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Innovate at High Speed Two Ltd (HS2) 2020 Phase 1 Competition Briefing Event

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Innovate at High Speed Two Ltd (HS2) 2020 Phase 1 Competition Briefing Event

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High Speed Two Ltd (HS2), in collaboration with Innovate UK, is to invest £300,000 (including VAT) in a new competition to deliver innovative operational solutions.

This SBRI competition, Innovate at HS2 2020, Phase 1, will open on the 21st October 2020 and close 16th December 2020. This is anticipated to be phase 1 of a 2 phase competition, with phase 1 focusing on feasibility studies.

High Speed Two Ltd (HS2), in collaboration with Innovate UK, is to invest £300,000 (including VAT) in a new competition to deliver innovative operational solutions.

This SBRI competition, Innovate at HS2 2020, Phase 1, will open on the 21st October 2020 and close 16th December 2020. This is anticipated to be phase 1 of a 2 phase competition, with phase 1 focusing on feasibility studies.

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Innovate at High Speed Two Ltd (HS2) 2020 Phase 1 Competition Briefing Event

  1. 1. London Reducing manual ways of working Heather Donald HS2 Innovation Manager
  2. 2. The way we work We are interested in; • Automation • Optimisation • Reducing manual operations • Reducing paperwork 2
  3. 3. Facts & Figures 3
  4. 4. Digital Skeletal Remains CS JV working with MOLA developed a new user friendly digital application to allow complex archaeological recording. It digitised the entire archelogy process from paper-based to paper-free. 4
  5. 5. Application do’s and don’ts We submissions we would like to see; § We are looking to digital processes and products to shift the industry towards a more advanced, data driven way of working. § Solutions that can integrate with existing HS2 IT architecture. What we are not looking for; § Long lead time projects that can not add value to Phase 1 of HS2 § High risk/complexity with low reward solutions 5
  6. 6. London Thank You
  7. 7. London Site on-boarding and recruitment Harrison OHara SCS Innovation Manager
  8. 8. We need to employ a huge amount of people across the HS2 scheme. The industry already suffers from skill gaps and Brexit will only further increase that challenge. As well as processing a large number of inductions, we must also maintain high standards and embed a culture of behavioural safety. 8
  9. 9. Facts & Figures 9 *Facts and figures are estimated and subject to change 30,000 Employed across HS2 703 Different roles at SCS 250-300 SCS people onboarded each month 3,012 Peak number of labour only SCS staff 1,500 Peak number of SCS staff
  10. 10. Scenario based behavioural training programme § Highlighting how experiences at home and at work affect your decision making § Immersive real life and virtual training 10
  11. 11. Application do’s and don’ts Submissions we would like to see: § Technology, process and system innovations § Projects we can deliver outputs within the next 12 – 24 months What we are not looking for: • Long lead time projects • High TRL that requires significant (multi £m) investment • High risk projects 11
  12. 12. London Thank You
  13. 13. London Procurement loss prevention Rob Cairns HS2 Innovation Manager
  14. 14. Cost Control Mega projects such as HS2 can attract organised crime and fraud of varying levels. Our goal is to utilise advanced data analytics to proactively detect anomalies and protect procurement loss. 14
  15. 15. Facts & Figures 15 In 2017 -18 the total estimated fraud and error loss across all UK government departments and their arm’s length bodies amounted to £2.8bn - £22.6bn’ In 2018 the UK Government’s Fraud Measurement and Assurance Programme Oversight Board concluded that is likely that the true scale of fraud and error loss stands at between 0.5% to 5% of public services expenditure’ Source: Cross-Government Fraud Landscape Annual Report 2019, UK Cabinet Office
  16. 16. PwC Global Economic Crime and Fraud Survey • Mega projects attract crime • Incentivisation • Complex supply chains • Large contract costs involved • Joint Ventures • Uniqueness of the project • Project complexity 16
  17. 17. Application do’s and don’ts We submissions we would like to see; § Real time solutions that will encompass various artificial intelligence methodologies that meet the threats we face. § Has tangible outputs and good reporting. § Scalable and is a blend of AI dependent upon the problems. § Low false / positive rate. What we are not looking for; § High cost solutions that are resource hungry. § Solutions that could impact upon the schedule delivery of the project. 17
  18. 18. London Thank You
  19. 19. London Waste in construction Antonia Miller & Hassan Butt Innovation at HS2 Ltd
  20. 20. HS2 will have to manage Demolition Waste, Construction Waste and Surplus Excavated Material. We want submissions focused on Construction Waste 20 Poor Storage Overordering Lack of Protection Multi- handling Poor Quality Site Control Damage Fig1: Factors Contributing Waste
  21. 21. Facts & Figures Demolition Waste Construction Waste Surplus Excavated Material Total by Phase Phase One 1,727,876 3,084,948 13,482,996 18 million Phase 2a 131,827 440,723 3,452,711 4 million Phase 2b (western leg only)* 549,040 1,402,760 4,354,320 6 million Total 2,408,743 4,928,431 21,290,027 28 million 21 *latest estimate only based on developing design
  22. 22. Case study – Skanskas approach to plastic waste Barts Hospital Project § Replaced cardboard packing with reusable, pallets to transport electrical products – Reduced cardboard waste by ~8 tons. § Introduced a real-time data management database tool – 0% of projects waste went to landfill. 22 Company aims § Zero waste target § Sustainable procurement § Zero environmental impact
  23. 23. Application dos and don’ts We submissions we would like to see; § Beyond industry best practice tagging and tracking of materials and equipment § Satellite monitoring, automation and optimisation of site set up § Your application must have at least 50% of the contract value attributed directly and exclusively to R&D services, including solution exploration and design. What we are not looking for; • Long lead time projects that can not add value to Phase 1 of HS2 • High risk with low reward opportunities 23
  24. 24. London Thank You
  25. 25. London Complex Interfaces Nick Podeyvn ALIGN Innovation Manager
  26. 26. HS2 Interfaces Innovations for complex interfaces to provide efficiency or a step change to traditional processes and ways of working. 26
  27. 27. Facts & Figures Focus area # of interfaces HS2: Tier 1 contractual interfaces 600 C1: Chiltern tunnel/HS2 Rail systems interfaces 43 C1 to S2 interfaces 50 C1: External stakeholder interfaces 19 C1: Consents 1024 27 • Drainage • Geotech • Highways • Consents • Landscaping • Architectural • Flood • Environment • Noise • Construction • Utilities • Planning • BIM • Ecology Some of the project participants involved in interface management:
  28. 28. Example case studies 28
  29. 29. Application do’s and don’ts Submissions we would like to see § Optimize the interface management process § Reduce manual data entry § Improving user experience (easy to use/interactive/visual) What we are not looking for § Spreadsheet based solutions § long lead time projects that can not add value to Phase 1, high Technology Readiness Levels that requires significant (multi £m) investment, high risk with low reward. 29
  30. 30. London Thank You

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