Vison

Closer integration between contracting parties in the Finnish construction industry

ALLIANCE AND IPD REPORT 1-2022

Closer integration between contracting parties in the Finnish construction industry JANI SAARINEN / VISON OY A growing number of real estate development and construction projects and services in Finland are being executed using integrated methods of procurement that encourage the sharing of risks and benefits. To date, nearly 100 projects based on the Integrated Project Delivery (IPD) concept have been launched in this country to a total value of EUR 7–8 billion.

SHARE OF INTEGRATED METHODS OF PROCUREMENT IS INCREASING The first steps in the integration of construction projects were taken in Finland with the project alliances launched in 2011–2012. A project alliance is the most advanced form of integrated procurement. As a result of the positive experiences gained from this approach, the model has already been adopted in 85 real estate development and construction projects. The total value of these projects amounts to EUR 8.6 billion.

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Growth in the volume of alliance projects

COLLABORATION IMPROVES RISK MANAGEMENT Changes in world politics and the global economy increase uncertainty and risks. The conventional approach to risk-sharing between the general contractor and subcontractors is leading to an uncontrolled increase in tender prices. In volatile market conditions, joint risk management and the sharing of risks and benefits between contracting parties offer a better approach than the conventional model. Hence, collaborative methods of procurement based on integration were developed exactly to this end – to minimise risks and their consequences. Collectively, these models are known as Integrated Project Deliveries (IPD), or collaborative or shared responsibility concepts The experiences gained from integration between contracting entities and service providers have demonstrated the benefits that may be achieved. The contracting entities can make full use of the expertise of the various partners right from the outset of the project, as designers and builders are able to work together to find solutions and determine methods of execution. A joint design and development phase contributes to better planning and more solid budgeting, while inspiring a greater commitment from the various parties involved. Moreover, risk and benefits sharing provides an additional inducement to ensure that projects come in within the budget and are completed on time.

So far, nearly all IPD projects have achieved their objectives in terms of timeframe and financing. Even on the rare occasions that IPD projects have exceeded allowable costs, the commercial terms have proved effective. Any cost overruns are typically shared 50/50 between the contracting entity and service providers.

IPD projects have also ranked among the best in comparative analyses. The Rakennuslehti journal selected the extension to the Helsinki-Vantaa Airport terminal – or

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• CLOSER INTEGRATION BETWEEN CONTRACTING PARTIES IN THE FINNISH CONSTRUCTION INDUSTRY

Kuva: T:anssi

Helsinki-Vantaa Airport terminal – or T2 Alliance – completed as the best project in 2021.

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T2 Alliance – completed as an alliance project, as the best project in 2021. The ambitious project achieved all its objectives and may be regarded a prime example of successful execution using this method of procurement.

The two previous alliance projects receiving the Site of the Year awards were the renovation of the main building of the University of Helsinki in 2020 and the Uusi Sydän 2025 hospital project in Kuopio in 2019. Last year alliance projects did well in the Construction Project of the Year Competition organised by the Finnish Association of Civil Engineers RIL, three of the finalists being alliances.

CHANGES STEM FROM THE OBJECTIVES ESTABLISHED BY THE CONTRACTING ENTITIES In Finland, the adoption of the alliance and IPD models has been spearheaded by the Finnish Transport Infrastructure Agency, City of Tampere and the University of Helsinki, all contracting entities that have employed this approach right from the beginning.

Last year, other public contracting entities launching IPD projects included Senate Properties, Kouvolan Asunnot Oy and Kokkolan Urheilupuisto Oy, for which this was the all-time first. Private contracting entities included the housing foundation Asuntosäätiö and Vantaa Energy.

