Collaborative AWARDS About the Awards Programme

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2 About the s Programme 2015 marks the 25th Anniversary of the ICW community, during which time the germ of an idea has grown from strength to strength. Since its inception in 1990 the Institute (formally Partnership Sourcing Limited- PSL) has focused on the identification and dissemination of good practice in the field of Collaborative Working. The publication of the world s first national standard for collaborative working, BS 11000, has created a benchmark for both Government and Industry. Certification to the Standard is a notable accolade which many organisations have achieved and to which many more aspire. The Institute continues to support the standard as it progresses towards becoming an International standard: ISO As part of the ongoing drive for Collaborative Working to be recognised as a fundamental business discipline, the Institute has expanded the approach to Collaborative Working capability development through an individual membership scheme and a growing portfolio of training offerings including the launch of an MSc module in Collaborative Leadership. As these initiatives move forward, the Institute has been able to witness and evaluate many examples of collaborative excellence. These include individual organisations that have been pathfinders, for industrial collaborative relationships where partners have fully realised the benefits of working together and individuals who have been innovators/evangelists for Collaborative working. The Institute believes that there should be further recognition for these outstanding performances. We have therefore launched this year as part of our 25th anniversary, the Collaborative Working s Programme, which we fully expect to become an annual event for us all to recognise and celebrate excellence. The British Standards Institution (BSI) has been working alongside the Institute since We are delighted that this year BSI is jointly sponsoring the s with the Institute and providing professional support for the evaluation and recommendations. We are especially pleased that the awards process attracted 64 nominations across the 7 categories. ICW commends all these organisations for the quality of their submissions, which made the task of evaluating, short-listing and the final selection of winners very challenging. We congratulate all those who submitted and hope that whilst there can only be one winner for each category, they will all take pride in their efforts and look towards next year s awards. Les Pyle CEO and David Hawkins Operations Director, ICW 2

3 The Judges Our special thanks to the Judges who gave up their valuable time to review and evaluate the short listed nominations and for their impartial assessments in selecting the winners, which will be announced at the House of Lords on the 26th November Lord David Evans of Watford Chairman of the Institute for Collaborative Working Frank Lee BSI Director for Risk and Resilience Dr Mehmet Chakkol WBS Assistant Professor of Operations Management, Warwick University The Categories Collaborative Pathfinder: For an Organisation that has shown both leadership and innovation in promoting and harnessing collaborative working approaches within its sector. Public/Private Sector: For an outstanding Public Private Partnership relationship that has demonstrated exceptional performance and benefits realisation through the effective use of collaboration. Industry-to-industry: For Collaboration between two or more industry partners representing an outstanding relationship that demonstrably highlights the benefits of collaboration. Collaborative Skills Development: For an Organisation that has implemented development and training to build collaborative skills as part of its people development. Small and Medium Enterprise: For the smaller Organisation that has taken up the challenge to embed collaboration and thus promote the benefits of collaborative for all sizes of company. Collaborative Individual: For an individual that has shown leadership and innovation in the development of collaborative working approaches. Innovative Collaboration: Recognising innovative approaches to collaborative working, within Public / Private sectors or Academia, demonstrated by either an individual or Organisation. 3

4 Collaborative Pathfinder - The Short List Collaborative Pathfinder Costain/Skanska 360 NATS Connect Plus This award recognises collaboration between organisations that have shown both leadership and innovation in promoting and harnessing collaborative working. The Costain Skanska JV (CSJV) has worked collaboratively on 18 significant road and rail infrastructure development projects since CSJV are collaborating with Crossrail to deliver C360, a section of the 14.8bn Crossrail project. C360 consists of two independent intervention/smoke extraction shafts with associated head houses and enabling works. The work is complex, and is underpinned by the principles of BS11000 to manage interdependent relationships and capacity, focus expertise, promote efficiency and reduce waste. We have seen satisfaction benefits when engaging with local people and cost reductions with our suppliers. BS11000 is a key component of our JV approach and identity. NATS identified the need to broaden existing strong partnerships and forge new relationships with other key industry players through collaboration to combine respective capabilities, assets, and networks to jointly develop innovative solutions. BS11000 principles were applied to focus on aligning business objectives, establishing a platform of knowledge and evaluating how to collaborate. These strategic relationships support both delivery of a major technology transformation programme, through a multi-partner collaborative approach to reduce business costs and improve efficiency for customers. Connect Plus M25 has used its 30 year contract for the maintenance and operation of the M25 to attract the best suppliers and develop good quality collaborative relationships on a long term basis. The parties involved include Connect Plus, Temporal Consulting, Connect Plus Services, Aggregate Industries, Balfour Beatty, BAM Nuttall, Jackson Civil Engineering, Lafarge Tarmac, Osborne, Skanska, Volker Fitzpatrick and Highways England. They created a Sustainable Business Culture Model (the Model) to deliver circa 50m of Renewals Work annually to meet its asset management obligations to

