Melissa Zanocco

Watch the launch of the Data & Digital Benchmarking Report 2023 below to hear a run through of the results of the survey and reflections and case studies from a panel of thought leaders from across the industry. You can access the Data & Digital Benchmarking Report 2023 here (you will need to be registered on the Project 13 Network). The Report, produced in collaboration with Mott MacDonald, surveys members of the Infrastructure Client Group Digital Transformation Task Group, including Project 13 Adopters. This year the survey boasts: More responses than ever before Revised questions to ensure greater relevance for organisations and the industry Suppliers included for the first time Case studies illustrating the findings The report identified four overarching cross-category insights: Shortage of regular collaboration within and across enterprises. Poor data quality restricting the ability for individuals to consistently make effective data-enabled decisions. Traditional business models restricting the transformation of new processes and ways of working. Lack of focus on data integration causing duplication and information loss at system boundaries. Jodie Lunnon, Mott MacDonald, and @Melissa Zanocco, Project 13, ran through the results of the survey. @Mark Enzer, Chair Digital Transformation Task Group, then chaired a panel consisting of: Roy Dahl - described how Scottish Water has formed the capital investment Digital Leadership Hub in order to help in achieving its goal of getting to site 50% more quickly. @Nigel Stroud - explained that Heathrow is running near full capacity and so its focus is on making incremental gains while maintaining smooth business operation with the help of its Digital Asset Delivery Roadmap. Yiu-Shing Pang - talked about how UK Power Networks has adopted a digitalisation strategy that prioritises resilience, agility and targeted efforts. It employs an Integrated Data Governance System which coordinates a community representing all departments within the organisation, facilitating a two-way dialogue between the users of digital tools and the owners of the digitalisation process. @Miranda Sharp, Metis Digital - focused on the value of data - we are no longer just talking about the value of the tin that the data sits in but about the exploitation of data assets. @Anna Bowskill, Allora Infrastructure - reflected on her time supporting the DTTG for the last few years and particularly picked out the thread of needing to use more accessible language around data and digital. You can watch the launch event here: Launch of Data & Digital Benchmarking Report 9 February 2024 9 - 10_00-20240209_090247-Meeting Recording (1).mp4

Watch the launch of the Project 13 Supplier Report 2023 below to hear a run through of the results of the supplier survey and reflections from a panel of thought leaders from across the industry on the results but also their personal Project 13 journeys. You can access the Project 13 Supplier Report 2023 here (you will need to be registered on the Project 13 Network). One of the outcomes the Project 13 global industry-change movement hopes to achieve is making the industry more sustainable overall, which includes ensuring that suppliers have more sustainable relationships. To measure this, the Project 13 Supplier Engagement Community carries out an annual survey. The report covers: Awareness and understanding of Project 13 Principles and progress on putting them into practice Experience of Project 13, including behaviours Dealing with change in Project 13 Project 13 and productivity @Alasdair Reisner, Civil Engineering Contractors Association (CECA), and @Melissa Zanocco, Project 13, ran through the results of the survey. @Tony Gates, Sir Robert McAlpine, then chaired a panel consisting of: @Natalie McIldowie, Jacobs, described her experience of being in an Enterprise, compared to other models, and the elements that make the experience different or better. Duncan Elliott, Sellafield / Morgan Sindall, focused on the value that comes from partnership working and true collaboration as well as some of the key enablers that help facilitate its success. @Florence Julius, Deloitte, brought out the benefits she has identified and the value achieved from the Project 13 approach, as well as her experience advising Clients. @Darren Colderwood, Mace, talked about his perspective as having been both on the client side as well as the contractor side and the different behaviours he has observed. Alasdair Reisner explained why CECA is a partner of Project 13 and supports the Supplier Community. The panel then answered questions from the attendees. You can watch the launch event here: Launch of Project 13 Supplier Report 26 January 2024 9 - 10_00 GMT-20240126_090108-Meeting Recording (1).mp4

The Project 13 Network invites you to join the Project 13 Digital Transformation Pillar and ICG Digital Transformation Task Group to celebrate the on-line launch of the Data & Digital Benchmarking Report 2023 on 9 February 2024. Start: 9:00 GMT Finish: 10 GMT ACCESS THE EVENT HERE: Click here to join the meeting Meeting ID: 390 430 262 200 Passcode: xk3UjZ ACCESS THE REPORT HERE The Report, produced in collaboration with Mott MacDonald, surveys members of the Infrastructure Client Group Digital Transformation Task Group, including Project 13 Adopters. This year the survey boasts: More responses than ever before Revised questions to ensure greater relevance for organisations and the industry Suppliers included for the first time After @Mark Enzer, Chair Project 13 Digital Transformation Pillar, introduces the report, @Melissa Zanocco, Infrastructure Client Group, and Jodie Lunnon, Mott MacDonald, will talk through the key findings of the report. This will be followed by a panel of industry thoughts leaders and practitioners sharing their views and best practice case studies including: Roy Dahl, Scottish Water Nigel Stroud, Heathrow Yiu-Shing Pang, UK Power Networks Miranda Sharp, Metis Digital Anna Bowskill, Allora Infrastructure REGISTER for the event by emailing melissa.zanocco@ice.org.uk The Report will be available on the Project 13 Network immediately after the event in the Library and the recording will be uploaded as soon as possible. You can find the results of the last survey here. Please note: Third parties, including other delegates may take pictures or record videos and audio and process the same in a variety of ways, including by posting content across the web and social media platforms.

