Esh-Stantec AMP6 Annual Year One

Esh-MWH AMP6 Annual CUSTOMER FOCUSED

RESULTS DRIVEN

ETHICAL

Year One (October 2015 – October 2016)

CREATIVE

ONE TEAM

Introduction

Esh-MWH AMP 6 Annual – Year 1 L

aunched in October 2015, Northumbrian Water’s 5+5 year Water and Wastewater Infrastructure design and build Framework will deliver short-term flood damage mitigation to significant long-term, large-scale capital projects designed to improve overall asset infrastructure. To support Northumbrian Water in delivering this programme, Esh Construction and MWH formed a Joint Venture company named Esh-MWH. The Esh-MWH AMP 6 Annual aims to highlight the efforts and achievements of the team, during our first year of operation. Since the formation of the Esh-MWH Joint Venture, we’ve embedded Northumbrian Water’s Key vision and values into our operations, demonstrating that we’re committed to being Customer Focused, Results Driven, Ethical and Creative, working together as One Team.

Over the last 12 months we’ve developed a customer centric and truly collaborative operating model with our Framework supply partners, collectively called Run2. This ensures that we always put our customers first and that they’re at the heart of every project that we deliver.

During the first year of AMP 6, notable achievements include the development and implementation of the Customer Engagement Tool (CET). The (CET) has enabled us to collaboratively manage, measure and improve customer relationships and meet customer needs through a standardised and graphical approach. This has resulted in strong customer satisfaction scores.

We’ve contributed to the Run2 framework leadership by chairing the Health, Safety and Environment Forum which has helped Northumbrian Water to implement its vision of a ‘Zero Harm’ culture across Runway 2. We’ve developed a clear Health & Safety Policy, Leadership Commitments & KPIs that will drive continuous improvement. We’ve also brought design and construction more closely together, by implementing joint stand down sessions, senior site tours and structured designer site visits, which has allowed us to collaboratively work together as one team.

We were also recognised at Northumbrian Water’s internal Going the Extra Mile (GEM) Awards. Esh-MWH were finalists in seven of the eight categories and winners in four, highlighting the hard work and commitment of the delivery team across the programme. The Fellgate project, which successfully encompasses holistic, sustainable solutions, partnership funding, and wider community benefits was also recognised in many industry awards.

Community engagement has been at the heart of our delivery, and successfully aligned to the communities in which we work. During our first year of operation we’ve exceeded our KPI targets and started to develop some exciting new programmes and initiatives across the Esh-MWH Joint Venture.

We will continue to work together as one team with Northumbrian Water, embedding their core values into our operations throughout AMP 6 and beyond. Together, we’ve created an environment of collaboration, continuous improvement and behaviour that should make us proud and excited about the years ahead.

PAGE 2

Contents Esh-MWH Structure Chart

4

Health, Safety & Wellbeing

6

Customer

8

Schemes

12

One Team

18

People Development Awards

24

WaterAid

27

Community Legacy

22

31

34

PAGE 3

Esh-MWH Structure Chart Joint Steering Board MWH Executive in Charge Geoff Chapman

Esh Construction Executive in Charge Stephen Wilkie

Operational Management Team Commercial/Planning

Estimator Andrew Waddell

Quantity Surveying Managing Quantity Surveyor Martin Dixon Quantity Surveyors Olivia Tilley Steve Simmonds Lyndsey Boagey Andrew Fenwick Craig Urwin James Clark Kyler McLloughlin Isabelle Hewitt Ryan Bennett

Framework Coordinator Francesca Madden

PAGE 4

Framework Manager David Pratt

Commercial Manager Brian Bainbridge

Planner Neil Meldrum

Commercial Support Peter Dibben

Design Programme Manager Ben Clark

Integrated I+D/Delivery Team Design Lead Designer/PM Chris McLarnon Paul Joyce Matt Rhodes Gareth Davies John Johnson Ed Brown Craig Stephenson PM Support Hannah Atkinson

Modelling Senior Engineer Andy Chiu Jamie Broadway Paul Moore Gina Lewis Jason Heppenstall Project Engineer/ Technician David Calder Adrian Askew Ewan Miller Fritha Bevan-McCrimmon Jon Winlow Dan Morris Sam Nelson Katherine Leishman

Construction & Design Collaboration Manager Julian Curtis

Third Party Co-ordinator Chris Welch

Lead Designer George Hare Gwen Rhodes Senior Modeller Andy Tweddle Graham Moralee Mark Cramman Akshay Bhokare Modeller Steve Lawson Matthew Foster Robyne Lowes Luke Roberts Mitchell Pyle Aaron Oakes John Hogg Yugandhara Kurlekar Anjum Shaikh Vidhya Munusamy GouriShankar Adhikari Keerthana Shivalingaswamy

Customer Care Team Christine Taylor/ Tony Birkett

Health, Safety & Environment Health & Safety Manager William Stobbs

Health & Safety Manager Chris Sutton

Health & Safety Advisor Martin Law

Health & Safety Advisor Phil Ross

Construction Programme Manager Jonathan Chambers

Delivery Contracts Managers Mark Whaley Alan Croft Mark Nicholson David Player

Site Teams

Dave Eden Mark Robinson

Engineers: Adam Saunders Craig Whitfield Greg Patterson Doug Stuart Adam Richards Jordan Ricahards Jake Louth

Programme Delivery Manager (Including Runway 1) Norman Barnett Mitigation & Planned Maintenance Manager Graeme Hall Rehab Supervisor Richard Natress

Mitigation Supervisor Keith Kirk

Pre Scheme Works Ash Mckenna

Runway 1 Team

Agents/Project Managers: Dave Falkingham John Cartwright Paul Jones Ralph Dunn Scott Jackson Simon Bright Steve Bennison Steve Boyd Stuart Dunn

Planned Maintenance and Property Level Protection Team

PAGE 5

Health, Safety & Wellbeing Our Belief We believe that EVERYONE who is affected by our Joint Venture activities has the right to remain safe.

This includes: ■

ALL employees

■

Our supply chain partners

■

The local communities in which we work

Our Aim

Our Culture

We aim to achieve the highest health, safety and wellbeing standards by implementing effective systems and processes, raising awareness and encouraging behavioural change, with a strong focus on employee engagement.

Our culture has been created through the shared values and beliefs that Health & Safety is: ■

Everyone’s concern

■

Everyone’s aim

■

Everyone’s responsibility

Collaborative Working D

uring the first year of AMP 6, Esh-MWH has worked collaboratively with Northumbrian Water to promote the NWG Health, Safety & Environmental Framework Forum.

Chaired by Chris Sutton, the NWG Health, Safety & Environment Forum plays a leading NWG Healt h, Safety & Environme role in the successful delivery of Northumbrian Framework ntal Forum Cha rter Water’s visions, values and way, by adopting a productive and Our Purpos e Our Beliefs To play a lea collaborative ding role in the successful del • That we all ivery of NWG’s have the right Vision, Values to go home and unharmed eve approach to Way, by adoptin a proactive andllbein ry day g tive g d We collabora • That all har Safetyappan h, roach to Health alt m is preventab He JV H , Saf MW le Health, Safety & ety and Esh Environment.