Asuntosäätiö City of Espoo The parish union of Espoonlahti Finavia Oyj Fira Oy City of Helsinki University of Helsinki Helsinki City Transport HOAS HUS City of Joensuu Kainuu Social Welfare and Health Care Joint Authority Kempele Municipality City of Kerava Kanta-Häme Hospital District Kokkolan Urheilupuisto Oy Kouvolan asunnot Oy KOy Jyrkkälänpolku KOy Järvenpään Terveystalo KOy Uudenmaankatu 16-20 Kuopio University Hospital City of Lahti City of Lohja Lapland Hospital District The Seafarers’ Pension Fund City of Oulu PPJ ry The Northern Ostrobothnia Hospital District Senate Properties The Governing Body of Suomenlinna City of Tampere TOAS City of Turku Turun Seudun Energiatuotanto Oy University of Vaasa City of Vantaa Vantaa Energy Vantaa parish Vaasa Hospital District Finnish Transport Infrastructure Agency Ylivieska parish

At present, IPD projects are being implemented by nearly all of Finland’s leading construction companies while project design is carried out by major engineering firms.

Aside from the major players, an increasing number of smaller architects’ offices, engineering firms and building contractors are getting involved as well. Practically, all of Finland’s largest construction management companies have acted in various roles in IPD projects.

INTEGRATED METHODS OF PROCUREMENT BEING ADOPTED FOR NEW TYPES OF PROJECTS Of the aggregate value of all the alliance projects launched to date, 24% relate to infrastructure investments, 70% to housing investments and 6% to other projects and services. Of all construction projects, new construction accounts for 71% and buildings repairs and renovations 29%.

In terms of numbers, most of the projects launched under the alliance model are new construction or renovation projects for residential buildings (13), schools (12), hospitals (12) or business premises (12). A special feature of these projects is the engagement of the users and the large number of stakeholders, something that the alliance model provides an excellent platform for.

alue väylä road 5area % 7% 7% 5%

infra infra 9 %9 %

hospitals and terv centres medical 1414 %%

industrial

teollisuus 1 % tramway 1% 5% raitiotie 5%

housing

asunto 14 % 14 %

premises toimitila 14 14%%

church

palvelu service 14 %

koulu school 14 %

kirkko 3% 3%

14 %

14 %

Vison Oy

Breakdown of alliance projects (qty)

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In terms of costs, hospitals and health centres (EUR 3.2 billion) as well as tramway projects (EUR 1.4 billion) account for the largest share of alliance projects. These categories also include the largest single “megaprojects” in budgetary terms. For example, the Laakso Joint Hospital and the Kalasatama-Pasila tramline projects offer an opportunity to delve deeper into the new ways of working, contract integration and lean construction.

Number of IPD projects per contracting entity

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• CLOSER INTEGRATION BETWEEN CONTRACTING PARTIES IN THE FINNISH CONSTRUCTION INDUSTRY Hence, each project can have its own budget with its own objectives, if preferred.

area housing 1 % 5 % infra premises 7%

road 10 %

A SYSTEMIC TRANSFORMATION IN PROGRESS

5 % church 1%

The change in work culture in the construction sector has been spearheaded by the research and development project (IPD) launched jointly by RAKLI, the organisation of professional property owners, corporate real estate managers and construction clients, and leading public contracting entities. Since 2016, these efforts have also been supported by RAIN, a joint project initiated by construction companies to promote lean construction.

In the context of the IPD and RAIN programmes, developers and construction companies have assumed shared responsibility for the development of integrated approaches and lean construction while seeking to expand related know-how in Finland.

school 4% service 6%

hospitals and medical centres

tramway 19 %

41 % industrial 1% Breakdown of alliance projects (EUR)

The takt production concept familiar from the lean construction philosophy is now spreading fast through alliances and other IPD projects. Contractual arrangements that are more flexible than conventional contracts and provide incentives for establishing joint objectives, constitute a sound platform for the adoption of takt production. It is easier to link sequential and subcontracted work operations when the parties share joint objectives and everyone works on an ’open book’ basis where possible.

In 2021, Kouvolan Asunnot launched a project to renovate four properties one after the other, while Asuntosäätiö started flat renovations in four housing companies.

The objective of the takt alliance and queue model development project is to combine several minor sites into a single, centrally managed project. The parties form a single alliance or project organisation that executes all the works in succession under the same contract, even though orders are placed individually for each phase.