The Project 13 Network invites you to join the Project 13 Supplier Engagement Community to celebrate the on-line launch of the Project 13 Supplier Report 2023 on 26 January 2024 at 9:00 – 10:00 GMT. You can access the Project 13 Supplier Report 2023 here (you will need to be registered on the Project 13 Network). You can watch the recording of Launch Event here: Is awareness of Project 13 growing across suppliers? Are there any benefits to being in an Enterprise compared to a traditional model? Does it impact productivity? One of the outcomes the Project 13 global industry-change movement hopes to achieve is making the industry more sustainable overall, which includes ensuring that suppliers have more sustainable relationships. To measure this, the Project 13 Supplier Engagement Community carries out an annual survey. Find out the results from the second survey, including the answers to the questions above, at the launch of the survey report. After @Alasdair Reisner , Civil Engineering Contractors Association, and @Melissa Zanocco, Project 13, introduce the Report, @Tony Gates, Sir Robert McAlpine, will chair a panel of industry thoughts leaders and practitioners sharing their views and best practice including: @Natalie McIldowie, Jacobs Elliott Duncan, Sellafield / Morgan Sindall @Florence Julius, Deloitte @Darren Colderwood, Mace REGISTER for the event by emailing melissa.zanocco@ice.org.uk The Project 13 Supplier Report will be available on the Project 13 Network immediately after the event in the Library and the recording will be uploaded as soon as possible. You can find the results of the first survey here (you will need to be registered on the Project 13 Network to access it). Please note: Third parties, including other delegates may also take pictures or record videos and audio and process the same in a variety of ways, including by posting content across the web and social media platforms.

Project 13 is a global industry change movement and is managed through a number of governance bodies and platforms that have been working hard throughout the year. This is a summary of some of the highlights for 2023. Project 13 Network: the knowledge-sharing community for all those interested in delivering infrastructure differently and putting the Project 13 Principles into practice, now has over 4,600 members from across the globe. Help us to make it 5,000 by registering, if you have not already done so, or spreading the word (NB to access some of the links in this article, you will need to be registered on the Network) Training: the first Project 13 training module, 'Introduction to Project 13', was published in Autumn. You can find out more and access it here. Events: Capable Owner series: Collaboration for Innovation Project 13 Governance Code Launch Project 13 Network / nPlan on accelerating the building of TRUST – watch the recording here Partner Initiatives: World Economic Forum: In April we celebrated the finale of the World Economic Forum / Engineering & Construction Risk Institute (ECRI) / Project 13 Collaborative Infrastructure Delivery Initiative by sharing some of the insights from the three panel series, over the last four years. There was also a case study from @Tony Slater, National Highways SMP Alliance. Get it Right Initiative (GIRI): GIRI invited @Melissa Zanocco to speak at its Autumn members' meeting. She highlighted how the two initiatives compliment each other to help achieve better outcomes for people and nature. You can read the write up here. Other Project 13 Partner Initiatives include: Conflict Avoidance Pledge, Digital Twin Hub and Engineering Construction Industry Training Board. You can find a list of them at the bottom of the About Project 13 page. Strategy: The Strategy Group, chaired by @Dale Evans, has met three times this year to provide overall direction to Project 13. It is made up of the Chairs of the other governing bodies, plus representatives from our partners. Adopters: The Project 13 Adopter Community is Co-Chaired by @Steve Hudson and @Melissa Zanocco and has welcomed two new Adopters this year Rolls-Royce Submarines and the New Hospital Programme (and we held a Peer Review Session to act as a critical friend on their strategy to date). A list of the Adopters is available here. The Adopters started the year doing the Project 13 Maturity Matrix assessment - it is great to measure your own maturity but even better to be able to compare with your peers. The Adopter Forum has met twice to oversee the strategic direction of the Adopters and has held workshops on: Maintaining High-Performing Enterprises - looking at joint HS&W strategies across the Enterprise, including the supplier ecosystem. The journey for some organisations has been from trying to get consistent H&S strategies across their own organisation to looking at having something consistent across the supplier ecosystem, with their input. The next step is having shared wellbeing strategies across the Enterprise. Relationship between Capable Owner and Integrator - how the Project 13 Capable Owner can best interact with the Integrator to achieve optimum outcomes. Two perspectives were shared - an Adopter almost 5 years into their Enterprise and one just at the start. Commercial models - The Adopters talked through 'wiring diagrams' showing how they have translated the Project 13 Principles into practice in their commercial arrangements, including contracts, governance and incentives. Joint meeting with the Infrastructure Client Group Digital Transformation Task Group on de-mystifying AI for infrastructure delivery - After explaining exactly what AI is, and is not, in plain English, lots of practical examples of how the ICG members are already using AI were shared with a discussion on the potential for the future. The need to focus on outcomes and people, rather than seeing AI as the end in itself, and the need to use AI responsibly, including ethically, were some of the key messages. Suppliers: Earlier this year the Project 13 Supplier Engagement Community, chaired by @Tony Gates, and supported by @Alasdair Reisner, released the results of the Project 13 Supplier Survey 2022. The results of the survey for 2023 will be released in Q1 of 2024. The Supplier Forum has met 3 times to oversee the strategic direction of the Engagement Community and has held 3 workshops to create the Project 13 Supplier Roadmap that will be published in 2024. Both Communities come together twice a year. At the workshop in the summer we identified the top characteristics of a Capable Owner and a Capable Supplier Development Board: chaired by @Dale Evans and supported by @Amy Reed-Gibbs, oversees the Project 13 Pillar Development Groups on Capable Owner, Governance, Integration, Organisation and Digital Transformation and has met four times to offer guidance to the activity of the Groups, including the Capable Owner event and Governance Code mentioned above. Digital Transformation Pillar / ICG Digital Transformation Task Group: these two groups, chaired by @Mark Enzer, worked together closely on joint outputs in 2023, including the joint AI workshop above: Data & Digital Principles for Project Success: you can watch the recording of the launch event here. Data & Digital benchmarking survey 2023: the results with be launched in Q1 of 2024. You can watch the launch event in 2022 here. Digital Twin Hub Connected Digital Twins Summit 2023: you can view recordings of the presentations here, including from members of the DTTG. The Project 13 Adopters are invited to the DTTG Peer Review Programme workshops. Highlights included: Joint workshop with ICG Infrastructure Carbon Task Group 'How can data and digital support in enabling the achievement of Net Zero targets?' The discussion led to the following steps: start with the outcomes in mind, work back to confirm the process needed to achieve it and then identify the information requirements at each step of the process. Government & Industry Interoperability Group (GIIG)'s Management Information Platform with a case study from the Environment Agency. It is becoming clearer that in order to ensure that the right information is getting to the right people at the right time for better decisions to be made, we need to collaborate across the Enterprise / supplier ecosystem - it is not enough just to get our own house in order. It is also critical that data is independent from the technology to ensure interoperability. Apollo Protocol: Jonathan Eyre and Henry Fenby-Taylor took us through the journey they have been on to date, which is all documented in the Digital Twin Hub Apollo Protocol Network. Houses of Parliament Restoration & Renewal Data and Digital team had a Peer Review Session where ICG members act as critical friends, giving feedback on their digital journey. UK Power Networks' Digitalisation Strategy and Action Plan. The DTTG believes that clients having Enterprise digital transformation strategies are a key lever to enabling the transformation of the industry and this is a perfect example. East West Railway Company's approach to digital systems. Although there was lots of technical talk it all came back to people and integration. What we want is for everything to be interoperable, and preferably in an automated way, so that people have the right quality data and information that they need, in a timely fashion, to make better decisions. Joint workshop with the Department for Science, Innovation and Technology on data accessibility and data-sharing architecture - If you have a presumption of openness then it changes the culture. It does not mean that the data needs to all be open but if you encourage people to think about why they should NOT share it rather than focusing on why they should - it drives a different approach. You can read the National Highways case study on valuing their data here. ICG Infrastructure Carbon Task Group: Project 13 also holds joint workshops with the Infrastructure Carbon Task Group chaired by Rachel Skinner. Highlights from their programme this year include: Launch of Concrete Decarbonisation Accelerator involving several of the ICG members and consisting of three streams: Collaborative alignment – what can be done quickly and for little or no money just through consistency from the clients Pipeline of demand for concrete – understand ICG-led demand for concrete so the supplier ecosystem can invest with confidence Research into game changers that could have big impact but take longer Input to several industry initiatives: Our Shared Understanding: a circular economy in the built environment – launched at the World Circular Economy Forum Revision of PAS2080 Low Carbon Concrete Routemap Workshops held every 6 weeks: Resilience workshop: to discuss if our current approach to climate resilience is sufficient with guest speakers Thomas Abdallah, Metropolitan Transportation Authority, New York and Tom Burgoyne, Climate Resilience Demonstrator (CReDo) Circularity workshop: How can a group of economic infrastructure clients accelerate the move to more circular models by working together? With guest speakers Rafe Bertram, Enfield Council Meridian Water, Sara Solis, TULIPS – Green Airports and Christian van Maaren, Excess Materials Exchange Joint workshop with the National Infrastructure Commission on the National Infrastructure Assessment 2 recommendation on Natural Capital. Joint workshop with National Infrastructure Commission and Digital Transformation Task Group on the National Infrastructure Assessment 2 recommendations: - For government to publish a full set of outcome based resilience standards for energy, water, digital, and transport services. - For infrastructure operators to estimate the costs of maintaining government resilience standards in the face of projected climate change to 2050.