5 Public/Private Sector - The Short List Public/Private Sector Bam Nuttall Bluelightworks Network Rail For an outstanding Public Private Partnership relationship that has demonstrated exceptional performance and benefits realisation through the effective use of collaboration. BAM Nuttall (BAM) was awarded a place on the Structures and Tunnels Investment Portfolio (STIP) Framework working directly with Transport for London (TfL) on three projects: Chiswick Bridge, Fore Street Tunnel and Woodlands Retaining Wall. BAM, TfL and the designers were co-located in one office, together they developed a Vision, Mission and Values statement which set out the agreed aims and objectives of all partners. The relationship between BAM Nuttall and TfL which engendered real trust, gave the team confidence in developing equitable solutions when dealing with risk. The Home Office contract for the provision of Evidence Based Decision Support, branded Bluelightworks, provides impartial evidenced based advice to Police Forces, Criminal Justice System and Home Office. Bluelightworks is working to the principles of BS11000 as a collaborative programme with a consortium of over 100 partners comprising major industry, SMEs and academia. This unique mix of capabilities enables Bluelightworks to provide customers with high quality, cost effective outputs across a range of operational, technical and business challenges. The collaborative engagement model that enables customers and industry to work closely together for mutual benefit. Both customers and partners are represented on the Bluelightworks Partnership Board that provides strategic direction to the programme and has delivered projects that have identified significant savings and operational benefits such as, Collaborative Law Enforcement Procurement and ICT Procurement rationalisation, identifying savings in 100s millions. The Reading Station Area Redevelopment Track Team included Carillion, Balfour Beatty, Siemens, Lundy and Network Rail. The project strategy was based on collaboration with the supply chain and was absolutely critical for the redevelopment to be successful. The local Network Rail team has been the driver to encourage relationships of this nature with all contractors. The track Team being the most successful collaboration between Network Rail. The success and health of the project and the relationships between all contractors and Network Rail has been encouraged and maintained. After successful delivery of major stages they jointly celebrated the successes of the whole team, including operatives, sub contracts and suppliers and the internal Network Rail supply chain. 5

6 Industry-to-industry - The Short List Industry-to- Industry Connect Plus M25 NATS Staffordshire Alliance For Collaboration between two or more industry partners representing an outstanding relationship that demonstrably highlights the benefits of collaboration. Connect Plus recognised that to create high performance teams and overcome the complexities and challenges of working on the M25 road network they had to operate differently and change the traditional adversarial ways of working. Having procured a supply chain that demonstrated the capacity to change and a willingness to work collaboratively they set about working with the community to create a collaborative environment which was based on fairness, value and efficiency. Stratus is the foundation for NATS future technology transformation programme to meet the requirements of the European Single Sky initiative and combines the partners respective strengths with NATS expertise in Air Traffic Management. Both partners have demonstrated a strong performance track record and exemplary behaviours to inspire the high degree of trust necessary for success in this ground-breaking collaboration. NATS brought together two competing global technology companies to deliver a safety critical infrastructure hosting platform Stratus. Lockheed Martin and Indra, were selected to work together to design, build, transition and service manage the platform. The partners have committed to delivering value for money across the whole life of the platform (10-15 years) placing collaboration at the heart of the project, ensuring behaviours are aligned on a best for project basis. The Staffordshire Alliance is a partnership of Atkins, Laing O Rourke, Network Rail and Volkerrail, established in 2013 to deliver the Stafford Area Improvements Programme. As part of this programme the Alliance is constructing a new flyover junction and six miles of new railway in Staffordshire. The Bridge 5A completed June 2015 required close collaborative working as it was built over the existing Stafford-Crewe line while trains ran minimising disruption for passengers. Working collaboratively they have delivered on time ensuring the demanding timeframe to complete the section one year ahead of schedule and deliver benefits for rail passengers, road users, the local community and the economy. 6