The IPD3 and RAIN2 projects, both three years in duration, culminated in a joint results seminar held in May 2022.

The live-streamed event presented the key outcomes of the pilots completed under both programmes, such as the Kuopio and Jorvi Hospitals, Laakso Joint Hospital, T2 Alliance, and the renovation of the main building of the University of Helsinki.

Efforts to achieve a systemic change will be continued in the context of the IPD4 and RAIN3 projects due to be launched in spring 2022, focusing on themes such as lean management and the standardisation of the various project processes.

All the stakeholders in the industry need to be involved in order to ensure a successful completion of the on-going change. While contracting entities play the most important role in this process, successful implementation also calls for skills development and improved expertise on the part of other players, the adoption of new methods of procurement and contract structures, and even a revision of collective agreements.

IPD4 STARTS IN JUNE 2022 The next joint project will be launched by RAKLI and the contracting entities in June 2022.

It seeks to harness the role and potential of contracting entities more efficiently, integrate the individual project partners as well as revamp and harmonise project management models by making use of lean construction.

Efforts are being made to engage new contracting entities and non-public purchasing organisations to set up completely new pilot projects related to new project types, property maintenance services, subcontractor integration, project information management and takt production.

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SEE MORE WWW.IPT-HANKE.FI.

War in Ukraine and sanctions on Russia call for new thinking As a result of the war in Ukraine and the sanctions imposed on Russia, the construction sector suffers from rising costs and a shortage of materials and labour. This is already being reflected in budget overruns and an increasing number of contractual disputes.

Cost increases traditionally lead to higher tender prices and greater dispersion, especially in case of fixed-price contracts. The situation calls for improved risk management. Passing the pricing risk exclusively to bidders may not necessarily be in the best interest of the contracting entities, either.

The IPD models based on integration between contracting entities and service providers offer effective contractual arrangements for design and construction, as well as for joint management and sharing of risks. When the contracting entity, designers and key contractors

work together at the design stage, it is possible to draw upon the expertise of the various parties when preparing the plans and especially when assessing the feasibility of the plans. Moreover, this type of cooperation contributes to procurement and production planning.

When plans are made for takt production, subcontractors need to be involved in the process as well. To induce subcontractors to commit to shared goals, production planning and day-to-day management, it is important to put in place contractual arrangements that are conducive to such engagement. Contract awards based on the lowest price are usually not a workable solution.

People engaged in ongoing projects are required to possess capabilities for managing both cost increases and shortages of materials and resources. This calls for dispute resolution skills and willingness to meet each other halfway.

INTEREST IN IPD PROJECTS GROWING IN ESTONIA A heated debated is currently under way in Estonia regarding the new methods of procurement and the potential they may offer. IPD models would add flexibility and transparency to contracts and provide for better risk management and more fair sharing of risks and benefits.

nistration and the Port of Tallinn have initiated preparations for new projects which are to be executed using the alliance model. Both organisations recognise their role as forerunners for other public sector contracting entities and the construction industry at large.

In June 2021, the Estonian Ministry of Finance, major public contracting entities and representatives of the construction industry and universities signed a joint seven-step agreement to develop the country’s construction industry. One of these steps relates to public contracting entities which are required to serve as role models in piloting and executing new methods of procurement.

Estonian contracting entities have followed with interest the progress of the Finnish construction sector and the positive experiences gained from nearly 100 IPD projects. Moreover, the current political situation in the world calls for new types of contract, because the passing of growing price risks to bidders will lead to an uncontrolled increase in costs. For this reason alone, Estonia’s ambition is to launch the first alliance project in 2022.

While no IPT or alliance projects have been launched in the country so far, both the Estonian Transport Admi-

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WAR IN UKRAINE

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NEW PROJECT QUEUE MODEL EMPLOYED BY THE ASUNTOSÄÄTIÖ HOUSING FOUNDATION Asuntosäätiö has launched a 10-year EUR 1.5 billion renovation programme. According to Asuntosäätiö’s Director of Housing Development Turkka Keravuori, the renovations are to be carried out in sequence involving 3 to 5 residential properties at a time by the same designers and contractors.