Project 13 is a global industry-change movement based on a set of Principles. It stays at the principle level so that it can remain widely applicable. The Project 13 Network therefore partners with existing industry initiatives that offer practical tools and assistance to help with implementation of the Principles. GIRI (Get it Right Initiative) One of those partner initiatives is GIRI (Get it Right Initiative). GIRI is a group of UK construction industry experts, organisations and businesses actively improving productivity, quality, sustainability and safety in the construction sector by eliminating error. GIRI invited Melissa Zanocco, Co-chair Project 13 Adopter Community, to speak at its Autumn members' meeting. She highlighted how the two initiatives compliment each other to help achieve better outcomes for people and nature. Below is the write up of her presentation entitled: Getting it right at the highest level. This, along with the other presentations from the event, can be found on the GIRI website here. “Project 13 is about getting it right at the highest level for the whole built environment and has many synergies with GIRI,” said Melissa Zanocco at GIRI’s members’ meeting. “Our vision is for a built environment whose explicit purpose is to enable people and nature to flourish together for generations.” Project 13 is one of the three core initiatives of the Infrastructure Client Group, with a community of 4,000 members, and is being adopted by some of the largest infrastructure owners. The focus is on moving from a transactional business model to more collaborative ways of building a sustainable future for the industry, creating infrastructure that delivers better value for all. Delivering outcomes through the system of systems Melissa explained that the initiative is based on the concept of the built environment as a ‘system of systems’ where the links between social and economic infrastructure and the natural world are understood, and the fact that infrastructure is not about building siloed projects, but about adding interventions to the overall system. The emphasis is on delivering a service, rather than a facility. “We don’t want a hospital, we want healthcare; we don’t want a school, we want education. Project 13 believes getting it right at the highest level is about having better outcomes for people and nature. And nature is important because if you don’t have better outcomes for nature, you won’t have better outcomes for people.” This extends to all levels. “There’s project outcomes, community-level outcomes, national outcomes, and even global outcomes, such as the UN Sustainable Development Goals. Getting it right at the highest level is being able to see that link from how each project is helping to achieve the UN goals.” An outcome-focused approach, Melissa explained, considers the system as whole and the best way to achieve the desired outcome. “Can you achieve it by optimising what is already there, or by modifying it? We don’t build something unless we have checked we can’t achieve the outcome in a different way. If we do build, it is understood as an intervention in the overall system rather than, as we have now, standalone, siloed projects.” Ultimately, she said, getting it right at the highest level is about the performance of infrastructure – did we need to build it, did we build the right thing, and does it do what we want it to do? Creating the enabling environment Project 13 creates the enabling environment through which this can be achieved. “If we want to get things right and reduce error, lots of things need to be in place. Project 13 sees part of that as exploiting digital to the full, and that could be across the portfolio, an organisation, or the whole life of assets. Equally, digital unlocks Project 13 because you need the information and data flowing through the enterprise, across organisations. “Then there’s carbon. You can’t hit net-zero targets if you don’t exploit digital and deliver projects differently. And if you can get these things right, underpinned by people having the right tools, skills, and capabilities, then you will get improved productivity and improved performance of infrastructure.” Encouraging new mindsets and behaviours Project 13 is an industry change movement because it requires a new mindset and new behaviours. “The traditional transactional parent-child approach of the industry creates silos and makes it difficult for collaboration to occur. The Project 13 enterprise model, on the other hand, is set up for long-term collaborative relationships. We talk about Capable Owners rather than clients, because we want people to start thinking differently, and asset owners have an interest in the whole life of a project and getting those outcomes for people and nature.” A Capable Owner should articulate the outcome and the value of the outcome that they want, which is different to just the cost. When they go to market, they procure the capability to achieve that outcome, with an emphasis on innovative solutions. An example of this is the Anglian Water Strategic Pipeline Alliance. “They didn’t go to market to procure a pipeline, they procured the capability to move water from one area to another. In this way they were able to reduce the pipeline by 25% with corresponding reductions in carbon and cost.” Project 13 is based on five pillars and their corresponding principles: organisation (creating a collaborative enterprise), governance (of that enterprise), integration (moving away from a transactional construction approach to more of a production system) and the Capable Owner and digital transformation. “How fast you can move depends on the maturity of the latter two,” she explained. Melissa highlighted the many ways in which Project 13 aligns with and complements GIRI, including creating the culture and working environment to get it right from the start, sharing knowledge, and early stakeholder engagement. “That way there is collective planning that helps avoid waste and rework.” There are also commercial advantages, she explained. “Project 13 is about making the pie bigger for all stakeholders rather than everyone fighting to make their slice bigger. Stakeholders are incentivised to achieve an outcome, which allows for flexibility in case circumstances change.” It also takes advantage of constantly evolving digital technologies to find better, more efficient ways of working that make that pie bigger.” Other Project 13 Partner Initiatives include: Conflict Avoidance Pledge, Digital Twin Hub and Engineering Construction Industry Training Board. You can find a list of them at the bottom of the About Project 13 page.