7 Collaborative Skills Development - The Short List Collaborative Skills Development WMG Boeing & MoD Connect Plus For an Organisation that has implemented development and training to build collaborative skills as part of its people development. Effective leadership is a critical aspect of harnessing collaborative strategies. The development of higher education skills programmes in support of Collaborative Leadership represents a major realisation for many organisations. The complexity of a collaborative strategy reaches beyond the traditional concepts of Leadership because of the need to work through influence across organisational boundaries. The creation of the Collaborative Leadership MSc module is a world first. This programme has been a unique collaboration between the ICW and academia (WMG, University of Warwick) to blend together practical industry based approaches with the benefits of academic research and organisational development approaches. The intent of the MOD Boeing ten-year partnership is to initially drive down support costs and improve the availability of essential information to support vital defence logistics activities by enhancing logistic and engineering information for better decision making and act as a single accountable point of delivery to 100,000 users across the globe. The programme of people development activities includes, a joint ambassador network focused on value creation, continuous improvement and innovation projects. The joint framework recognises the maturity and contribution of individual ambassadors against three maturity levels. Monthly training and awareness sessions in areas such as Risk, Issue and Opportunity (RIO) management and LEAN/continuous improvement techniques. In 2012 Connect Plus adopted a Sustainable Business Culture Model (the Model) to deliver circa 50m of renewal works annually and 75m of Improvements schemes. They recognised the way they wanted to work was not an industry norm and invested in creating something different. They appointed a relationship management expert to assist in the development and maintenance of a sustainable collaborative culture. To create the difference they invested in developing skills in a number of key areas including Leadership development, Accredited Framework Facilitators, Relationship Management training for functions, Collaborative Forums to take forward innovation and deal with Hot Topics and Community inductions focussing on how we work. Since 2012 over 40% of the community have been trained in Relationship Management. 7

8 Small and Medium Enterprise Small & Medium Enterprise - The Short List Furrer & Frey RT Infrastructure Solutions Recognising the smaller Organisation that has taken up the challenge to embed collaboration and thus promote the benefits of collaborative for all sizes of company. Furrer & Frey as engineering designers on the Crossrail Anglia project we have achieved an estimated 14.7m saving on construction costs by actively collaborating with our design supply chain (OLE LTD), clients (ATKINS / COSTAIN) construction team (Keltbray) and the sponsor (Network Rail) to create bespoke, value for money design solutions that has facilitated construction that uses less time, materials and heavy machinery than ever before. It is safer too. This has all been achieved through a backdrop of shorter construction times, tight design deadlines while keeping train journey disruption to a minimum. As one of the first SMEs to achieve BS11000 we are actively using the knowledge and behaviours from it to educate our partners. By fully immersing ourselves in this collaboration we feel the delivery team was fully able to appreciate what all parties were aiming to achieve and to participate in a design solution that was innovative, fit for purpose and meeting sponsor expectations. Collaboration has overcome risks by openly discussing and been able to manage them. Our role on the project has evolved into being the collaborative glue that creates an innovation ripple effect throughout the project, despite only being a very tiny part of an overall much bigger mega project. RT Infrastructure Solutions was the first SME to achieve BS recognising that to deliver value we need to engage collaboratively with our customers. The company that focuses on engineering and training within the Rail industry with the support of our sister training company RT Training Solutions. They supply a workforce and or other solutions to the majority of major Railway contractors, including leading names such as Atkins Rail, Network Rail, Babcock Rail, Balfour Beatty Rail, BAM Nuttall, Carillion Rail, Colas Rail, Amey Rail, Kier Rail, Siemens, DB Schenker, Bombardier, Buckingham Group, Dyer & Butler, Kent PHK, Volker Fitzpatrick, Giffen Group, Keltbray, MGB and Chiltern Railways. By understanding the demands on our customers to achieve value and therefore offer a collaborative and flexible approach that ensures that the most competitive and contractually realistic solution is achieved for all. 8