The queue model projects are to be executed as integrated deliveries in compliance with the principles of takt production. The model is based on joint production planning and resource allocation by the general contractor and subcontractors as well as the integration of procurement with takt production. Budgeting, invoicing and disbursements are governed by the ‘open book’ policy.

The pilot project initiated in autumn 2021 and involving 3-4 properties is being carried out using the alliance model. The project was launched with a joint concept development phase, followed by the renovation of the first building of 28 flats and the planning of the second production cycle. Hence, the model can be scaled up and improved project by project. Additionally, the project partners learn more and more of the process and are able to improve it from one site to another.

Takt production proved itself in the first project, as work on a new flat started could be started every two days and each flat was completed in circa 15 days as planned.

Production planning was carried out making use of the Sitedrive scheduling software.

However, takt production is still facing a number of challenges related to subcontractor integration, day-to-day production management and management of anomalies. Still, workable solutions have been found for all these obstacles.

The approach based on the integrated delivery model, shared incentives and takt production is expected to improve quality, cut down on renovation times and, subsequently, enhance customer satisfaction and improve cost-effectiveness.

The general contractor in the pilot project is Renevo Oy with Carinafour serving as the logistics consultant. Vison’s role is that of an alliance consultant. The queue model projects are to be carried out with guarantees provided by the Housing Finance and Development Centre of Finland.

Asuntosäätiö is one of Finland’s largest owners of residential properties, offering homes for a total of 35,000 people in 32 localities.

Work on Kouvolan Asunnot’s renovation concept was commenced in January 2022.

TOAS HIPPOS ALLIANCE The Tampere Student Housing Foundation is building a new student housing complex which foresees the construction of living units with a total floor area of 36,000 m2, office space and common areas as well as a shop and gym.

The budget is EUR 100 million and the project is to be executed as an alliance project during 2019–2015. Work on the first section will start in June 2022.

Execution is governed by the RTS Environmental Classification System and related requirements. The buildings will be constructed mainly from timber using prefabricated CLT units.

Other alliance partners aside from the contracting entity are Hartela Pirkanmaa Oy, engineering firms Granlund Tampere Oy, A-Insinöörit Suunnittelu Oy, A-Insinöörit Rakennuttaminen Oy, Helamaa & Heiskanen Architects

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NEW PROJECTS

TS Oy and the construction management company A-Insinöörit Rakennuttaminen Oy. Vison Oy has been serving as the procurement consultant for the project and will continue to act as the project management and liaison consultant.

KOUVOLAN ASUNNOT’S TAKT ALLIANCE The project foresees the renovation of four rental properties owned by Kouvolan Asunnot Oy. The total floor area of the flats is estimated at around 10,000 m2 and the target budget is EUR 10 million.

The plan is to have four different renovation sites completed in sequence by a single alliance organisation.

The project started in autumn 2021 with a joint concept development phase, to be followed by successive steps to complete the sites one by one. The project is due for completion in early 2024.

The general contractor in the renovation project is Rakennusliike Kolmera Oy, with Kouvolan Putkityö Oy and Kymen Sähkötyö Oy serving as subcontractors.

The design partners are Laitila Arkkitehdit Oy Helsinki, VisioPlan Talotekniikka Oy, VisioPlan Sähkö Oy, Plan B Korjaussuunnittelupalvelut Oy and UPJ Helsinki Oy.

KOKKOLA SPORTS PARK ALLIANCE Tampereen TOAS Hippos –allianssi

KUPITTAA PARTNERSHIP PROJECT The core of Turku Science Park will consist of a solution connecting the Kupittaa and Itäharju districts. At present, tenders are being invited for design and execution.

The Kupittaa Partnership Project foresees a single integrated planning and development project for the entire area as well as the construction of a deck and the Taito Campus of the Turku Vocational Institute.