Watch the Project 13 Network / nPlan panel discussion on the topic of how to accelerate the building of TRUST. ACCESS the recording here – you will need to enter your details. The transactional model for delivering major infrastructure projects and programmes is broken. It prevents efficient delivery, prohibits innovation and therefore fails to provide the high-performing infrastructure networks that businesses and the public require. Our current processes, systems and relationships have led us to a culture in which we are regularly in conflict with each other and we do not raise issues until it is often too late to mitigate risks appropriately. The Project 13 Principles, the Cabinet Office’s Construction Playbook and the Infrastructure & Projects Authority’s Transforming Infrastructure Performance all call for long-term, collaborative relationships. Trust is a huge component of building collaboration, but people cannot build trust just by saying ‘trust me’ or writing it into a contract. @Melissa Zanocco chaired the panel discussion and talked about how a Project 13 Enterprise is set up to help with building trust. Beth West, CEO East West Rail, talked about the ‘Trust Equation’ and how clients can build trust with their supplier ecosystem – trying to change the parent-child transactional, relationships. @Tony Slater, Programme Director, National Highways’ Smart Motorways Alliance, talked about building relationships and trust at the lower levels of the supplier ecosystem below what we would traditionally call the Tier 1 and 2s. Dr @Jas Kalra, Associate Professor of Operations & Project Management, The Manchester Metropolitan University and member of Project 13 Supplier Engagement Community talked about his research into building trust between suppliers and gave examples of it in practice. Andy Brown, Group Chief Sustainability Officer, Anglian Water Service, described the lessons he has learned from his community engagement work for Anglian Water – building trust with the public and getting their feedback and input to Anglian’s business plan and projects. Dev Amratia, Co-founder and CEO, nPlan, gave practical examples of how having the right data changes the discussion that can be had between various parties, including between the project and the Board looking for investment or between clients and suppliers building trustworthy relationships more quickly. ACCESS the recording here – you will need to enter your details.

The Project 13 Network, in partnership with nPlan, invites you to a hybrid panel discussion event on the topic of TRUST, on 22 November 2023 at 9:00 GMT REGISTER HERE The transactional model for delivering major infrastructure projects and programmes is broken. It prevents efficient delivery, prohibits innovation and therefore fails to provide the high-performing infrastructure networks that businesses and the public require. Our current processes, systems and relationships have led us to a culture in which we are regularly in conflict with each other and we do not raise issues until it is often too late to mitigate risks appropriately. The Project 13 Principles, the Cabinet Office’s Construction Playbook and the Infrastructure & Projects Authority’s Transforming Infrastructure Performance all call for long-term, collaborative relationships. Trust is a huge component of building collaboration, but people cannot build trust just by saying ‘trust me’ or writing it into a contract. This event will look at the different types of trust – between client and supplier, between suppliers working in an Enterprise and between the client and the public / community – and various techniques and tools to help build it at speed, including leveraging data and information. We are pleased to announce a stellar line up on the panel, chaired by @Melissa Zanocco, Infrastructure Client Group / Project 13: Beth West, East West Rail @Tony Slater, National Highways Dev Amratia, nPlan Andy Brown, Anglian Water @Jas Kalra, Manchester Metropolitan University There are a limited number of places in person on a first come first served basis. Location: Fora - Borough, 180 Borough High Street London SE1 1LB Programme (times in GMT) 8:15 Doors open & breakfast 9:00 Panel Discussion 10:00 Networking: 10 am 11:00 Doors close REGISTER HERE The event will also be live streamed. We will be recording the event and the recording will be uploaded to the Project 13 Network as soon as possible. Please note: Please note that third parties, including other delegates, may take pictures or record videos and audio and process the same in a variety of ways - including by posting content across the web and social media platforms.