• That by wo rking together Intent we can make positive differe a nce to our hea Policy Statement of Environment. lth , safety & environmenta l perfor

We believe that a collaborative approach to Health, Safety & Environment will benefit the Esh-MWH Joint Venture, Northumbrian Water and ALL Framework partners through the sharing of best practice.

our joint people affected by partners and those onment at risk”. le, our supply chain le, property or the envir to keeping all our peop rtant that we put peop impo “We are committed so is do we Nothing that by: venture activities safe. er this commitment

t Venture will deliv

The Esh - MWH Join

mance That we can car ry out our wo rk without harming the environment and where possible to enh ance the local environment

Our Plan

ent

& Managem Visible Leadership • • • • •

. mance • To eing perfor dev elop a co-ord . , Safety and Wellb ually improving Health ina continual improvement ted approach wh the s to drive g commitment to contin culture through effective leadership. ptio and targetado ich seeks out g that n ng Actively demonstratin ofthat nothin Wellbeing bes Venture objectives t pra Health, Safety and ctice and promotes mme against Joint through the understandi Creating a positive safe at work and review progra • and y ring To health monito are gh set chain , measure and Maintaining a thorou , partners and supply risk. people at rev es our nment iew key perfor servic where or the enviro delwater Creating a culture nable water and waste iver measurab ma put people, property sustai we nce targets tha of that ion ant provis le benefits in the we do is so import t will to be the national leader vision s • NWG’ Sharing lea Supporting

rning, knowle dge, ideas, exp which promo eriences and te the highes best practices, t standards of Health, Saf ety Communicatout a task or tasks safely. e with all sta carry to & Environme aken g is undert keholders by ntal performa s. instruction and trainin throug ement Appointm ation, requir h inform the eing the ing nce effective collec Wellbe promotion of and Wellb able Health, Safety nt Health, Safety and releva reason our commitme all all tion that meet ng to and Ensuri available • sharing of info nts ent resources are suffici that rm ng atio Ensuri • n •

le ent of Competent Peop

requirements. with legal and other eding Compliance or exceeds compliance sector. eing which meets in the relevant that at , Safety and Wellb ed standards and mance against others t standards of Health Joint Venture requir and Wellbeing perfor the Achieving the highes r Safety , delive Health tently ies consis comparing Benchmarking and that ensure our activit sses and procedures Implementing proce of NWG least match those

Achieving and Exce • • •

lled

are contro ensure those risks agement s and practices that and implement system could cause harm sing the risks that process.

Identifying and asses our risk management e solutions within servic and ed. ct and manag all our produ les of prevention in Adopting the princip

Effective Risk Man • •

ions. and healthy condit eing. achievement of safe , Safety and Wellb in the promotion and s relating to Health re. engaging our people Venture in all matter hout the Joint Ventu ne within the Joint Fully consulting and and Wellbeing throug participation of everyo ance of Health, Safety Encouraging the full unicating the import comm ively effect Consistently and

Engagement • • •

This policy supports

PAGE 6

•

Geoff Chapman (of

MWH UK)

Catherine Schefer

(of MWH UK)

the commitments and

requirements within

John Davies (of Esh

Construction)

Steve Wilkie (of Esh

ESH Construction

Construction)

of Last Review ny Policies Date

and MWH UK Compa

October 2015

Health, Safety & Wellbeing

Continuous Improvement A

t Esh-MWH, striving for continuous improvements is at the forefront of everything we do. Heavily supported by our internal Health, Safety, Environment and Quality (HSEQ) departments, the HSEQ team’s primary function is to advise site teams on any issues that arise prior to works commencing as well as during the works.

D

SAFETY ALERT Date: 10.11.2016

CUSTOMER FOCUSED

RESULTS DRIVEN

ETHICAL

CREATIVE

ONE TEAM

Burst to an exisiting rising main at Wapping Burn

orthumbrian Water experienced a burst to an existing rising main at Wapping Burn, Peterlee. Following the issue, Esh-MWH were commissioned on behalf of Northumbrian Water to Design and Construct a temporary solution.

N

This involved the installation of approximately 92metres of 500mm diameter ductile iron pipework complete with associated valves.

Upon pressure testing the new rising main at pproximately 15bar it was realised that the joint under the bonnet housing of the gate-valve was leaking. We notified the manufacturer who in turn organised an engineer to call to site and investigate the issue. It was discovered that the bolts on the bonnet were not tightened to the correct torque.

This was rectified by the engineer and the rising main was then re-pressurised up to the 16Bar test requirement. The test passed successfully.

Consideration should be given to the installation of pipe runs and their components ,with visual checks and reference to manufacturer’s guidance for the relevant pressure testing levels.

Prior to accepting any valves on site, please ensure that the necessary quality checks have been undertaken by the manufacturer.

uring the first year of AMP 6, a combined total of 165 site inspections have been carried out by our internal HSEQ advisors. Any issues have been used as a learning curve with improvements implemented at the earliest opportunity.

The target for every project that we deliver is zero accidents. To prevent accidents it’s important that all near miss incidents are reported. Esh-MWH encourages several methods of near miss reporting including the use of Stay Safe cards and specific Near Miss reporting forms.

We’ve also created a specific ‘Esh-MWH Safety Alert’ template, which is circulated through our internal communications, ensuring that everyone is aware of potential hazards and sharing best practice.

As further testament to the hard work of our delivery teams, in 2016 we achieved a score of 100% for an independent audit carried out by Achilles.

Our target is

Zero Accidents

Positive Reinforcement W

e acknowledge employees for adhering to safe practices and we use this as a powerful form of positive reinforcement. We reward our employees in numerous ways including cash incentives, as well as our internal HSE Awards.

100% 165 Site

Achilles Score

inspections

PAGE 7

Customer

Leading The Way O

ver the last 12 months we’ve adopted a customer centric and truly collaborative operating model with our Framework supply partners, called Run2, which ensures that our people, customers and staff are always put first and at the heart of every project that we deliver.

Christine Taylor, Customer Service Manager for Esh-MWH, has been leading the way in our approach to Customer Service by heading the Shared Service - a working group of key people from each organisation within the Run2 Framework.

Each organisation has aligned their visions and values so that the Shared Service can work together collaboratively to deliver industry-leading customer service during AMP 6 and beyond.

“For the last 12 months, our delivery teams on the ground have helped me to deliver an unrivalled service to every one of our customers and the communities in which we work. We have a fantastic team of people who are passionate about delivering great customer service, exceeding expectations and going above and beyond their duty of care.”

Christine Taylor, Customer Service Manager

PAGE 8

Customer

Customer Engagement Tool (CET) W

e’ve developed the Customer Engagement Tool (CET), in order to be able to collaboratively manage, measure and improve customer relationships and meet customer needs, by considering how it can minimise the impact of its actions from planning to construction and beyond.