The overall plan for Kupittaa and related infrastructure projects will be executed using the alliance model. The project budget is approx. EUR 190 million and the total area 16 hectares. A contract award is expected in autumn 2022 while infrastructure construction is due to start in 2024.

Vison Oy acts as the procurement consultant responsible for the design and execution of the project. At the same time, the Turku Science Park design project serves as an IPD4 pilot project.

Kokkolan Urheilupuisto Oy is launching a project to construct a new sports and events complex using the alliance model. The preliminary floor area of the project is 30,000 m2 and the project budget EUR 50 million.

Project development will start in spring 2022. Although the park is due for final completion in 2025, it will be placed in service in stages starting in 2024. Vison Oy serves as the project consultant for the contracting entity.

Aside from the construction of a new football stadium and multi-purpose indoor arena, the Kokkola Sports Park Alliance will renovate the existing ice-hockey stadium and the listed section of the sports hall. Construction and design will be staggered so as to make it possible to carry out design and construction side by side.

One of the key objectives of the project is to find ways to harness waste energy already in the design and execution stage.

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VAASA CYCLING ALLIANCE The alliance project initiated by the City of Vaasa includes all the measures designed to promote cycling: planning, construction, maintenance, marketing and development. The alliance aims to promote cycling by increasing its share of all modes of transport from the current 12% to 20%.

The project to improve the cycling facilities in Vaasa will take place in stages during 2023–2030. The total budget of the alliance will reach EUR 20 to 30 million by the

end of 2029. Costs will be determined in greater detail annually in the course of the regular budgeting process and they will also be significantly affected by any external national and international grants.

Project planning is still under way. Once completed, it will be Finland’s first cycling alliance. Vison Oy serves as the consultant responsible for putting the project out to open tender.

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GREATER FOCUS ON BUSINESS ANALYTICS AND INFORMATION MANAGEMENT IN CONSTRUCTION PROJECTS

GREATER FOCUS

on business analytics and information management in construction projects Major digital leaps are being taken in operational and information management in construction projects. Accordingly, it is becoming increasingly important to provide real-time digital situational awareness of the entire project: to be able to manage a project based on facts, it is necessary to have access to reliable, up-to-date information. Also, The Laakso Joint Hospital development phase relies heavily on the digital situational awareness and its further refinement.

The efforts to provide information management solutions for projects focus not only on building a real-time situation picture and harmonised content, but also on creating a virtual communication solution for use by the partners. The preferred communication platform is Microsoft Teams. It helps create links and interfaces to other software used in the project and share documents with others. It is fair to say that Teams is today’s intranet for project management purposes.

With complex mega project in particular, it is imperative to be able to manage the project based on up-todate information. When managing decision-making in the development phase, it is extremely important to provide digital situational awareness illustrating the formation of allowable costs, the related risks and opportunities as well as the progress made in meeting the expectations of the contracting entity. To truly deliver value to the customer during the development phase, the project team needs to generate continuously updated cost information throughout the process.

Cost information helps understand how the decisions to be made will affect the evolution of the cost estimate and how much uncertainty or risk is involved. Decision-making must be based on fresh information and support planning and design. Creating a shared situation picture is essential to ensure openness and transparency in decision-making.

The information shared at traditional design and site meeting reaches the participants too late with the result that the status information often fails to serve any decision-making purposes. Recently, Aalto University’s Building 2030 project has made great progress in developing the digital situational awareness using modern tools. Special situation pictures can be used to gather and combine data retrieved from multiple sources to create a situation picture illustrating the true current state of the project.

Best practices and joint development efforts The Laakso Joint Hospital alliance project is currently developing an integrated information management concept based on Microsoft technologies. A strong IT and software team is assisting the construction experts in developing the information solution.

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LYS

The Laakso Joint Hospital is constructed using the alliance model. The alliance partners are the property company Laakson yhteissairaala (the contracting entity owned by Helsinki City and the Hospital District of Helsinki and Uusimaa HUS), SRV Rakennus Oy, the design consortia Laakson LATU and Unitas, as well as Granlund Oy. Vison Oy serves as a member of the project team, assisting in managing the consortium project, integrating the parties joining the project at different points of time, developing key processes and streamlining day-to-day operations.