The Project 13 Network, in partnership with nPlan, invites you to a hybrid panel discussion event on the topic of TRUST, on 22 November 2023 at 9:00 GMT REGISTER HERE The transactional model for delivering major infrastructure projects and programmes is broken. It prevents efficient delivery, prohibits innovation and therefore fails to provide the high-performing infrastructure networks that businesses and the public require. Our current processes, systems and relationships have led us to a culture in which we are regularly in conflict with each other and we do not raise issues until it is often too late to mitigate risks appropriately. The Project 13 Principles, the Cabinet Office’s Construction Playbook and the Infrastructure & Projects Authority’s Transforming Infrastructure Performance all call for long-term, collaborative relationships. Trust is a huge component of building collaboration, but people cannot build trust just by saying ‘trust me’ or writing it into a contract. This event will look at the different types of trust – between client and supplier, between suppliers working in an Enterprise and between the client and the public / community – and various techniques and tools to help build it at speed, including leveraging data and information. We are pleased to announce a stellar line up on the panel, chaired by @Melissa Zanocco, Infrastructure Client Group / Project 13: Beth West, East West Rail @Tony Slater, National Highways Dev Amratia, nPlan Andy Brown, Anglian Water @Jas Kalra, Manchester Metropolitan University There are a limited number of places in person in the UK on a first come first served basis. Location: Fora - Borough, 180 Borough High Street London SE1 1LB Programme (times in GMT) 8:15 Doors open & breakfast 9:00 Panel Discussion 10:00 Networking: 10 am 11:00 Doors close REGISTER HERE The event will also be live streamed. We will be recording the event and the recording will be uploaded to the Project 13 Network as soon as possible. Please note: Third parties, including other delegates, may take pictures or record videos and audio and process the same in a variety of ways - including by posting content across the web and social media platforms.

Watch the launch of the Data & Digital Principles for Project Success below to hear a run through of the Principles, how they were created and thoughts from a panel of thought leaders from across the industry and Government. You can access the Data & Digital Principles for Project Success here (you will need to be registered on the Project 13 Network). The Data and Digital Principles for Project Success are intended as core propositions or ‘basic truths’, to be used to guide thinking and behaviour in project delivery. They are intended to sit alongside the Infrastructure & Project’s Authority Principles for Project Success. Designed as short, memorable headlines unpacked by supporting bullets: a quick guide for practitioners on things to get right for any project to succeed. The eight principles were developed following consultation with project professionals across the Infrastructure Client Group and Project 13 Adopter stakeholders and beyond. @Melissa Zanocco, Infrastructure Client Group, and @Anna Bowskill, Mott MacDonald, introduced the Principles and cross-referenced to other industry initiatives including the Project 13 Principles, the Infrastructure and Projects Authority's Transforming Infrastructure Performance: Roadmap to 2030. and Cabinet Office’s Construction Playbook. @Mark Enzer, Chair, ICG Digital Transformation Task Group, then chaired a panel consisting of: @Will Varah, EY, who was previously at the IPA and is one of the instigators of the Principles, having recognised that it would be useful to have data and digital principles to sit alongside the IPA Principles for Project Success. Ian Gordon, Arup, attended the original workshop to create the Principles and has been on the journey with the ICG Digital Transformation Task Group, having worked at both National Highways and the Houses of Parliament Restoration and Renewal initiative. @Richard Lennard, Sellafield, who sits on the Infrastructure Client Group Management Board and is the Sponsor for the ICG Digital Transformation Task Group, as well as one of the Early Adopters of Project 13, gave his thoughts on the importance of speaking in plain language that non-digital experts can understand and embrace. Sonia Zahiroddiny, HS2, spoke from a client’s point of view and her experience of putting the principles in practice across her career at HS2, particularly picking up on the need to focus on outcomes and purpose and the importance of culture and people, including the end-users. @Jo Ellman-Brown, Infrastructure and Projects Authority, gave a perspective from Government, across projects, life-cycles and sectors, with the aim of transforming the way projects are delivered and how we can learn from the data to not make the same mistakes. You can listen to the launch event below Data & Digital Principles for Project Success Launch Event-20231101_090603-Meeting Recording (1).mp4

@Tony Slater will explore the set-up, mobilisation and operation of the multi-partner Project 13 Enterprise that is the Smart Motorway Programme (SMP) Alliance. Tasked with delivering a national, geographically spread and varied programme of motorway safety and upgrade works for National Highways, the Alliance has adopted an integrated, collaborative approach that embraces Project 13 principles and contemporary thinking. Through the development of common systems and processes, the Alliance is helping to transform delivery whilst making infrastructure safer, greener and evermore efficient for everyone. This insightful presentation will share aspects including: Background behind why the Alliance was established. The challenge of mobilising in the middle of the pandemic. Project 13 in practice. How collaboration and agility have helped navigate multiple external change factors. How data and insight are helping to drive performance. Examples of integration, programme delivery successes and learnings. REGISTER HERE

The Project 13 Network invites you to join the Project 13 Digital Transformation Pillar to celebrate the on-line launch of the Data & Digital Principles for Project Success on 1 November 2023 at 9:00 GMT. you can access the recording of the launch here: You can access the Principles here: The Data and Digital Principles for Project Success are intended as core propositions or ‘basic truths’, to be used to guide thinking and behaviour in project delivery. They are intended to sit alongside the Infrastructure & Project’s Authority Principles for Project Success. Designed as short, memorable headlines unpacked by supporting bullets: a quick guide for practitioners on things to get right for any project to succeed. The eight principles were developed following consultation with project professionals across the Infrastructure Client Group and Project 13 Adopter stakeholders and beyond. After @Melissa Zanocco and @Anna Bowskill introduce the Principles, @Mark Enzer will chair a panel of industry thoughts leaders and practitioners sharing their views and best practice including: @Richard Lennard, Sellafield @Jo Ellman-Brown, Infrastructure and Projects Authority @Will Varah, EY Sonia Zahiroddiny, HS2 Ian Gordon, Arup Please note: We plan to make a recording of the event available. Please note that third parties, including other delegates may also take pictures or record videos and audio and process the same in a variety of ways, including by posting content across the web and social media platforms.