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RN AVEN

49

NUE ND AVE GOA THLA

Shelter

92





72

2 PL AC E

75

55



23

21

25

104

53.9m 





45 47



GR OV E

74

NB UR Y





   

32

H

use e Ho  Oriol

55.5m 





 

AVENUE









Ward Bdy

ND GOATHLA





65









118







LAMBOU



4

EISH



27







AVENUE

13

13

2 

 



6





LB 



GLA DS TO

 





 



53.3m

Surface Water Manhole Combined Manhole Foul Sewer Surface Water Sewer 52.7m Combined Sewer Abandoned Foul Sewer Cemetery House Abandoned Surface Water Sewer Abandoned Combined War Sewer d Bdy PCs VE Rising Main H GRO ASHLEIG Culverted Watercourse Shelter NewSewer  Access Arrow

*

31

LE IG



59.6m

TCB ND GOATHLA

9

6 

20







19









60.2m

23



 







55.2m

*

TCB

War Memorial





 





16 1 to





20

 



Legend



53.6m A SH



NDH LY

55.8m

Cemetery 41523314/01/GIS5002

BM 53.2 5m

 



  













 







TCB

1





16











41 43

13



5













51.5m





12 GLADSTONBURY PLACE











16











10



 



16

77

 

39









PLACE ONBURY GLADST

54.9m

BM 56.18m ew's tholom St Bar Church



18 to 28







VE RD GRO

 



Walk







ELMSFO









49

VE RD GRO

VE D GRO

 







ELMSFO

ELMSFOR



2





31

23

 



31 32



30 to 40



 

58.2m



56.4m 17

13

UE  EN E AV

EB GL

1

52.7m



CE

21



7

    



FB









CLOSE





VE RD GRO

Bowes



  

59

5















ELMSFO

El Sub Sta

  





 

BM 53.54m

  



 

  



  

51.2m H PLA DENBEIG



1 to 6

7 to 12 











33





PLACE



 







17

15 16

MEADOW



19







55.8m





13











RT







WIDNES



 

2 10

E

LB



N COU ROSEDE















N D GREE RINGWOO

   



 S WAY THE BYE



2









30

13



5



14





NDWAY



THE ROU



22

UE

25 26

9 10

7 8





17



28

AVEN HAILSHAM



15





5 6 

AY DW

11

OUN







PLAC DEERBOLT

14

12



 





m

3 4





Hall



12 to 2

24 to 14





5

ER TH

21









11

53.6m AVENUE N LAMBOUR

N D GREE RINGWOO 



 





BM 53.06 20



13 







27



30

  



K



PLACE





52





MEADOW CLOSE

36

20 18







38 to 48

















 

50 to 66

2

GROVE ATFIELD WHE 50.9m











RADSTOC

5

7



Stang Walk



53.9m



FB



13

2







*

Centre



 

12



91

E

4

1

59

49





m



 



 

Percy Hedley

Percy Hedley School





73

47

37

 

85

NU  D AVE





83

50.9m 

 





2

  



ASHDOWN CLOSE

BM 52.24

52.1m

52.1m E

LAN GOATH

146 144

52.1m















16

 

120

126



 51.5m

PLAC TETFORD

N WAY ASHDOW



128 134

136

2

 

55.2m











8

  





78

Farm





 

27

 



Alford Green



142

BM 53.6m  53.84m 

Balliol College

5



53.3m



  

 

CE



 







57.3m







m







68 to

PLA STOKE









53.2m







25

T



BM 53.40

ROAD



57 59 

   

m 

GLENFIELD

52.7m

 



52.7m 50.9m

99

89



NUE ND AVE  MBERLA NORTHU



53.9m





53.0m

77

55 49

 50.50 BM

ENT



 

87



21

  

2



ESC IDGE CR



17



ESCEN



13





GE CR



BASING

EDENBR

RID EDENB

 



14



 UE

AVEN VICTORIA

 

2

2 Braemar 14

16



 

24

11

1



  



24 14



25

NT Y CRESCE

*

26

TENBUR



Path

BM 55.72m

20

LB

Sorting Office  

54.9m

MP 0.75

32

E

Posts

28



22

18

12a 12

2

3

CONN

Posts E N PLAC

Path

 

 

CLIFTON TERRAC



Posts

COLSTO

1



58.2m

ENS  AUGHTGARD

 

7



19

17

13

2

4 14

Ward Bdy

54.9m

El Sub Sta



  Posts

The Fusilier (PH) School Car Park

 

ALBANY AVENUE

*



*





22

4 

1



VE RO

41

2

52 48 54 50

NUE LE AVE ALLANDA

12

G

LM O NH LY

1

26







AVENUE

El Sub Sta



   CLYDEDALE AVENUE



ALE CLYDED

Ward Bdy

BM 54.74m

Longbenton Community College







37



 



 57.3m  CAMBRIDGE AVENUE  



35

Cambridge Avenue

8

14 Ward Bdy



13

TCBs 

Quorum Business Park

44 42

2

54.6m

*

Combined Sewer Foul Sewer Surface Water Sewer Rising Main Culverted Watercourse Outfall



99 101

2 14





103 105



Legend







Springfield

Tennis Courts

56.4m

BM57.08m

*

tch e Le

2



4

Th

AVONDALE AVENUE 

25

Benton Dene Primary School 



43 45





4



 

36



13









  

SN

GL



PJ



1:1500





JUL 16 





 









 







 

 













 



  





 















Northumbrian Water 41523314







 













  











 

  







 





















 



















  

 



     









ALBERT HILL CUSTOMER ENGAGEMENT PLAN-CIA 2



 























 

 



 







 



















 

  





























 







 









































  



 











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ORIGINAL DRAWING SIZE A3

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  

plit into two parts, the CET tool includes a Customer Communications Plan and a Visual Geographical Scoring System.

issues and engineers the scheme towards the best all-round economic, environmental and social solution, whilst delivering exceptional, tailored customer service to priority customers.

A Customer Communications Plan, created prior to works commencing on site, allows project teams to recognise that customers are at the heart of a project lifecycle. By using a structured, tailored process which determines the type of communication a customer will receive, it avoids or mitigates

The Visual Geographical Scoring System determines customer impact in regards to the proximity of the works; using a colour coded, traffic light system to visually record how customers are impacted by the works carried out on site.

This has become a vital tool used by our delivery teams.

S

PAGE 9

Customer

Community Portal Keeping customers and communities fully informed

T

he Community Portal is an interactive, two-way communication, web-based platform which allows customers to communicate directly with our site teams in real-time. It also fully informs customers about projects in their area and how their communities may be affected.

M

anaged by our Customer Service Manager, Christine Taylor, the Community Portal allows Project Teams on the ground to communicate with Customers, as well as other stakeholders including Local Authorities, Councillors and MPs. The Community Portal is a relaxed, user-friendly platform which aims to provide more than just standard information – including visuals, videos & traffic management information. We also use the Community Portal to showcase our Community Engagement and Added Value Initiatives.

PAGE 10

Customer

Feedback

“The green is looking lovely after the work has been done. Thanks for a quick service, it looks great. Some of the residents and I think you have done a good job finishing before schedule.”

Elaine, Marden House I’m just sending a short e-mail to thank all the team that have worked on the Burnside Road project (surface water drainage from Marden Quarry), I would like you to send my praise and thanks to a highly efficient and tidy team led by Steve who had the job around my house finished ahead of schedule and with minimum mess.

Thanks again for a job well done.

Paul, Burnside Road “Flood alleviation work was carried out in our area recently, under the supervision of Northumbrian Water,

by Esh-MWH. For the duration of this work, over a few months, a website was set up so that those of us who wished to follow the progress had the opportunity to do so. It was excellent, and included a few photographs each week.

Bryan, Marden Farm

PAGE 11

Schemes

The Broadway, Whitley Bay Innovative storage tank design alleviates flooding issues

O

ver recent years, residents of The Broadway, Whitley Bay have suffered from extensive flooding.

