’,
such as a pre-prepared range of nest
boxes, planters and baskets, to be assembled
and integrated into the working site.
“The teambuilding
event demonstrated
to me the strength and depth we
have in our team. People successfully
took on roles that I wouldn’t have
associated them with, and that’s a
great learning point for me. It also
showed what can be achieved with a
clearly defined plan and a great team
enjoying what they’re doing - the
importance of making work fun.”
>> >> FAST FACT - 50% of embodied carbon for the whole AMP with 47% (28,000 tonnes) in the last 12 months and 62% (14,000 tonnes) of operational carbon saved. August 2014
15
15
ne
l do ou
Welhanknyglian
t ing A e the
m
lp
and
r he beco ater
fo er to ng w
i
Watp gross ny for t
to compa id las
erA
Wat year!
H In 2013-2014 Anglian Water raised £589,257 for WaterAid. That’s enough to fund 1,400 school health clubs in Liberia H
Canoe
beat this?
16
The bunting was out and celebrations were
in order when more than 350 colleagues,
partners and suppliers joined together to
raise more than £50,000 for WaterAid at the
eighth annual Rutland Regatta.
The sun shone down on those heading
into the water to compete in the kayak, raft
and canoe races – which included duct tape,
concrete and cardboard canoes – cheered on
by those gathered on the shoreline.
Several @one Alliance teams took part in the
various races, while colleagues also took part
in the onshore games such as tug o’war and
enjoyed candyfloss and the hog roast lunch,
whilst networking with other attendees.
The funds raised for WaterAid offer vital
Team saddles up for cycling challenge
A joint effort between the @one Alliance and Anglian Water team in the inaugural
WaterAid Water Cycle Challenge raised more than £1,200 for the charity.
More than 70 riders from 12 of the UK’s water companies competed in the race, cycling a
76-mile course through the Yorkshire Dales, including 1,685 metres of climbing, and taking
in part of the route of last month’s Tour de France’s Grand Depart. The hot conditions and
tough terrain made it a real battle of endurance.
Our very own Asset Serviceability Modelling Manager Boyd Miller finished in the top 30
with an impressive time of four hours 27 minutes, while Performance Manager Andy Gibb
came in at four hours 57 minutes and Programme Area Delivery Manager Elliott Harley
finished hot on his heels in four hours and 59 minutes.
Pictured are the riders, from left to right: Richard Boucher,
Anglian Water; Mark Coulson, Anglian Water; Andy Gibb,
Performance Manager, @one Alliance; Steve Trippier,
Solutions and Security Manager, Anglian Water; Elliott Harley,
Programme Area Delivery Manager, @one Alliance; Boyd Miller,
Asset Serviceability Modelling Manager, @one Alliance and
(front with the bike) Alastair Dann, Anglian Water.
‘Drippy’ dragons take to the water
Several @one Alliance colleagues got their
paddles out to come second in the mixed
team race at this year’s Peterborough
Dragon Boat Festival – while raising funds
for WaterAid.
The team, called ‘Love Every Drip’, who
were joined by friends and family, rowed to the
rhythm of Alliance Rework Co-ordinator and
drummer Kirsty-Ann Cairns’ beat throughout
several races during the day-long event in June.
Brian O’Hanlon, who has organised our team
at this annual event for the last seven years, set
up a meeting area and barbecue where people
could enjoy the atmosphere.
“We all had great fun and did well again this
year, with several new people in the team,”
said Kirsty.
“During the last seven years, we have
raised around £1,800 for WaterAid, which is
great. We’d like more people to join us for
next year’s event.”
To sign up for the team at next year’s
festival, email Brian at bOhanlon@
anglianwater.co.uk or Kirsty at
[email protected]
August 2014
Rats take up the charity challenge
Our Water Rats took the ‘world’s largest
assault course’ in their stride in May,
raising more than £1,300 for WaterAid.
The team got down and dirty in the mud
at the Rat Race, a hard-core charity obstacle
race/challenge held at Burghley House,
Stamford.
The purpose-built, 20-mile course
contained an awe-inspiring 200 obstacles,
which the team had to tackle in order to
finish.
The photo shows the Water Rats team, from left
to right (back): Steve Parker, Nikki Smallwood,
Zenna West, Andrew Head, Julie Parker,
Steve Crooks, Adam Bullers and Grant Creasey.
Front row, left to right, are Guy Gregory and
Michael Caine.
Kate Housley, Personal
Assistant, was one of
many Alliance volunteers
who helped out on the
day. Kate also volunteered
for WaterAid at this year’s
Glastonbury festival.
support to people in countries like Nepal, where
almost 20 million people do not have anywhere
safe and hygienic to go to the toilet.
www.wateraid.org/uk
Water teams are on a
winning streak!
The Water
teams are on
course for
their first ever
whitewash on
the sports field,
in events held
to raise funds
for WaterAid.
In the recent
golf tournament, the Water team hammered
Water Recycling. Ben Clarke achieved the
best score and won a bottle of fizz, courtesy
of Max Wright Ltd.
Meanwhile, the Water team took the win
in the rounders match with a score of 36 to
26. And although he came from the losing
side, Lawrence Burton was a worthy man
of the match.
Great fun was had by all and the total
raised so far is £400.
If you want to help get Water Recycling
back in the game, there’s a football match
on 4 September at Yaxley parish pitches,
meeting at 5pm for 5.30pm kick-off. If you
want to play, contact the team captains:
Water – Andy Head, Water Recycling – Tom
Moody.
Looking ahead, there’s a Pub Pentathlon
planned for 8 December at the Jolly Brewer,
Stamford. Meet at 7pm for 7.30pm start. To
take part, contact the team captains: Water
– Andy Head, Water Recycling –
Clare Kovacs.
Those who have bought
WaterAid sunflower kits need
to submit their entry for the
tallest sunflower to Grant
Creasey by 30 September.
Currently, the tallest entry is
only 1.1 metres tall, so the
field is wide open.
Email Grant at
[email protected]
or phone 07770 315639.
>> >> FAST FACT - 149 properties off the DG5 register.

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