The Project 13 Network invites you to join the Project 13 Digital Transformation Pillar to celebrate the on-line launch of the Data & Digital Principles for Project Success on 1 November 2023 at 9:00 GMT. You can access the event here: Click here to join the meeting Meeting ID: 353 180 652 024 Passcode: Qcifh6 You can access the Data & Digital Principles for Project Success here (you will need to be registered on the Project 13 Network). The Data and Digital Principles for Project Success are intended as core propositions or ‘basic truths’, to be used to guide thinking and behaviour in project delivery. They are intended to sit alongside the Infrastructure & Project’s Authority Principles for Project Success. Designed as short, memorable headlines unpacked by supporting bullets: a quick guide for practitioners on things to get right for any project to succeed. The eight principles were developed following consultation with project professionals across the Infrastructure Client Group and Project 13 Adopter stakeholders and beyond. After @Melissa Zanocco and @Anna Bowskill introduce the Principles, @Mark Enzer will chair a panel of industry thoughts leaders and practitioners sharing their views and best practice including: @Richard Lennard, Sellafield @Jo Ellman-Brown, Infrastructure and Projects Authority @Will Varah, EY Sonia Zahiroddiny, HS2 Ian Gordon, Arup ACCESS THE EVENT HERE: Click here to join the meeting Meeting ID: 353 180 652 024 Passcode: Qcifh6 The Principles will be available on the Project 13 Network immediately after the event in the Library and the recording will also be uploaded as soon as possible (you need to have registered on the Project 13 Network to be able to access this). Please note: We plan to make a recording of the event available. Please note that third parties, including other delegates may also take pictures or record videos and audio and process the same in a variety of ways, including by posting content across the web and social media platforms.

Access ‘Introduction to Project 13’ training here Project 13 is pleased to announce the launch of the Project 13 training module ‘Introduction to Project 13’. The module explains the Principles of Project 13, how it works and how it will change the way major projects are delivered. It is succinct and can be used as an induction for those joining an organisation or Enterprise, as well as for those bidding to join one. It has been created through a collaborative process, led by the Project 13 Supplier Community and the Civil Engineering Contractors Association (CECA), including workshops and feedback sessions. There is growing recognition that employees need to be continuously up-skilling, or 'new-skilling', in a range of capability areas as the industry evolves. The training therefore sits on a portal on the Supply Chain Sustainability School (SCSS) website alongside other relevant training to create a one-stop shop; for example: similar explainer modules for the Cabinet Office’s Construction Playbook and Infrastructure & Projects Authority’s Transforming Infrastructure Performance. The training is free and users will need to create a free account with the SCSS to access it. The training has been approved for CPD points. This is the first module in a suite of modules that are being developed. Future modules will provide a deep dive into specific areas within the Project 13 Pillars and Principles, based on learning since the launch in 2018. Commenting on the launch, Dale Evans, Chair, Project 13 said: “The launch of training is an important step in the evolution of Project 13 and its effort to create a more sustainable future for the construction industry, with a more highly-skilled workforce and infrastructure that represents better value for all. The significant contribution by CECA, the Project 13 Supplier Community and stakeholders from across Project 13 reflects the highly integrated nature of the Project 13 movement” Tony Gates, Chair, Project 13 Supplier Community, said: “The Project 13 Supplier Community has consistently raised the need for Project 13 training so I am delighted to see the launch today of the first module. Ensuring the training meets the needs of various stakeholders has been a key objective of the group.” Alasdair Reisner, CEO, CECA, said: “CECA has been pleased to lead this work as it helps with achieving one of CECA’s aims to help its members and the wider industry to meet their future skills needs and achieve better productivity for the sector”

The Southern Integrated Delivery alliance, or SID, will be part of a new enterprise model based on the Project 13 Principles, developed following significant cross-industry consultation over the last two and a half years, including as part of the Project 13 Adopter Community. Four partners have been selected to join Network Rail’s Works Delivery team in forming an innovative, performance-based alliance to deliver the Southern Region's up-to £9bn estimated renewals portfolio over the next ten years. The partners will be VolkerFitzpatrick for Buildings and Civils, Octavius for Electrification and Plant, VolkerRail for Track and Atkins for Signalling, and will cover Control Period 7 (2024-2029) and Control Period 8 (2029-34). Work is underway deciding the renewals budget for CP7 as Network Rail works to agree a final settlement with the regulator. With the SID, the Southern Region seeks to make a transformational change in how renewals work is delivered by merging the capabilities of Network Rail and its supply chain to develop an integrated and coordinated approach to delivery. Through tying efficiency savings found by partners to increasing the workbank, and linking profit to extra work delivered, the SID will make the best use of resources, maximise efficiencies and be collectively incentivised to deliver value for taxpayers and the right outcomes for passengers, freight and railway funders. What is the model and how will it work? The model for CP7 and CP8 will be based around three distinct entities: the Capable Owner, Southern Integrated Delivery (SID) and the Eco-System. The model will replace the existing Regional Asset Management and Capital Delivery operating structure and will require a fundamental shift in leadership, governance, behaviours, and skills. Capable Owner The Capable Owner will provide strategic direction and leadership and oversee the delivery of the overall enterprise. The focus will be on the delivery of outcomes, meaning a significant change in expressing what we wish to achieve, rather than how it should be done or how it should be delivered. Southern Integrated Delivery (SID) The SID will be a fully-integrated team that will bring together the strengths, capabilities, and knowledge of the Supply Chain and Network Rail. It will own the renewals work bank, manage it at the portfolio level and drive a transition to a production management ethos. The SID will be commercially aligned and jointly incentivised - win together / lose together - to create a ‘share in success’ environment. Business partners within the SID will generate profit through performance against the Final Determination rather than work-done and turnover. Eco system The Eco-system will consist of both strategic and tactical suppliers, to be split depending on the level of influence they may have on final outcomes. Recognising that the key to unlocking efficiencies lies with the SME community, strategic members will be incentivised along similar lines as the SID. Initially the eco-system will be formed of Network Rail and Supplier Frameworks. However, as the Enterprise matures, we intend for the SID to collectively develop a new set of contracting arrangements that will complement the capabilities held within the SID.