Northumbrian Water has invested £1.75 million into a programme of works to help protect homes from flooding in North Shields, appointing Esh-MWH as the D&B contractor to alleviate the flooding issue.

I

n order to alleviate the flooding issue at The Broadway, Whitley Bay, Esh-MWH designed a solution to provide additional capacity within the local drainage network.

This involved the construction of a new precast concrete storage tank and associated drainage. The works were required in order to provide necessary flood alleviation to the affected properties at The Broadway, Whitley Bay. Works were carried out in two distinct areas, with Area 1 being the junction between Broadway and Hartington Road and the other being in the playing fields of Cullercoats FC:

Client: Northumbrian Water Location: Whitley Bay, North Shields Contract Period: November 2015 – May 2016 Form of Contract: AMP 6 Package ORDER NEC 3 Option C

PAGE 12

■

Broadway / Hartington Road Junction - The works involved the rationalisation of the existing sewer network within the junction and also the installation of overflow pipe work down towards the storage tank. All works within the junction had to be undertaken whilst maintaining two-way directional traffic.

■

Cullercoats FC Playing Fields - The main proportion of works carried out was the installation of a 1,000 cubic metres storage tank.

Schemes Innovation Esh-MWH was the first Contractor to use one of FP McCann’s innovative pre cast storage tanks on a Northumbrian Water Scheme. The FP McCann pre cast storage tank was found to be the most appropriate solution as it showed a reduced installation time compared to other pre cast storage tank options. Temporary works are a considerable cost of the overall scheme, therefore reductions in hire duration - due to the reduced installation time - created the most cost effective solution. Esh-MWH was then able to pass these time and cost benefits onto Northumbrian Water.

Challenges Overcome Unforeseen ground conditions and running sand was encountered during the works, which were overcome through the implementation of dewatering techniques temporarily lowering the water table within the ground.

Another challenge encountered included maintaining 2 way traffic flows on The Broadway - this was overcome by employing trenchless methods of installing drainage under the carriageway.

Customer Service Letter drops - carried out 7 days prior to works commencing & throughout the duration of the scheme Customer Events - were held pre-scheme to allow customers to gain an understanding of the project Community Portal - The Broadway, Whitley Bay was the first scheme trialled on Northumbrian Water’s Community Portal

Community Initiatives Site Visits - provided to 60 students from Monkhouse Primary School Site Poster Competition - ran throughout Monkhouse Primary School - allowed students to design ‘Construction Safety’ posters which were then displayed on site hoardings STEM Kit - engaged with 30 reception students from Monkhouse Primary School with our Primary STEM Kit Esh Communities - £1,000 donated through Esh Communities to local football club, Cullercoats FC

PAGE 13

Schemes

Marden Quarry, Whitley Bay Sewer network improvements increase capacity

N

orthumbrian Water has invested ÂŁ2.5 million to separate Marden Quarry and other sources of surface water from the public sewer network. This will improve the performance of our sewer network and help reduce the risk of flooding. Marden Quarry, Whitley Bay was the second and final phase of work to be carried out in North Cullercoats.

Client: Northumbrian Water Location: North Cullercoats, Whitley Bay Contract Period: February 2016 - November 2016 Form of Contract: Amp 6 Package Order NEC3 PSC Option C Time Based Contract

E

sh-MWH was appointed to carry out the works which involved the separation of Marden Quarry and other sources of surface water from the public sewer network. The scheme involved the installation of a 5m wide and 9m deep shaft and associated underground drainage installed using tunnelling techniques.

Marden Quarry acts as an attenuation pond that receives flows from land and highway drainage upstream, including North Tyneside Hospital. The pond drains into the combined sewer network in Burnside Road.

The contribution of this surface water significantly reduced capacity within the sewer network and increased the risk of flooding within the catchment and also impacted upon the Sewage Treatment Works at Howdon.

Works at Marden Quarry created a new surface water drain to separate out the existing flows from Marden Quarry pond from the combined sewer, therefore increasing the capacity and mitigating the flows from other systems. Works have resulted in improved capacity all round.

PAGE 14

Schemes Innovation Foam concrete was used as backfill within the trenches as the existing carriageway construction varied and didn’t comply with HAUC Specification.

This method allowed for permanent reinstatement of the carriageways without the need of a 12 month wait before being able to complete. .

Community Initiatives Site Visits - provided to 30 students from Cullercoats Primary School

Challenges Overcome Ground conditions made the shaft and tunnel construction challenging. The solid limestone recorded made the decision to use the guided auger bore and also because of the location of the section to be tunnelled.

A mains gas diversion was taking place and was experiencing a delay of 16 weeks. This was located directly in our path. To prevent any impacts to our programme we put in a temporary section of drainage whilst we continued with our works further up the pipeline. This resulted in the mitigation of a potential 16 week delay.

Site Poster Competition - ran throughout Cullercoats Primary School - with 12 pupils receiving Winners Visits Esh Communities - ÂŁ1,000 donated through Esh Communities to local football club, Cullercoats FC

Customer Service Letter drops - 3,000 issued to those directly & indirectly affected by the works Customer Events - three organised and well attended by local residents Community Portal - updated regularly with road closures, progress photos and community involvement

PAGE 15

Schemes

Acomb Rising Main, Hexham Reactive Maintenance

N

orthumbrian Water were informed that pollution had been reported in the River Tyne and that the Acomb SPS rising main was believed to have burst. Production and building services attended and saw a significant volume of sewage discharging into the River Tyne. The pipeline was immediately shut off and the discharge was transported via two tankers operating in a running rotation.

E

sh-MWH was tasked with designing and constructing a solution. The temporary design works were completed in a fast paced manner with a lot of M&E works completed to ensure that the existing pumping station could accommodate the new route and design.

The solution involved the installation of a temporary rising main from the north within existing farmland, into an existing service tunnel which runs underneath the River Tyne and out to the south bank.

The service tunnel and service shafts contained two existing water services, one of which was leaking and had partially filled the tunnel with water. Prior to the water being pumped out we liaised with the Environment Agency with regards to obtaining a discharge consent as the water was chlorinated. Once the discharge consent was in place we began pumping the water from the tunnel to enable works to commence.

16m of pipeline was installed vertically down into the north bank shaft and south bank shaft and 140m pulled inside the service tunnel. The new pipeline also ran alongside a live railway line to enable the pipe to connect into the existing discharge chamber. 20m of pipe was laid at a depth of 1.2m from the south bank shaft to the corridor between network rail wall and tree screen. 160m of rising main was laid overland and pinned every 5m from the south bank water main access shaft.

All of the works completed to the south bank were completed on land owned by Tynedale golf course which remained operational throughout via careful phasing.

Client: Northumbrian Water Location: Hexham Contract Period: April 2016 – June 2016 Form of Contract: Amp 6 Package Order NEC 3 Option E

PAGE 16

Schemes Performance to Programme The programme of works was crucial as the road bridge, used by our tanks, was due to be closed for maintenance works. To mitigate any delays we increased working hours and employed additional staff.

Sustainability We worked closely with Ecologists at Northumbrian Water to overcome some ecological issues. On site we encountered nesting birds as well as Himalayan Balsam and Japanese Knotweed. We provided toolbox talks to educate our staff, as well as setting up an exclusion zone. The Fisheries Commission also attended site to carry out electro-stunning on protected aquatic species.

