This presentation covered the North London Heat and Power Project (NLHPP), which involves replacing an aging energy from waste plant in Edmonton, London. The summary is: The NLHPP project team discussed (1) developing the project delivery approach on the constrained site while maintaining ongoing waste operations, (2) establishing a high-performing client team through skills, governance, and digital tools, and (3) planning to realize benefits by designing the future business and engaging staff during the transition. The replacement plant will process waste for seven north London boroughs and is a vital part of the local sustainable waste strategy.

1. North London Heat and Power Project
1

2. Agenda
2
1. Introduction
David Cullen, NLHPP Programme Director, NLWA
2. Project development
James Allen, Technical Director, Wood
3. Developing the Delivery Team
Douglas Chisholm, Project Delivery Lead, Arup
4. Maintaining operations during delivery
Edward Brown, Head of Strategy and Transition,
LondonEnergy Limited
5. Q&A
David Cullen
Programme Director
NLHPP
Douglas Chisholm
Project Delivery Lead
Arup
James Allen
Technical Director
Wood
Edward Brown
Head of Strategy and
Transition
LondonEnergy Ltd

3. North London Heat and Power Project
David Cullen, Programme Director
3

4. About North London Waste Authority
4
• NLWA is the statutory waste disposal authority
for the north London boroughs of Barnet,
Camden, Enfield, Hackney, Haringey, Islington
and Waltham Forest.
• We are the second largest waste authority
in the country serving over two million
people. We deal with three per cent of the UK’s
household waste.
• Our highest priority is to minimise and avoid
waste to help to protect the planet and
preserve resources for future generations.
1. Changing behaviour
2. Reusing material
3. Recycling materials
4. Recovering energy
5. Targeting zero landfill

5. Background to the North London Heat and
Power Project (NLHPP)
5
• The current plant at Edmonton EcoPark is one of the
oldest energy from waste plants serving in Europe. It is
reaching the end of its operational life and we now need
to invest in a replacement to avoid landfilling in the
future.
• Development consent was granted for the NLHPP in
2017 following extensive consultation, environmental
assessment and analysis of alternative options.
• Works started in 2019 to prepare the site for
construction.
• The NLHPP will provide proven, reliable and safe
infrastructure for our residents. It is a vital part of our
sustainable waste strategy for the future.
Existing energy from waste plant at Edmonton EcoPark

6. NLHPP Scope
6
• Programme Director and
Advisor Team appointed
Q4 2018.
• Baseline for delivery
established Q1 2019.
• Highly constrained site
with ongoing waste
management operations
to be maintained.
• Extensive preparatory
works prior to main
works construction.
• Challenging critical path.
• 1st fire on waste
December 2025.

7. NLWA-led Programme
7
Delivering the project as an integrated, capable client team
Working as a multidisciplinary project team and embedding an inclusive project culture.
• “Internal” reporting lines and governance
• “External” governance through borough oversight; extra
dimension of control and accountability

8. Project Vision
8
“To create a waste management facility in which local communities take pride,
demonstrates value and is a model for public sector project delivery”
Being a positive
influence on and
welcomed by the local
community
Demonstrating the
measurable benefits
of access to public
sector funding
Maintaining ongoing
waste operations
during project
construction
Supporting Health,
Safety and Wellbeing
excellence
Demonstrating an
active approach to
innovation
Maximising use of digital
technology to enhance the
predictability of achieving
project objectives
Being a positive role
model for employee
relations
Maximise social and
economic benefits of the
project to the local
community
What is important to us as a public sector client?

9. Building a high-performing Client
Management Capability from the Ground Up
9
• Skills, behaviour & leadership
Project vision, clear reporting channels, communications across remote team,
collective approach to problem-solving, collaboration and inclusion team, focus on
behaviours of leadership team
• Governance & alignment
Effective governance and clear accountabilities; realistic performance baseline;
prioritisation of stakeholder engagement within community/boroughs; focus on social
value; employment relations
• Creating right commercial environment
Self-delivery by NLWA, multi-package contracting to encourage tier 2 and local
supplier involvement and control cost/manage risk; engaging and consulting
with the supply chain; progressive outcome-led contract for the first major package;
the ERF site will be registered as a NAECI site for in-scope works
• Digital transformation
Common Data Environment; Building Information Modelling; Co-ordinated Asset
Management legacy; “Single Version of the Truth” performance status reporting;
Digital Strategy to support all our required successful outcomes
NLHPP Project conference in November 2019
• Capable Owner
Strong client-led programme management approach to integrate delivery using specialist advisory support

10. Wood
James Allen, Technical Director, Wood
10

11. 11
Project Background
1970
Existing EFW
built
One of the
oldest plants in
the world still
operating
1986
NLWA formed
Responsible for
disposing of 7
London
boroughs' waste
2006
Commenced the
replacement
process
2010
Initially awarded
DEFRA PFI
credits
withdrawn
2013
2 nr. new policy
shifts from
London
Borough of
Enfield and
Mayor of
London meant
that the EfW
was a viable
planning option
Dec.
2013
The
Development
Consent Order
(DCO) and
Environmental
Permit
application
processes
Commenced
2015
DCO Submitted
2017
DCO Granted
by Secretary of
State and
Environmental
Permit issued
by the E.A.