There are twelve Project 13 Adopters putting the Project 13 Principles into practice and sharing their learning between them. The Project 13 Adopter Community meets regularly to discuss their emerging best practice and barriers as they progress on their journeys. At a workshop earlier this year, they discussed how they have been using their Enterprise and supplier ecosystem relationships to mitigate and manage the risks during the uncertain times over the past three years including dealing with Covid-19, Brexit, shipping issues, inflation and the conflict in Ukraine. The meetings are Chatham House but this article gives some highlights from the discussion. Accelerating the journey to high performing Enterprises Project 13 recognises that an organisation will not become a high performing Enterprise immediately, and so the Maturity Matrix identifies three steps from simple collaboration, through integrated functions and relationships to a high performing Enterprise. The Adopter Community has seen an acceleration of that journey recently as the current conditions make it even harder for organisations to continue operating as they have done in the past when they need to deliver the same output for less. It is now clearer to senior leadership that an Enterprise model is a necessity rather than a nice to have. The benefits of the model include doing things in bulk and in a common fashion across the partners including: shared and optimised capability (drawn from across the enterprise partners), commonly adopted processes and systems, a common data platform and a common behavioural and incentivisation model. Some examples mentioned were: Having one planning resource across the Enterprise rather than one in each organisation Sharing mechanical plant across all partners - this reduced fuel needs and the need for transportation from place to place Reducing the amount of moves from one site to another – more sequential Having central compounds – not spread across multiple locations Pooling buying resources to get better deals and reduce wastage which also aids with Net Zero targets. In general, it becomes easier to make decisions early on that benefit everyone and the results are obvious to all involved. Good relationships with the supplier ecosystem The Enterprise model does not make any of the issues go away but helps with mitigating them. A large part of that is because strong long-term relationships have been built with partners (within the Integrator) and the wider supplier ecosystem. It is therefore easier to have the right ‘mature’ conversations to find solutions that work for everyone. The Adopters have not seen many examples of suppliers reverting to previous behaviours. Importantly, the current conditions have also increased understanding of suppliers’ suppliers and their issues. Many were not aware of the reach of their global supplier ecosystem. There are trade-offs to be made between finding new providers and increasing the carbon footprint of how far the materials travel. This also led to a discussion about ethics. It was felt that the full pain is not yet being felt as many had enough materials to last them for the next few months but the full implications will hit a bit further down the line. Decisions are being taken earlier and for large orders, even if design is not finalised, in order to give longer lead times to receive materials. Any excess material ordered can then be used across the programme / organisation. Retaining employees There is currently huge wage inflation and many people left the industry all together during and after Covid-19. Feedback from the workshop suggested that the positive atmosphere created in an Enterprise helps to retain staff. There was even an example of a higher salary tempting someone away who then came back as realised that culture is more important and better for mental health. What is the future of the office and co-locating? Covid-19 has led to a shift in working from home. The Project 13 Enterprise model is based on collaboration and integration so there was an interesting discussion about the impact of homeworking on building the organisation. It was definitely felt that those who had already built relationships in person before Covid-19 found it easier to transition to working on-line, although there were still issues as new people come on board. However, those who started something new during Covid-19 said that they struggled to build integration and high performing teams as quickly. However, there were also many benefits of homeworking including the fact that there is more access to diverse talent. It was not suggested that things should return to how they were before but that conscious thought should go into the in-person element of building relationships. Office spaces now need to be collaboration spaces and people should be brought together specifically for collaboration purposes, not just for a run-of-the-mill meeting that could be done on-line. This means the nature of office space needs to change – not rows of seats but an environment that people want to travel to. This also means that it could be at a partner's location, not necessarily at the Capable Owner’s offices. There was a fascinating discussion about whether virtual reality will be a solution to team building in the future. Let us know your thoughts in the comments section below. There are always some great quotes that come out of these workshops so I will leave you with three: “Gang up on the problem, not the people” – people are quick to criticise – it is easier to do that then help. Not offices but “heartbeat places” – need to entice people. “Triviality becomes criticality” – little things seem to escalate online.

Listen to the launch of the Digital Benchmarking Survey 2021, powered by the Smart Infrastructure Index, to hear how some of the Infrastructure Client Group (ICG) Digital Transformation Task Group and Project 13 Adopters are improving their digital maturity. As well as the cross-cutting themes from the results, the launch event included case studies and reflections from Anglian Water, Environment Agency, UK Power Networks, the Climate Resilience Demonstrator (CReDo) cross sector digital twin project and Infrastructure & Projects Authority's Transforming Infrastructure Performance: Roadmap to 2030 (TIP). Gaps and how to fill them Melissa Zanocco, Co-Chair Project 13 Adopter Community and Digital Twin Hub Community Council, Andy Moulds and Anna Bowskill, Mott MacDonald, highlighted the key findings of the report and demonstrated how the quantitative data backs up the qualitative data, providing evidence to help with making stronger business cases to Boards. The report has highlighted two gaps and possible solutions for filling them. They are: The gap between the amount of data that we now have at our disposal but the fact that it is not reaching the decision makers in a timely fashion so that they can make better decisions. The data points to silos within organisations and poorly organised information as being possible causes of this. The DTTG will therefore be focusing on Common Data Environments and Digital Operating Models to ensure the right data gets to the right people at the right time in order for them to make better decisions leading to better outcomes. The gap between the senior leadership understanding that there needs to be investment and then actually unlocking that investment. The articulation and quantification of benefits is something that the DTTG members are still struggling with and so it a key area that we will be focusing on as it helps to persuade the Board and unlock that investment. Cross-cutting themes There were five cross cutting themes that reflect the gaps but also where good progress is being made: More data not yet translating to better decision-making: While the data available to organisations has increased significantly, 86% think poorly organised information still inhibits full value realisation. A need to focus on digital skills: A better understanding of the digital skills gap is required to ensure current and future capability needs are met to enable successful enterprise-wide implementation of strategies. Currently 54% of organisations simply don’t understand their skills gap. Acknowledging the need for investment: This is now widely recognised with 87% of digital transformation strategies now sponsored by executives. Showcasing visible benefits is a key next step with 70% struggling to demonstrate the value required to unlock this investment. Organisations becoming more resilient: Responses to internal and external hazards – a key priority for the DTTG for 2021 – has significantly improved, with 85% having evaluated the ability of critical assets to operate under adverse conditions and developed contingency plans. Closer alignment to customer outcomes: A customer-centric approach has driven greater alignment of business objectives with customers. 93% now state they have a clear line of sight between business objectives and customer outcomes in their strategy. Outcomes are a focus of the Construction Playbook, Our Vision for the Built Environment and TIP and so this is welcome evidence that the principles are being put into practice. Best practice in action Mark Enzer, Chair ICG’s Digital Transformation Task Group and Project 13 Digital Transformation Pillar, then led a lively discussion with the panel (pictured), as well as answering questions from the audience. Matt Edwards offered reflections on Anglian Water’s digital twin journey Matt Webb explained the work of UK Power Networks on their digital operating model Sarah Hayes shared learning from the CReDo digital twin project Karen Alford updated on the digital skills work of the Environment Agency Will Varah rounded off by giving insights on the importance of digital and data to Transforming Infrastructure Performance: Roadmap to 2030. You can read the report here (you will need to be registered on the Project 13 Network to access it) You can listen to the launch event below. The slides below accompany the update from Andy Moulds and Anna Bowskill, Mott MacDonald, at 12:40 in the recording 1921631057_ICGwebinarpodcast.mp3 ICG Project 13 Digital Benchmarking Report Presentation Slides 15.06.22.pdf