We obtained consent to discharge water and implemented a strict testing regime to ensure that there was no detrimental effect to the local water course. Samples were taken before, during and after discharging by specialists PBA. This ensured that there was no adverse affect on the local ecology, maintaining the natural biodiversity of the area of outstanding natural beauty.

Public and Stakeholder Liaison We liaised with several stakeholders including the Old Bridge End Farm, Network Rail, Tynedale Golf Course, Environment Agency and Tyne Rivers Trust. Two way communication was created through regular visits and meetings which looked at upcoming phases and planning of the works.

Challenges Overcome The main challenge was that the scheme was time dependent as the bridge used by the tankers was to be closed for repairs and our works had to be completed prior to this closure. We experienced delays however acceleration of the programme resulted in the project being handed over within the agreed programme duration.

The cover slabs were over 20 years old and the existing lifting eyes had deteriorated making them unsafe to use.

A specialist company was employed to provide new lifting eyes so we could lift the slabs safely and delays mitigated.

We also phased our works to ensure that the golf course could remain operational whilst our works took place.

PAGE 17

One Team

Our Approach to the Principal Designer Role E

sh-MWH has been appointed under a ‘design and construct’ Framework to provide both Design and Construction Management, from inception right up to the completion of a project. Esh-MWH has a combined Health, Safety & Wellbeing Policy which outlines the operational management of the Joint Venture.

I

n order to maintain efficiencies, the approach has been taken to select the procedure from the organisation responsible for leading the delivery of a particular element or package of works and adopt this as the JV policy. This allows us to utilise the respective skills, knowledge and experience of each organisation in the delivery and discharge of the CDM 2015 duty holder roles.

MWH lead the delivery of the Principal Designer and Designer roles on behalf of the JV therefore MWH processes and procedures have been adopted. Esh act as Principal Contractor under the Regulations and coordinate and manage construction aspects of the projects and the Esh procedures have been adopted for these activities.

The Esh-MWH Joint Venture brings added value to the design risk management process as it enables early contractor involvement (ECI) in the design at the earliest stage. This allows valuable input in relation to buildability and alternative construction techniques to be incorporated into designs.

Collaborative Working D

uring our first year of operation we’ve introduced Principal Designer site visits as part of our delivery process. We’re committed to ensuring that the highest levels of Health & Safety exist on our sites, especially at design stage. The site visit involves engaging with site teams during the construction works to discuss the ways in which our designs impact on their activities.

Benefits include: ■

Increased engagement between Designers and site delivery teams

■

Demonstration that we’re complying with our Principal Designer duties

■

Allows us to Identify and track lessons learnt

■

Constructive and direct feedback on constructability

■

Improving our designing for safety and CDM processes

PAGE 18

One Team

Esh-MWH Walk for Water Six volunteers from Esh-MWH embarked on a four hour trek to bag four Wainwright Mountains www.justgiving.com/campaigns/charity/wateraid/eshgroup

What we did

O

n Saturday 11th June 2016, six volunteers from the Esh-MWH Joint Venture successfully completed the WaterAid Mountain Challenge. The WaterAid Mountain Challenge aims to have teams of volunteers trekking to the top of all 214 Wainwright Mountains in the Lake District at the same time.

Why we did it

A

team of six volunteers from the Esh-MWH Joint Venture, working in partnership with Northumbrian Water, embarked on a four hour trek to bag four Wainwright Mountains.

The team chose the Great Gable from Honister route, which at just over 8km featured a 550m ascent crossing high altitude ground,.

The team successfully completed the trek in just over four hours.

We would like to congratulate Alan Croft, Ben Clark, Mark Nicholson, Mark Whaley, Michael Campbell and Andrew Fenwick for raising a grand total of £540.

In 2015, Northumbrian Water launched a new five-year partnership with WaterAid. They aim to raise £1million to support the delivery of clean water and safe toilets to some of Madagascar’s poorest communities.

Esh-MWH have committed to raise £2,500 for the construction on a new latrine block in Madagascar. ALL funds raised from this event will go towards our fundraising target of £2,500.

■

Alan Croft, Contracts Manager

■

Mark Nicholson, Contracts Manager

■

Ben Clark, I&D Programme Manager

■

Michael Campbell, Assistant Planner

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Mark Whaley, Construction Manager

■

Andrew Fenwick, Quantity Surveyor

8km

£540

550m

Who did it

PAGE 19

One Team

Be Healthy Campaign Esh-MWH provided 43 employees with FREE health check MOTs What we did

E

sh-MWH ‘s first wellbeing campaign was entitled Be Healthy and provided 43 employees with FREE health check MOTs. FREE fruit was also provided each day during the two week campaign to encourage healthy eating in the workplace.

Why we did it

M

WH’s Be Healthy Campaign was held during the 12th - 23rd September 2016. Esh-MWH aimed to mirror this campaign and as a result, we were able to offer FREE health checks to all Framework staff on Thursday 22nd September 2016.

Craig Stephenson, Project Manager from Esh-MWH is a certified health professional and personal trainer. Craig carried out all health check MOTs which included a private discussion for each individual and a copy of the results to take away.

The body stat machine provided the following statistics; Height, Weight, Body Fat Percentage, Muscle Mass, Water Composition, BMI (Body Mass Index), BMR (Base Metabolic Rate), Visceral Fat Rating and Metabolic Age. The campaign was a great opportunity for our staff to identify emerging problems, as well as the opportunity to receive personalised advice on how to keep fit and healthy in the future.

Who did it Craig Stephenson, Project Manager from EshMWH, carried out all health check MOT’s. Craig is a certified health professional and qualified Personal Trainer.

“I was completely shocked by the results of my health check MOT, so I’ve decided to make some positive lifestyle changes.

I’ve been eating more fruit and vegetables and even started running again.”

Norman Barnett , Framework Manager

43

Employees Checked

PAGE 20

One Team

Communicating our new Brand Identity & Internal Communications Brand Identity

Brand Guide

During the first year of AMP 6, we created a unique brand identity for the Esh-MWH Joint Venture, bringing together elements from both Esh Construction & MWH Global.

October 2016

Colour Palette Primary Colours

ESH Green

MWH Grey

CMYK

RGB

CMYK

RGB

C M Y K

R 0 G 134 B 68

C M Y K

R 113 G 114 B 113

95.3 17.6 93.3 4.7

53 42 43 27

We’ve aligned our new brand identity with Northumbrian Water’s key visions and values to ensure that everyone is fully aware of who we are and what we’re trying to achieve.

Basic

A strong brand demonstrates both unity and strength, demonstrating that we that we can work together seamlessly as ONE TEAM.

Fonts

Secondary Colours

CMYK

RGB

CMYK

RGB

CMYK

RGB

C M Y K

R 154 G 47 B 136

C M Y K

R 23 G 145 B 136

C M Y K

R 39 G 35 B 75

48 93 0 0

80 20 50 5

CMYK

RGB

CMYK

RGB

C M Y K

R 221 G 184 B 24

C M Y K

R 205 G 19 B 22

15 24 94 3

10 100 100 5

100 100 43 30

ESH/MWH Brand Guide Basic October 2016

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890-=!@£$%^&*()_+

Ludicrous

Esphimere Bold

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890-=!@£$%^&*()_+

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890-=!@£$%^&*()_+

Brusher

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890-=!@£$%^&*()_+

2

Esphimere Regular

ESH/MWH Brand Guide Basic October 2016

Esphimere Italic

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890-=!@£$%^&*()_+ Esphimere Bold Italic

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890-=!@£$%^&*()_+ 3

Internal Communications We aim to ensure that ALL employees working on the Esh-MWH Joint Venture feel informed and engaged, as well as understanding our key business objectives.

