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Innovation, collaboration, transformation

Delivering Innovation through Alliances and Partnerships in AMP 6 Steve Kaye Head of Innovation 3 rd April 2014. Innovation, collaboration, transformation. Our long-term goals. Business goals:

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Innovation, collaboration, transformation

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  1. Delivering Innovation through Alliances and Partnerships in AMP 6Steve KayeHead of Innovation3rd April 2014

  2. Innovation, collaboration, transformation

  3. Our long-term goals • Business goals: • These 10 ambitious goals are derived from our long-term key strategic priorities, and were launched in our Love Every Drop Manifesto in October 2010. • Key strategic priorities 2010–2035: • Increase the resilience of our water and wastewater services. • Secure and conserve water resources. • Plan and invest for growth in our region. • Improve the environment in our region. • Mitigate and adapt to climate change impacts. • Improve our efficiency and flexibility. • Meet the needs of our customers and keep bills at current affordability.

  4. Creating a Roadmap to Drive the Innovation Strategy

  5. Building on our Innovation Success A journey - broadening our innovation capability Involving our Customers Benefits from Innovation Engaging our Workforce Core Innovation Programme Time AMP 5 AMP 6

  6. Innovation in Capital Delivery • Prior to preparing our business plan, Anglian Water undertook our largest ever customer consultation • The AMP6 Sourcing strategy has been developed in line with the resulting customer outcomes • All elements of the sourcing process and contract models have aligned to selecting partners who will deliver these outcomes • To meet our collaborative vision we have set the longest contract term ever in our industry – 15 years

  7. Benefits • Supplier benefits • Fresh business opportunities • Building new relationships and collaboration • Wealth creation in the Anglian region • Greater visibility of AW challenges & drivers • Anglian Water benefits • Delivering efficiencies, serviceability and environmental benefits • for customers • Open collaboration • Creating a culture of innovation • Enhancing reputation of innovation within the industry

  8. Totex – Balancing our Effort Optimise Operation Build New Asset Upgrade Asset Maintain Asset

  9. Engaging our Workforce

  10. Present specific challenges to people Crowd sourcing approach Engaging the Crowd Crowd Leaders Experts • AW staff • External people • Experience & • knowledge • - Specific roles • Recognition & Reward • Communication • Promotion of scheme • Support • Inspiration • Everyone • Certain communities • Self managing • Let ideas develop • Voting • Highlight best ideas

  11. Driving Innovation through the Supply Chain

  12. Drive innovation into the water industry through the supply chain to make the water industry more sustainable Partnership with Opportunity Peterborough Delivery of capital and operational efficiencies Service improvements Sustainability and environmental impact Water Innovation Network (WIN)

  13. Trial Idea/Innovative Solution The Water Innovation Network Supplier Dragon Den YES Telephone contact, meeting, info request YES WIN Steering Group NO NO YES Rejection with explanation Exploit NO Presentation to SG Open Innovation

  14. WIN - Data • Engagement with over 500 external companies, research institutions, investors etc • Over 300submissions received from across the world • > 11 ideas exploited • 6 ideas in trial

  15. Case Studies Royal Haskoning, Distributed Temperature Sensing technology • Scheme with DG5 properties with suspected infiltration • Infiltration and illegal connection detection • 37% benefits over traditional methods of identifying infiltration • Estimated predicted savings of 20% of scheme value, reduced storage requirements for the scheme

  16. Halve our embodied carbon in new assets we build by 2015 from a 2010 baseline Reduce our operational carbon emissions by 10% in real terms by 2015 from 2010 baseline

  17. The Carbon Challenge

  18. Innovation in our supply chain – The carbon Challenge Conventional in-situ reinforced concrete Structured plastic with conventional bedding 34% cost saving 39% reduction in embodied carbon Precast concrete 28% cost saving 19% reduction in embodied carbon (50% reduction with cement replacement) Structured plastic in curved trench 38% cost saving 50% reduction in embodied carbon

  19. What happened? : REDUCED CARBON - REDUCED COST

  20. Joining up the Value Chain

  21. Data Management – A Real Opportunity

  22. Key Stakeholders Operations Customers Asset Management Telemetry OMC Metering Energy Water Quality

  23. Smart Networks Architecture 6Asset Intervention So what does it all mean and what are we going to do about it then? ILPM, Asset + • Data eg. consumption, cost, asset, weather, soil, DI • Display – eg. IRIS, ILPM, SAP, BO reports, spread sheets Tough books, Smart Meters, Alarms, PREMIS MM3P, Microwave, Bluetooth, analogue white space, GPRS Smart Meters, Miser, PREMIS, characterisers, PRV / pump controllers, loggers, radar People, WTW, Pipes, Pumps, Reservoirs, Fittings, DMA Meters, Domestic Meters,

  24. Innovative solutions we are working on

  25. Conclusions • How do we innovate in a Totex World? • Enhancing our existing assets • Introducing Water Footprinting • Aspirational Goals • Long Term Relationships • Learn from other Industries • Open Innovation

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