Day-to-day management at Sörkan Spora The Kalasatama-Pasila tramway project foresees the construction of 4.5 kilometres of tramway and ancillary infrastructure. The project launched by Helsinki City and Metropolitan Area Transport Ltd is being executed by two alliances. One of them, Sörkan Spora, is being implemented by Destia Ltd, Sweco Finland Oy and WSP Finland Oy. The production phase was launched in 2021 with the construction of the new Nihti residential district, whereas the actual tramway construction started with Section 3A in January 2022.

One of the key objectives of the project is to achieve uninterrupted production in accordance with the principles of takt production. Section 3A is the first infrastructure project to pilot takt production on this scale.

Another pilot relates to daily takt production. By reducing the batch size, an attempt is made to create a situation in which production is predictable and flexible enough to accommodate any changes in conditions as effectively as possible.

Production was commenced in Section 3A by focusing closely on daily management right from the beginning.

Efficient daily management ensures compliance with the plans and a smooth progress of works. Daily routi-

nes in the Sörkan Spora project focus on active listening and the facilitation of genuine interaction.

Daily routines are based on the weekly production clock.

It includes, inter alia, a specific Big Room Day held in the section and the synchronization of the activities of the various partners with a view to production needs. Normally, the starting point for takt production planning is that the plan offers sufficient latitude to adapt to changes in the conditions. Challenges encountered so far in the course of the project include contaminated soil, incomplete filling, as well as partly unknown subsurface utility services.

At the heart of Sörkan Spora’s day-to-day management lies people management and the attainment of true on-site cooperation. Changes in culture and ways of working cannot be imposed from the outside; instead, it is up to the team to learn and improve performance on an on-going basis. Progress is achieved by creating routines that are followed and used for building trust between people and organisations. This contributes to a sound work climate and creates favourable conditions for a successful outcome.

Early morning meeting at the Sörkan Spora site.

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The final seminar for both IPD- and RAIN-projects was held in Helsinki on the 27th of April in 2022.

Joint efforts to develop integrated methods of procurement are continued

construction and tested the approaches in their own projects.

The IPD and RAIN3 programmes focus on research and development, training and coaching, as well as testing new approaches in the context of actual projects. In both programmes, those engaged in the construction sector are working together on a long-term basis to promote the use of integrated approaches and increase expertise in Finland. Added momentum is now being sought by incorporating the views of the parties into the new IPD4 and RAIN3 projects due to be launched in spring 2022.

IPD (Integrated Project Delivery) is an R&D programme intended for contracting entities. In IPD projects, contracting entities have, inter alia, studied the special features of integrated methods of execution in the procurement and construction stages and piloted integrated approaches in their project activities.

RAIN, the programme for integration capabilities in construction, is intended for service providers. In previous projects, service providers have studied lean

Until now, many of the participants have developed the activities mainly from their own point of view. While completing the first few projects, they have come to recognise the need for cooperation in development efforts: joint action is required to modernise and standardise operating models. If true changes are to be achieved in work culture, dialogue and joint development efforts are called for.

This year will see the launch of new IPD4 and RAIN3 projects that will be pursued up to 2025. The thematic workshops are interactive events for exchanging experiences and increasing knowledge. They are intended for people working on or studying integrated projects in the participating organisations. Some of the workshops are open to both contracting entities and service providers. Additionally, separate events or visits will be organised for the participants of both projects.

Initially, the participating organisations determine or redefine the main themes relevant to their projects. The main themes preliminarily selected for closer scrutiny include leanmanagement, standardisation and continuous flow. Matters to be addressed under these themes will include management needs and the change of culture in the industry, the application of integrated mechanisms as well as responsible construction.

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ALLIANCE PROJECTS 2011-2021

CLIENT

1.

Lielahti-Kokemäki railway renovation

2.

3.

4.

5.

6.