To achieve this aim, we’ve developed our very own internal communications strategy to ensure that employees are fully aware of key information and initiatives that we’re promoting across the Framework.

All internal communications are now personalised and sent from a specific email address:

frameworkcommunications@esh.uk.com

PAGE 21

People Development

Shared Summer Placement 2016 Emma Hancox - Northumbria University

F

or the last two years we’ve offered one student from Northumbria University the unique opportunity to participate in our Shared Summer Placement. Piloted during Northumbrian Water’s AMP 5 Framework, the Shared Summer Placement allows students to gain an understanding of the Waste Water Cycle and Flood Management.

I

n 2016, during the first summer of Northumbrian Water’s AMP 6 Framework, Emma Hancox was selected to participate in our second Shared Summer Placement. A first year Quantity Surveying student at Northumbria University, Emma was offered the unique opportunity to complete a 12-week paid, shared summer placement with Northumbrian Water and Esh-MWH. Emma spent a total of four weeks with each company, so that she could gain an understanding of the water industry from three different perspectives, putting her academic studies into practice.

“I feel like it’s been a really worthwhile experience working for three major companies in the North East.

I’ve been able to gain a view of the Water Industry from three different perspectives, from the client right through to design and then through to the contractor.

This experience has been a real eye opener into a different side of the Construction Industry, which I haven’t been able to gain at University.”

Emma Hancox

W

orking at Northumbrian Water as part of the Asset Delivery Team, Emma gained an understanding of how Northumbrian Water assess existing and future flooding problems, as well as the measures they take to protect their communities in the future. At MWH, Emma was able to see how a flooding project was developed from inception, right up to completion.

During the placement, Emma focused on the Killingworth & Longbenton scheme which allowed her to see how the project was managed and progressed. Emma also attended a series of meetings with the project team which enabled her to understand the different complications which can occur on-site and during the project.

She was then able to work on-site at Esh Construction to see first-hand how a contract is developed and constructed. After the success of this year’s placement, we’re already developing our programme for 2017.

PAGE 22

People Development

Empowering Culture A

t Esh-MWH our people play a key part in achieving our vision, as it can only be achieved through their experience, commitment and training. Therefore we’ve developed a culture which empowers our staff and provides a range of opportunities for training and professional development.

Esh-MWH Apprentices I

Greg Patterson

n 2015, Esh-MWH committed to recruit 5 new Apprentices during the first year of AMP 6. We’re delighted to announce that we’ve successfully achieved this target by employing:

■ Aaron Oakes, Apprentice Engineer ■ Mitchell Pyle, Apprentice Engineer ■ Jake Louth, Apprentice Engineer

■ Greg Patterson, Apprentice Engineer ■ Fynn Fisher, Apprentice Engineer

Left to right, Aaron Oakes and Mitchell Pyle

Ewan Miller, Graduate Project Engineer In 2015 we employed Ewan Miller, a Graduate Project Engineer for Esh-MWH. Ewan graduated from Heriot-Watt University with a MEng degree in Civil Engineering.

PAGE 23

Awards

GEM Awards 2016 Esh-MWH were finalists in 7 of the 8 categories and winners in 4

N

orthumbrian Water’s GEM Awards, hosted by Heidi Mottram, CEO of Northumbrian Water Group, are held each year to recognise the fantastic achievements of their Framework partners. This year’s Going the Extra Mile (GEM) Awards was held at Beamish Hall on Tuesday 13th September 2016.

W

e’re delighted to announce that Esh-MWH were finalists in seven of the eight categories and winners in four, as follows:

Winner - Customer Focused Category Esh-MWH Joint Venture for the Customer Engagement Tool Winner - Creative Category Esh-MWH Joint Venture for Whitburn Spills Scheme Winner – Environmental Sustainability Category Esh-MWH Joint Venture for Fellgate Flood Alleviation Scheme Winner - Team of the Year Esh-MWH Joint Venture for the Killingworth & Longbenton Scheme Commended - Individual Contribution Category Graeme Hall from Esh Construction was recognised for his individual contribution to the industry Commended - Project of the Year Esh-MWH Joint Venture for the North Cullercoats Sewerage Upgrade Commended - Programme of the Year Esh-MWH Joint Venture for Property Level Protection

“This is a fantastic achievement for the JV in our first year of operation. It highlights the hard work and commitment of the whole delivery team across the programme.

Recognition of our achievements by the senior management team within NWG is particularly pleasing and everyone should be very proud of what we have achieved collectively as a Joint Venture.”

JV Programme Managers, Ben Clark & Jonathan Chambers

PAGE 24

WINNER FINALIST OF 8 4 7 CATEGORIES CATEGORIES

Awards

Fellgate Flood Alleviation Scheme Award winning project for the Fellgate Estate in Tyne & Wear What we did

E

sh-MWH delivered a sustainable solution, providing a greater level of flood protection to properties in Jarrow, Tyne & Wear. The project provided wider benefits to the community at a lower overall cost, by applying a partnership approach using sustainable management of surface water and engaging the local community.

Why we did it

T

he Fellgate estate in Jarrow, Tyne and Wear has a history of flooding and suffered extensively in 2012, affecting 175 properties. Surface water flooding originated from sewers, highway drainage, runoff from open land, small local water courses and ditches during heavy rainfall.

Northumbrian Water and the local authority, South Tyneside Council, share responsibility for surface water management and recognised the value of partnership to manage flood risk. Using a sustainable approach to surface water management, Esh-MWH were able to deliver the most suitable solution for Northumbrian Water, South Tyneside Council and local residents and provide wider benefits for the community by: ■ Identifying Sustainable Drainage Systems (SuDS) ■ Identifying added value opportunities including biodiversity enhancement, amenity and education ■ Engaging with the community throughout the project.

Awards Received 2016: Won - Institute of Water, Northern Area Innovation Award

The new solution comprised conventional sewer network enhancements and sustainable measures to manage surface water including swales, bunds and detention basins with a construction value of £3m

Won - Constructing Excellence North East, Sustainability Award

The partnership delivered a sustainable solution, providing a greater level of flood protection to properties, wider benefits to the community at a lower overall cost than could be achieved by the individual organisations working independently.

Won - GEM Awards, Environmental Sustainability Award

Wider Community Benefits

Highly Commended - RICS North East, Infrastructure Award Commendation - ICE Robert Stephenson Awards, Medium Project of the Year Shortlisted - Water Industry Achievement Awards, Partnership Initiative of the Year Shortlisted - CECA, Project of the Year Shortlisted - Constructing Excellence National Awards, Sustainability Award

Working with the local community provided the opportunity to include biodiversity features within the SuDS including: ■ Ponds within two primary schools ■ Wildflower meadows ■ Extending an existing wooded area Further benefits were achieved through education: ■ Providing an outdoor classroom space ■ Education sessions supported by Wildfowl and Wetlands Trust ■ Tree planting event ■ School workshops on construction process and the water cycle

PAGE 25

Awards

Get into STEM recognised by CECA STEM Programme wins the ‘Going The Extra Mile’ Award What we did

E

sh-MWH’s ‘Get Into STEM’ Programme won the Going the Extra Mile Award at the prestigious CECA North East Annual Awards Dinner and was presented at the Gosforth Marriott Hotel on Friday 11th November 2016.

