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What does it mean to be a Capable Owner?

Event organised by ICE

Date
07 April 2022
Time
10:00 - 11:30 BST (GMT+1)
Location
Online

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You can catch-up on details or any broadcast and downloads here.

Overview

Join us at our Project 13 Capable Owner event to explore the key steps and desired individual skillsets to becoming a Capable Owner in your projects. With expert research and industry examples from Project 13 Adopters, you will discover how to adopt Capable Ownership into your organisation to effectively deliver better outcomes.

The Capable Owner pillar is one of five Project 13 Pillar’s that come together to create an enterprise model for infrastructure delivery. This model brings together owners, partners, advisers and suppliers, working in more integrated and collaborative arrangements, underpinned by long term relationships. This is the first of a series of Project 13 Network events around the Project 13 Pillar Groups: Capable Owner, Organisation, Governance, Integration and Digital Transformation.

We will be hearing from Andrew Page on his research into the six key steps to being a capable owner and how Anglian Water are following alternative routes for financing, designing, building, and operating assets that their customers rely on in their daily lives. This will be followed by industry examples from Project 13 adopters, Sellafield and Scottish Water, where we will learn about their journeys in adopting the Project 13 model and how they overcame any challenges whilst doing so.

Background:

As part of its wider role, the Capable Owner develops sustainable enterprises built on long term business to business (b2b) relationships. Traditional hierarchical relationships are replaced with aligned and collaborative b2b relationships, with a collective focus on delivering the outcomes required. The right partners are selected based on capability and behaviours and work within incentivised value-based arrangements.

Enterprises are brought together to deliver the outcomes required (customer and societal) and to enable business performance. The focus on outcomes provides a back-to-back alignment through all parts of the Enterprise. Capable Owners can articulate the required outcomes, with processes in place to ensure these outcomes effectively represent the requirements of customers, community and society. A capable owner will be able to describe the asset performance required to achieve these outcomes and will engage with partners and stakeholders in delivering outcomes and asset performance.

Through best practice assembly and exchange, community engagement through the Project 13 Network, and opportunities to get involved in the debate, the Capable Owner pillar explores the following key areas of capable ownership to maximise the potential of their infrastructure systems:

  • Articulating the voice of the customer.
  • Being value driven in mindset.
  • Articulating the voice of operations.
  • Relating to the supply chain.
  • Creating complex systems.
  • Recruiting, building and retaining talent.

Sign up to the Project 13 Network here.

Join the Project 13 community and the Capable Owner team to find out more.

Watch recording

Speakers

Lucy Howard

Lucy Howard

turner & townsend

director

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Lucy Howard

Originally from the North-East of England, Lucy studied Civil Engineering at Imperial College whilst working on nuclear shutdowns, residential projects, and recarpeting the Albert Hall. She was named NCE Graduate of the Year in 2004 for her contribution to the Kings Cross station redevelopment, before section managing the Kingsland Viaduct reinstatement for the East London Line.

By 26 she was chartered, leading the construction of a new South Quay DLR station, and chairing Constructing Excellence’s G4C. She finished a decade of work as a Principal Contractor improving her division’s work winning rate with excellent technical submissions for Crossrail, London Underground and Network Rail, including time leading the enabling works for the new Liverpool Street station.

In 2013 Lucy moved into programme and project management consultancy with Turner & Townsend to maximise outcomes delivered from clients’ assets; including work with London Overground, Network Rail, Heathrow Express and Heathrow Airport. She has progressed from Operations lead for the South region, to Transport Sector Lead, to Head of Infrastructure Markets for the UK Infrastructure Board. She has been part of the Project 13 movement from chairing the Future Leaders Group in 2017 to Development Board member co-chairing the Capable Owner Working Group now.

She welcomes interest from any individuals of any background across our diverse industry wishing to explore how we can jointly increase Capable Ownership best practice sharing together, so please do not hesitate to get in touch. Lucy is also an active ICE committee member on issues such as Productivity, has partnered with the CBI on their Programmes with Purpose work and is on the London Mayor’s Infrastructure Advisory Panel focused on diversity. Lucy enjoys challenging perceptions of the ‘stereotypical construction leader’ as a working parent who openly shares her experience of recovery from burnout.

Andrew Page

Andrew Page

Anglian Water Services

head of commercial services

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Andrew Page

Andrew has been involved in the creation of the Anglian Water Alliances from their beginnings back in 2004. This started with the creation of the world renowned @one Alliance, the success of which led to more of Anglian’s work being delivered through Alliancing models. The success is now so strong that Anglian’s Alliances have become a fundamental part of the Business Planning process during each regulatory cycle.

Andrew has shared the knowledge gained via Anglian through various forums to promote collaborative working. Acting on behalf of the Infrastructure Client Group (ICG), he conducted a number of ICG Alliancing Best Practice Assessment’s to help newcomers on their journey, and is now the co-chair of the Project 13 Capable Owner Group.

Richard Lennard

Richard Lennard

Sellafield Ltd

head of programme and project partners

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Richard Lennard

Richard helped lead one of the biggest procurements in Europe, having developed a fundamentally different commercial model to deliver all future Major Capital Projects at Sellafield. Having successfully obtained Ministerial approval, this is now the industry leading Programme & Project Partners (PPP), a multi-billion, 20-year partnership between Sellafield Ltd and four supply chain partners.

As the Head of the PPP Client Team, Richard is now supporting Sellafield Ltd to foster the environment needed to realise the benefits of the multi-billion PPP model that will deliver a series of complex major projects as part of a 100-year decommissioning programme.

Paul Sexton

Paul Sexton

Alliances at Scottish Water

general manager

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Paul Sexton

Paul Sexton is a Chartered Civil Engineer with over 20 years’ experience in the water utility industry, primarily in the delivery of large capital programmes.

Paul started his career with Thames Water working on leakage programmes, major infrastructure projects and the supply demand balance for London, latterly managing the design teams delivering the Victorian Mains Renewal Programme in London.

He moved to Scotland in 2004 to manage the design function for the Infrastructure Programme in Scottish Water Solutions, and the Delivery Manager of the non-infrastructure programme where he successfully delivered hundreds of projects across the country. Working for Veolia Paul was involved in bid development and the delivery of operational contracts including smart metering.

In moving to Scottish Water in 2014, Paul is currently the General Manager for three capital alliances, managing the delivery of c£250m/annum of investment over a 12-year programme. In Paul’s role he champions collaborative working practices across the supply chain and sponsored the ISO44,001 accreditation of alliance contracts in Scottish Water.

For more information please contact:

Amy Reed-Gibbs

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