Vuolukiventie 1b renovation Tampere Tunnel Helsinki Airport pavement maintenance contract Headquarters of Finnish Institute for Health and Welfare Järvenpää Hospital

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

Lahti Travel Centre Pakila street network maintenance contract Apartment house Retkeilijänkatu 3-7, Helsinki Renovation of Jyrkkälä apartment block, Turku Apartment house Gunillankallio 10, Helsinki Hanaholmen Culture Center renovation VTT Centre for Nuclear Safety Joensuu Courthouse and Police Station Naantali Power Plant Helsinki Think Corner renovation Kainuu Central Hospital

18.

19.

20.

21.

Renovation of highway 6 Kempele Health Centre expansion Hiukkavaara Community Centre Oulu Children’s and Women’s Hospital

22.

23.

24.

25.

26.

27.

28.

29.

30.

31.

32.

33.

34.

35.

Kotka Police Station Tampere Tramway Syvälahti School Apron extension at Helsinki Airport Central Jakomäki redevelopment Tammela Stadion Pohjankartano School renovation Pitkäkangas School renovation Helsinki Airport terminal expansion Harppuunakortteli apartment block, Turku Äänekoski-Jyväskylä railway renovation Railway network maintenance contract KP2 Tesoma social and healthcare service contract Suomenlinna Tunnel

36.

37.

38.

39.

40.

41.

42.

43.

44.

45.

46.

47.

48.

49.

50.

Yli-Maaria School Helsinki Jokeri Light Rail Street lightning and traffic lights contract Lahti Southern Ring Road Apartment house Raitinkartano, Espoo Rajatorppa and Hämeenkylä Schools Kuopio University Hospital Road information system ICT alliance Tikkurila Church Lohja Education Centre (Laurentiustalo) Keravanjoki School Hämeenlinna Central Hospital Vaasa Central Hospital H building Pakilanpuisto Schools and Day Care Center Infrastructure cost management ICT alliance

Finnish Transport Infrastructure Agency (FTIA) University of Helsinki FTIA* and City of Tampere Finavia Senate Properties Kiinteistö Oy Järvenpään Terveystalo City of Lahti City of Helsinki Fira Oy KOy Jyrkkälänpolku The Seafarers’ Pension Fund Senate Properties Senate Properties Senate Properties Turun Seudun Energiatuotanto University of Helsinki Kainuu Social Welfare and Health Care Joint Authority FTIA* Kempele Municipality City of Oulu The Northern Ostrobothnia Hospital District Senate Properties City of Tampere City of Turku Finavia City of Helsinki City of Tampere City of Oulu City of Oulu Finavia The Seafarers’ Pension Fund FTIA* FTIA* City of Tampere Suomenlinna Administrative Board City of Turku Cities of Helsinki and Espoo City of Joensuu FTIA* The Seafarers’ Pension Fund City of Vantaa Kuopio University Hospital FTIA* Vantaa parish union City of Lohja City of Kerava KHSHP Vaasa Central Hospital City of Helsinki FTIA* and Cities of Helsinki, Espoo, Jyväskylä, Tampere, Turku and Vantaa

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MILJ. €

80 18 192 20 18 51 19 8 9 23 13 30 30 31 50 25 153 76 14 20 265 20 266 24 100 42 60 10 10 300 120 5 4,8 150 7 22 509 8 258 52 33 164 8 44 22 36 321 141 53

8

ALLIANCE PROJECTS 2011-2021

ALLIANCE PROJECTS 2011-2021

CLIENT

MILJ. €

51.

52.

Ylivieska Church Uudenmaankatu office building renovation, Helsinki

10

53.

Helsinki Crown Bridges Light Rail

54.

55.

56.

University of Helsinki main building renovation Lapland Central Hospital expansion Oulu Future Hospital B building

57.

58.

59.

60.

61.

62.

63.

64.

65.

66.

67.