Why we did it

I

t has been well documented that the construction industry is suffering from a chronic skills shortage, particularly lacking in workers proficient in STEM subjects - Science, Technology, Engineering and Maths.

We believe this national problem should be addressed at a local level by engaging young people early in the educational process. It’s not difficult to teach STEM to young children by tapping into their natural and innate curiosity about the living world.

We provide interactive materials and resources, which simply allows young children to investigate, ask questions about the world around them and most importantly have fun! Each ‘Get into STEM’ kit contains bright and vibrant resources based on apparatus commonly used in

construction including site safety clothing, cones, hoarding mesh, a trundle wheel and measuring apparatus, a wheel barrow, rubber bricks, a cement mixer and replica, example structures, interactive materials relating to machinery, occupations, safety messages and a range of colourful books.

Kits are designed to, through role play, put construction and engineering topics into a stimulating, relatable context introducing key words, jobs and theories to students.

“In order to future proof our Industry, it’s important that the next generation of our workforce are introduced to core STEM subjects at an early age. Esh-MWH’s ‘Get into STEM’ programme is a fantastic example of early STEM engagement at a local level” Stuart Miller, Director of CECA North East

PAGE 26

http://www.wateraid.org/uk

Outlining our Fundraising Aims I

n 2015, Northumbrian Water launched a new five-year partnership with WaterAid. They aim to raise £1million to support the delivery of clean water and safe toilets to some of Madagascar’s poorest communities.

To support this aim, Esh-MWH has committed to raise £2,500 for the construction on a new latrine block in Madagascar.

So far we’ve raised £1,496.03 through numerous fundraising events. To follow our progress please visit: https://campaign.justgiving.com/ charity/wateraid/eshgroup

About WaterAid

W

aterAid is an international organisation whose mission is to transform the lives of the poorest and most marginalised people by improving access to safe water sanitation & hygiene.

With teams in 37 countries across the world, WaterAid works with their partners to transform millions of lives every year by improving access to safe water, toilets and hygiene.

Target

£2,500 £1,496.03 Raised so far!

In the last 35 years WaterAid has gone from strength to strength to become one of the most respected organisations dealing solely with water, sanitation and hygiene issues.

PAGE 27

http://globalhandwashing.org/global-handwashing-day

Global Handwashing Day Supported by Esh-MWH working in partnership with WaterAid What we did

T

o support Global Handwashing Day, Esh-MWH working in partnership with WaterAid, designed a unique poster to increase awareness and understanding about the importance of hand washing with soap.

Why we did it

G

lobal Hand Washing Day took place on Saturday 15th October 2016 - a global advocacy day dedicated to increasing awareness and understanding about the importance of hand washing with soap as an effective and affordable way to prevent diseases and save lives.

Every day, 900 children in the developing world die as a result of diseases caused by dirty water, a lack of toilets and poor hygiene practices. Many of these deaths could be prevented through the simple act of washing hands with soap and water.

Esh-MWH, working in partnership with WaterAid, designed a unique poster to increase awareness and understanding about the importance of hand washing with soap on Global Hand Washing Day. After being approved by our JV Health & Safety Directors, the hand washing posters are now being promoted throughout our organisation and displayed in all Esh-MWH site cabins and offices.

“At Esh-MWH we understand that raising awareness and increasing understanding of WaterAid’s campaigns is just as important as fundraising” Francesca Madden, Framework Coordinator & WaterAid Committee Member

www.justgiving.com/campaigns/charity/wateraid/eshgroup

PAGE 28

http://www.wateraid.org/uk

Esh-MWH WaterAid Fundraiser A collaborative fundraising event for WaterAid What we did

T

o reach our WaterAid fundraising target of £2,500, we decided to organise a joint Esh-MWH fundraising event on Thursday 29th September 2016, at both Esh Bungalow and MWH, Rotterdam House.

Why we did it

E

sh-MWH have committed to raise £2,500 through staff fundraising, for the construction on a new latrine block in Madagascar. To help achieve this goal, Esh-MWH organised a joint fundraising event at both Esh Bungalow and MWH, Rotterdam House.

The collaborative fundraising event aimed to bring both teams closer together and increase staff morale. Staff members from both offices volunteered their time to help run the event on the day.

We asked everyone to dress down and donate £1, bring & buy sweet and savoury snacks, as well as participating in our new WaterAid Sweepstake.

We’re delighted to announce that the fundraising event raised a grand total of £150.40 - bringing us one step closer to our fundraising target of £2,500 for the Construction of a new latrine block in Madagascar.

www.justgiving.com/campaigns/charity/wateraid/eshgroup

PAGE 29

CASE STUDY Date: 24.03.2016

CUSTOMER FOCUSED

RESULTS DRIVEN

http://www.wateraid.org/uk

ETHICAL

CREATIVE

ONE TEAM

Esh-MWH Go #Blue4Water #Blue4Water Esh-MWH Go InInsupport WaterDay Day2016 2016 support of of World Water What Whatwe wedid did

OO

Thursday 24th24th March March 2016, Esh-MWH Group n nThursday 2016,& Esh Esh-MWH & Esh Group went #Blue4Water to show went #Blue4Water to show their support for WaterAid, their support forofWaterAid, raising a grand total of £601.89. raising a grand total £601.89

Why Whywe wedid diditit

TT

he #Blue4Water campaign aimed to turn the world he #Blue4Water campaign aimed to turn the world blue in support of World Water Day, highlighting the bluethat in support of World Water Day, highlighting the crisis clean drinking water, proper toilets and crisis cleanyetdrinking proper toilets and good hygiene arethat essential, millions water, of people don’t have good hygiene are essential, yet millions of people don’t have access to these basic services.

access to these basic services.

Esh-MWH organised a #Blue4Water fundraising event which Esh-MWH organised #Blue4Water fundraising event which included all staff wearingablue items of clothing, fundraising games and all a bake sale.

There was also a raffle included staff wearing blue items of which clothing, fundraising featured and eight pairs aofraffle ticketswhich for thefeatured games two and Easter a bakehampers sale. There was also Sunderland vs.

Arsenal match. two Easter hampers and eight pairs of tickets for the Sunderland

vs. Arsenal match.

“Delighted with the amount of funds In 2015,Jonathan Northumbrian Water launched new five-year raised, Chambers and Ben aClark partnership with WaterAid. They aim to raise £1million to were joined by two giant taps to celebrate support the delivery of clean water and safe toilets to some of the occasion!”

Madagascar’s poorest communities.

ALL funds raised this event go£2,500 towards our Esh-MWH havefrom committed to will raise for the construction fundraising £2,500. on a new target latrineofblock in Madagascar. ALL funds raised from

this event will go towards our fundraising target of £2,500.

www.justgiving.com/campaigns/charity/wateraid/eshgroup

“Delighted with the amount of funds raised for WaterAid, Jonathan WaterAid Committee Member Who did it Chambers and Ben rancesca Madden, Framework Coordinator for currently sits on the North East WaterAid F Esh-MWH, Clark were joined Fundraising Committee.