You can read the report now by clicking this link (you need to be registered on the Project 13 Network to access the report). The Project 13 Network invites you to join the Project 13 Digital Transformation Pillar to celebrate the on-line launch of the Digital Benchmarking Report 2021 on 15 June 2022 at 9:00 BST by REGISTERING HERE. The Report, powered by the Smart Infrastructure Index, surveys members of the Infrastructure Client Group Digital Transformation Task Group, including Project 13 Adopters: Anglian Water, East West Rail, Environment Agency, Heathrow, Network Rail and Sellafield After Mark Enzer, Chair Project 13 Digital Transformation Pillar, introduces the report, Andy Moulds and Anna Bowskill, Mott MacDonald, will uncover the results of the latest research into the state of the nation for digital adoption and maturity. This will be followed by a panel of industry thoughts leaders and practitioners sharing their views and best practice case studies including: Karen Alford, Environment Agency – digital skills Matt Edwards, Anglian Water – digital twins Sarah Hayes, CReDo – Climate Resilience Demonstrator digital twin Neil Picthall, Sellafield – common data environments Matt Webb, UK Power Networks – digital operating models Will Varah, Infrastructure & Projects Authority – Transforming Infrastructure Performance: Roadmap to 2030 REGISTER to find out how much progress has been made at a time when digital transformation is a critical enabler for solving the global, systemic challenges facing the planet. The report will be available on the Project 13 Network immediately after the event in the Library and the recording will also be uploaded as soon as possible (you need to have registered on the Project 13 Network to be able to access this). Please note: We plan to make a recording of the event available. Please note that third parties, including other delegates may also take pictures or record videos and audio and process the same in a variety of ways, including by posting content across the web and social media platforms.

You can download the report here and listen back to this event here. Join the Project 13 Digital Transformation Pillar to celebrate the on-line launch of the Annual Digital Benchmarking Report 2021 on 15 June 2022 at 9:00 BST by REGISTERING HERE. The Report, powered by the Smart Infrastructure Index, surveys members of the Infrastructure Client Group Digital Transformation Task Group, including Project 13 Adopters: Anglian Water, East West Rail, Environment Agency, Heathrow, Network Rail and Sellafield After Mark Enzer, Chair Project 13 Digital Transformation Pillar, introduces the report, Andy Moulds and Anna Bowskill, Mott MacDonald, will uncover the results of the latest research into the state of the nation for digital adoption and maturity. This will be followed by a panel of industry thoughts leaders and practitioners sharing their views and best practice case studies including: Karen Alford, Environment Agency – skills Matt Edwards, Anglian Water – digital twins Sarah Hayes, CReDo – Climate Resilience Demonstrator digital twin Neil Picthall, Sellafield – common data environments Matt Webb, UK Power Networks – digital operating models Will Varah, Infrastructure & Projects Authority – Transforming Infrastructure Performance: Roadmap to 2030 REGISTER to find out how much progress has been made at a time when digital transformation is a critical enabler for solving the global, systemic challenges facing the planet. Please note: We plan to make a recording of the event available. Please note that third parties, including other delegates may also take pictures or record videos and audio and process the same in a variety of ways, including by posting content across the web and social media platforms.

Dale Evans, Chair Project 13 and member of the drafting team, explains how the Project 13 Principles align with Transforming Infrastructure Performance and how it supports the creation of outcome-focused, collaborative delivery models. Transforming Infrastructure Performance: Roadmap to 2030 (TIP) published today, sets out a clear direction for infrastructure and recognises the role infrastructure plays in ensuring people and places thrive. It is recognised that the current transactional model for delivering major infrastructure projects and programmes is broken. The outdated transactional approach prevents efficient delivery, prohibits innovation and as a result fails to provide the high-performing infrastructure networks that businesses and the public require. Doing things differently TIP offers a different direction and is prepared to tackle the restrictive practices embedded in the industry. By focusing on people and nature thriving, building on the Construction Playbook and Our Vision for the built environment, TIP contains a concrete Action Plan to ensure the right environment is created to enable better delivery. The opportunity offered by Enterprise models like Project 13 and digital transformation can be realised more fully, achieving benefits for society and nature. Our Vision highlights that this is the right time for change: we know what best practice looks like, we understand the opportunity from digital transformation and we now have the opportunity to deliver differently. Made up of the Built Environment Model, five Focus Areas and an Action Plan, TIP is committed to putting these better ways of working into practice and making them the norm. Focus Area 1: Delivering new economic infrastructure to drive improved outcomes for people and nature As with the Construction Playbook, Government has consulted widely with industry and the result is the richer for this consultation. Focus Area 1 is most aligned with Project 13 and illustrates why the Enterprise model is most effective in responding to the system of systems that make up our built environment: "Aligned outcomes and corresponding incentives: Greater impact from investment, at the societal level as a direct result of outcome-led and value-based decisions. Greater realisation of benefits that industry can bring through innovation. Adopters of Project 13 are demonstrating how engaging partners to deliver the required outcomes and aligning reward models accordingly, enables a broader system perspective, for example opening up opportunities to incorporate the optimisation of existing assets alongside the delivery of new assets and also enabling modern methods of construction." Project 13 is looking forward to working with Government and the industry to implement TIP. The need for change has never been greater and we can only do it thorough collaboration and concerted effort.