9 Collaborative Individual - The Short List Collaborative Individual David Sanders, Costain Jeremy Campbell, EMCOR UK Stephen Blakey, Network Rail For an individual that has shown leadership and innovation in the development of collaborative working approaches. David s passion for collaboration has enabled him to make BS11000 accessible and drive true value out of collaboration by developing and sharing a set of simple tools that make it straightforward, accessible and a part of how you work. David practices what he preaches, coaching and training not only Costain staff but a wide range of supply chain and customer representatives to become, variously, SERs, process experts, fellow coaches and JMT team members including helping one Costain supplier to gain BS11000 certification. David s principle of select what you need first approach encourages teams to embrace collaboration and BS11000 by enabling newcomers to initially select the collaborative best practices most useful to them, with many teams progressing to enter full BS11000 relationships. He has helped customers with relationships at different stages. and devised a BS11000 training module for the Costain Supply Chain Academy for SMEs. Jeremy Campbell has been engaged in EMCOR s collaborative journey since its inception in Initially as part of the first delegates to attend the bespoke EMCOR Cranfield KAM (Key Account Management) programme, Jeremy has continued to develop his expertise in this area, and is now one of the leading proponents in the FM sector on business collaboration. He has also been involved from the inception of BS1000 working alongside BSi in the very first certification exercises as one of the first 5 pilots. He has taken the lead expert role on KAM and BS11000 alignment, developed and written the necessary frameworks and policies to underpin EMCOR s collaborative platform, delivering internal training and workshops and supported a further 5 EMCOR key accounts in achieving BS11000 status and used the principles to secure new business growth. Throughout the last 4 years Stephen Blakey has developed and provided leadership to the Commercial Directors Forum (CDF) to be a crucible of thought leadership and change, that has introduced a number of significant improvements that are both recognised and actively promoted as best practice by the supply chain, including reducing payment terms through the development of the Rail Fair Payment Charter, removal of retentions, the development of a Rail Sustainability Charter, promoting cross industry drive to achieve BS certification to create a common strategic framework. Stephen s leadership, commitment and unwavering belief in the power of collective endeavour which has commenced a collaborative culture change across the industry. 9

10 Collaborative Innovation - The Short List Collaborative Innovation Guide Dogs WMG EMCOR UK Recognising innovative approaches to collaborative working, within Public / Private sectors or Academia, demonstrated by either an individual or Organisation. Cities Unlocked Project: Getting around cities is a nerve-wracking experience for many people, especially those with sight loss. Guide Dogs and Microsoft joined forces to improve mobility and navigation for people with sight loss. Working together with commercial and public sector partners, using a holistic approach to identifying the challenges that urban environments pose, creating a technology demonstrator that augments reality with discreet directional soundscapes to provide a richer, deeper experience. A bespoke app has also been developed which gives the user real-time information about where they are, what s around them and transport timetabling. Cities Unlocked has proved that soundbased technology has the potential to transform the lives of thousands of people with sight loss and, in time and with continued collaboration, could change the way we all experience cities. The nature of the ICW/WMG, University of Warwick s Collaborative Leadership MSc module demonstrates an innovative approach in terms of recognition of the subject and the establishment of a world first in academic environments. Whilst the benefits of collaboration have been recognised in a number of leadership programmes this is the first of its kind to specifically address the key issues. The complexities of a collaborative working relationship the role of executive sponsorship and leadership is critical to successful outcomes. Creating a fully supported four and half day MSc module from scratch, which addresses the needs of developing collaborative leadership skills within the context of an academic environment, has required a collaborative approach which bridges both practical industry application and academic rigor. In 2008, EMCOR UK embarked upon a sector-leading Key Account Management development programme, in conjunction with Cranfield School of Management, to assist in customer retention and account growth. A total of over 175 key account directors/managers and senior functional support staff has now completed the Cranfield programme with approximately 40% of the training being delivered by previous EMCOR delegates. EMCOR uses the BS11000 framework to underpin its use of KAM as a business tool supported by the standard including maturity of KAM application, enhanced relationship risk management. To date the KAMs approach has enabled a further 5 major accounts to achieve BS11000 certification AWE, BAE, Dept of Health, NATS, UCB. Cranfield has described the tools and methodologies developed by EMCOR as world class key account management. The relationship-focused KAM model has proven to be such a vital tool, that it is now used in all EMCOR training programmes across the business, and is used extensively in the recruitment and development process. 10

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