Apartment house Kulttuurimajakka, Espoo Tapiola Church renovation Apartment house renovation contract, Helsinki Turku street network maintenance contract Railway network maintenance contract KP1 Helsinki Finnish-Russian School Operator services of Tampere Tramway City Hall renovation Jätkäsaari football hall, Helsinki Hippos student housing block, Tampere Helsinki Kalasatama Light Rail

68.

69.

Turku Concert Hall Oulu Hospital C building

70.

71.

Merikampus of Vaasa Jorvi hospital

72.

Laakso hospital

73.

74.

75.

76.

Successive renovations -project Kouvolan Asunnot appartments renovation Hailuoto fixed link KP2: Track and signalling system maintenance, service alliance Kokkola sportspark SUPO-house National museum expansion Vantaa prison new building Vantaa heat storage Martinlaakso Biopower plant Kupittaa Partnership Project Vaasa cycling alliance Sea Water System Project Alliance

Ylivieska parish Kiinteistö Oy Helsingin Uudenmaankatu 16-20 City of Helsinki and Helsinki City Transport University of Helsinki Lapland Hospital District 1 The Northern Ostrobothnia Hospital District The Seafarers’ Pension Fund Espoo Parish Union HOAS City of Turku FTIA* Senate Properties City of Tampere City of Lahti PPJ TOAS City of Helsinki and Helsinki City Transport City of Turku The Northern Ostrobothnia Hospital District University of Vaasa The Hospital District of Helsinki and Uusimaa The Hospital District of Helsinki and Uusimaa and city of Helsinki Asuntosäätiö Kouvolan Asunnot Oy FTIA*

77.

78.

79.

80.

81.

82.

83.

84.

85.

Total

FTIA* City of Kokkola Senate Properties Senate Properties Senate Properties Vantaan Energia Vantaan Energia City of Turku City of Vaasa Helen

8 370 28 18 375 15 13 25 33 130 25 90 23 4 119 300 62 500 14 225

838 10 10 96 25 50 135 55 56 90 60 190 30 496 8641

* Finnish Transport Infrastructure Agency

Publication: Alliance Report 1-2022. Alliance and IPD report – Closer integration between contracting parties in the Finnish construction industry Publisher: Vison Oy Authors: Jani Saarinen, Anni Jolkkonen, Samppa Roimela (projectdata) and Sulev Senkel Copyright Vison Oy © 2022 The purpose of this report is to provide general information and it is based on material compiled by Vison or given to Vison. Every possible effort has been made to ensure the accuracy of the report, but we cannot fully guarantee the completeness of the information. Vison accepts no responsibility for any damage that might occur in connection with the inaccuracies of this report. Please provide citation when using the information and graphics of this report.

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VISON OY, FINLAND’S LEADING IPD EXPERT is a business and construction management consultation company founded in 2012 and completely owned by its employees. The company, which will celebrate its 10th anniversary this year, employs a total of 23 specialists working in its offices in Helsinki and Oulu.

Vison provides services for the public and private sector related to strategy consultation, project and service procurement, management, training and coaching, as well as information management. The company specialises in strategic projects, complex projects and services, advanced purchasing and contractual arrangements, as well as lean construction and management.

Vison’s mission since its establishment is to accomplish a systemic cultural change in the construction and real estate development industry in order to improve customer satisfaction, raise the standard of quality and increase productivity as well as promote cooperation between project partners.

In future, the company will increasingly focus also on lean construction and the green transition. Aside from project activities, Vison seeks to promote this change by coordinating IPD and RAIN research and development projects in the construction industry.

Over the past 10 years, Vison has served as a consultant, expert and coach on some 100 complex IPD projects from railways, hospitals and churches to infrastructure maintenance and ICT projects executed using the alliance model.

The total value of these consultation projects exceeds EUR 7 billion.

Additional information: www.vison.fi

VISON OY

Tel. +358 50 554 3507 email: vison@vison.fi

VISON.FI

© Vison Oy 052022

BIM Kampus | Lapinrinne 3 FI-00100 Helsinki | FINLAND Oulu office | Rautatienkatu 1B 41 FI-90100 Oulu | FINLAND