Francesca has been involved with the Committee since 2014, which byEthiopia two- agiant to she joined after completing Trek sponsoredtaps trek through the Simien Mountains to witness first-hand how WaterAid has changed the lives of a community living in Chinkura, Ethiopia. celebrate the occasion”

Francesca Madden

www.justgiving.com/campaigns/charity/wateraid/eshgroup PAGE 30

Community

Esh Communities Esh-MWH Joint Venture

£1000

in Grant Project Funding

E

sh Communities was set up in 2012 to distribute Esh’s Charitable Trust grant support fairly and equally across our operating regions of North East, North West, Yorkshire and Scotland. Since its formation the Esh Charitable Trust has granted over £127k to good causes. Esh Communities accepts grant applications from any community group, charitable organisation or social enterprise which can demonstrate the aptitude and ability to make a real difference to their service users.

Cullercoats FA Community Charter Standard The Club offers access to football, coaching and refereeing to all age groups and abilities (from five years to adults). They currently have 18 teams, including an entry level development squad (five to seven years) and two girls teams (Under 16’s and 18’s). They also support other sports and leisure activities involving the local scout group and schools, who are allowed to access their facilities.

How to Apply Applicants complete a simple online application for a grant of between £50 and £1000. Applicants complete 6 sections including their personal details, the target group, and the anticipated impact and specifically how the money will be spent. If successful the first half of the funding is issued by cheque and the second half when a member of Esh Group staff visits 4 months later.

The Club has a vibrant Executive Committee which oversees all aspects of the five year FA community development plan (2015-2020) and are actively supported

by Northumberland FA and North Tyneside Council (NTC).

In addition, the Club is CASC registered and are in the process of finalising a 25 year lease for the site at Links Avenue.

The Club also supports Northumbria University students by offering placements and work experience.

All of the players, parents, supporters and officials at Cullercoats FA Community Football Club are absolutely delighted to receive this much needed financial support from Esh funding, in this, our Centenary year and playing season.

An essential part of the construction includes the provision of essential off-street car parking to help alleviate parking congestion in the immediate residential area. The Esh funding will allow us to proceed to formal planning permission in respect of the car parking development.

Gary Stephenson, Chairman, Cullercoats FC

For more information on Esh Communities visit: www.eshaddedvalue.co.uk

PAGE 31

Community

8

Stem Kits Overview

North East Schools Involved

328

Students

Esh-MWH Joint Venture

A

t Esh-MWH we understand that young children need enthusing about STEM (Science Technology, Engineering and Mathematics) subjects from an early age. We are actively promoting construction themed STEM activities in nursery and primary schools, positively shaping young minds of our future business and global economy.

What is STEM?

S

cience

T

echnology

E

ngineering

M

athematics

Why Stem?

■ High on the Government’s agenda to address the current skills shortage.

■ STEM skills are key in formative years and our kit allows a soft but fun introduction.

■ Assists in the delivery of the curriculum for Key Stage 1.

Outcomes & Benefits...

■ Fun and engaging way to introduce STEM skills and provide a real life context.

■ Aligns with Early Years and Key Stage 1 curriculum.

■ Encourages discovery through free play.

■ Gives an insight in to the world and our surroundings with stories and models of world landmarks.

“What a fantastic resource for children!

The realistic resources have been very inspiring for the children. Using them has encouraged lots of new vocabulary, role play and many conversations. The children and I have thoroughly enjoyed using everything.

It gives them a taste of the world outside the classroom.”

The Kit...

■ Bright and vibrant materials commonly used in the construction world.

■ Includes site safety clothing and equipment to promote health and safety, and the potential dangers of a construction site.

■ Designed to put construction based STEM topics into a stimulating, relatable and every day context.

■ Construction words and jobs are introduced to pupils.

■ Project booklets to help pupils investigate shapes and patterns whilst encouraging them to record their discoveries and designs through play.

PAGE 32

Community

Building My Skills Esh-MWH Joint Venture

1175

■ Structured year long employability skills programme ■ Engaging with an entire year group (year 10,11 and sixth form & Universities)

Learner hours

■ Focuses on the softer skills employers are looking for ■ Delivered solely by business guests

Overall Delivery

Students

North East Schools Involved

What is Building My Skills

Session Delivery

335

4

5 mins

15 mins

15 mins

10 mins

5 mins

Icebreaker

Sector Explosion

Skills for Learning

Checkpoint Support

Q&A

Sept 2016 Introduction

June/July 2017 Business Session & Checkpoints Sept 2016 to June/July 2017

Mock Interviews

Checkpoints Pathway Poster

Online Appearance

Need

Workplace Jargon

CV & Covering Letter

Preparing for an interview

Delivery

Checkpoints

■ Profound cuts in Local Authority spending

■ Sessions are divided in to a short impactful structure

■ Schools find it difficult to provide their students with ‘real’ experience of work

■ Mock interviews are held at the culmination of the programme to give students firsthand experience of a formal work interview

■ Young people need access to quality, realistic and relevant careers information ■ Broadens students’ minds about possible future employment

■ Stand out candidates may be given further opportunities with businesses

■ A series of checkpoints form the structure for the BMS programme ■ These checkpoints cover a range of the ‘softer skills’ that employers look for ■ Pupils are required to complete assignments to advance to the next checkpoint

■ Managed by Esh Group’s Added Value team

“School doesn’t prepare you for the real world. BMS has helped me so much as I wouldn’t have known where to start with a CV.

■ Work in partnership with over 62 regional, national and global businesses, including: NWG, GlaxoSmithKline, PwC, Boeing, Boots, Armed Forces, Arup, Turner & Townsend, Ryder Architecture, NHS, MWH Global, Capita, CITB, Lucite, Barclays, Deloitte, PD Ports, Thirteen Group, Jewson, Nexus, Cundall

If it wasn’t for BMS I wouldn’t have been prepared for an interview and get the chance to have a real one with a business.”

Facts ■ Free of charge to schools and local authorities

PAGE 33

Legacy - Social Enterprise Initiatives Work Experience Placements

Site Visits School Engagement via Building My Skills

Site Placement Days

Students to Site

Number of Schools

Target

15

Complete

37

Complete

Target

126

100 Target

5

Complete

17

Complete

Target

Total Students

Total Learner Hours

Primary School STEM Provision via Get Into Stem

Number of Schools

Total Learner Hours

T S E

PAGE 34

M

Complete

Target

10,750

5,100 Target

2

Target

Total Students

2150

1000

Complete

6

Complete

100

227

Target

Complete

100

227

Charitable Funding Social Initiatives & Community Benefit Special NWL Projects

Gap Year Placements Armed Forces Recruitment

Local Recruitment

Staff Training

New Apprentices

£ Specified

by NWL

Staff Hours

Number of Projects

Placement Weeks

% of Framework Staff

% of Framework Staff

Framework Staff Training Weeks

Number of NWG Related Apprentices

Complete

Target

£4,100

£2,000 Target

300 Target

2

Target

72 Target

Complete

303.5 Complete

4

Complete

74

Complete

1

1

Target

Complete

95 Target

150 Target

5

95

Complete

150 Complete

5

PAGE 35