12. 2013 Project Re-Launch
12
Key Points
• A nationally significant infrastructure
project requires a Development
Consent Order granted by the
Secretary of State.
• The DCO needs to address:
– Consultation with Affected
Persons, Community and
Statutory Bodies
• NLWA in a unique position of having
an existing operator (London Energy).
• NLWA adopted a “hands on” approach
to defining the project and leading
Technical Advisors (TA) on the DCO
development.
• NLWA procured TAs to support the
DCO development process. Existing Site Plan Final Site Plan

13. 2013 – 2017 Scheme Development and DCO
Team
13
Eunomia
(Waste
Modelling)
Arup
(Planning)
Price
Waterhouse
Cooper
(Financial)
NLWA
(Co-ordinators)
LondonEnergy
(Operations)

14. 14
2013 – 2017 Scheme Concept

15. 15
2013 – 2017 Scheme Concept
There is limited space on
the site for construction.
The adjacent Laydown
Area was acquired from
Thames Water.

16. 16
2013 – 2017 Scheme Concept
There is limited access into the
site – 2 nr. new access roads
added.
NLWA purchased a new road in
the north from Thames Water.
NLWA engaged with a key
stakeholder, Lea Valley Regional
Park Authority, to obtain rights to
use their road and bridge into the
site from the East.

17. 17
2013 – 2017 Scheme Concept
Existing Bulky Waste and Fuel Preparation
Plant Waste Management Facilities.
Decant operations to create space for single
site facility:
• Construct Waste Management facilities in
the South
• Move Waste Management from North to
South
• Strategic trunk sewers run under the site of
the proposed new facilities.
• Thames Water agreed that a new facility
could be built over their asset provided the
confluence was moved and man access is
provided outside of the building.

18. 18
2013 – 2017 Scheme Concept
Clear the North for future ERF
A Key stakeholder was the Environment Agency.
Major concern was locating a waste bunker of the ERF on
top of the aquifer below the site.
The site lies over a major aquifer (Groundwater Source
Protection Zone 1).
The geology of the site was favourable as the impermeable
London Clay is thicker in the North. The EA were content
with >5m of London Clay under the waste bunker.
Geological Section

19. 19
2013 – 2017 Scheme Concept
Demolish the old EFW
Final Site Plan
Existing Waste Bunkers to
be removed under DCO

20. Arup
Douglas Chisholm, Project Delivery Lead
20

21. Delivery Model
21
• Opportunities
– Overlap phases to achieve quicker delivery
– Mobilise a comprehensive Programme Team
• Challenges
– Increasing complexity of project’s interfaces
– Rapid pace of growth of the team
• Measures
– Interface management
– Site logistic planning and temporary works
– Structured programme wide collaboration
– Programme Leadership

22. Programme Delivery Organisation
22
• Specification Led – Predictable Outcome
– Supporting the Vision
– Functionally Led Organisation
– Alignment of Strategies
• 3rd Party Stakeholders
– Operator – LondonEnergy Ltd
– Supply Chain – Contractors and Utility
Companies
– Authorities – LB Enfield, Environment Agency,
Thames Water
• Organisational Maturity
– PgM3 Benchmark
12. Digital

23. Programme Delivery Organisation
23
Technical
Assurance
SRO
Programme
Office
Project
Delivery
Programme
Director
Commercial
Legal/
Governance Finance
HS&W
Functional Organisation
Organisational
Development
Stakeholder
Engagement

24. Enabling Features
24
Digital Tools
Safety First and Covid 19 Response
One Team Collaboration

25. Value Features
25
Onsite skills training
Local apprentices
Regular community engagement Value reward scheme

26. Progress On Site
26
Laydown Area and Eastern Access
Five contracts have completed:
• Laydown and Welfare Area
• Eastern Access
• Northern Access
• Sewer Diversion Enabling Works
• Transport Yard
The sewer diversion works are underway to
divert two Thames Water sewers beneath the
EcoPark to make way for the new recycling
facilities.
Main construction works began in January
2021 on the EcoPark South Works to deliver
new recycling facilities for north London.
Sewer Diversion works
EcoPark South Works
Northern Access Road at Deephams Farm Road
Hawley Road Transport Yard

27. LondonEnergy Limited
Edward Brown, Head of Strategy and Transition
27

28. Maintaining Operations – Lessons Learned
28
Planning
Planning ahead to
avoid surprises.
But no plan
survives contact
with an operational
area entirely intact.
Reacting
Whac-a-mole will be
needed.
Only effective if the
foundations are:
1. A solid plan
2. Good working
relationships
between operator
and project

29. 29
Maintaining Operations – Lessons Learned
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
LondonEnergy Layered Activity Profile – 2021
Identifying demand and preparing the business to meet it
LondonEnergy Indicative Transformation Team Structure
RRF/RRC
Asset Mgmt.
ERF
Decommission
Bus. Change
Bus. Design
Key
Civil Eng.
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

30. Planning to Realise the Benefits - Designing
the Future Business
30
1
2 3 4 5
Baseline Future Design Gap Analysis Detailed Design Business Change
• Capture the nature of the
existing business against an
agreed set of organisation
design lenses
• Design the future business
against the agreed set of
organisation design lenses
• Identify the nature and
scale of the gaps between
the BOM and the TOM
against the agreed
organisation design lenses
• Draft High Level and then
Detailed Designs to bridge
the gaps identified
• Implement the Detailed
Designs and evolve the
business inline with the
TOM
Business Change Phase
Business Change Phase
Target Operating Model
(TOM)1
High Level Designs
Detailed Designs
Baseline Operating
Model (BOM)
Gap Analysis
Current stage
H1 2021 H2 2021 2021 - 2026
Business Change Phase
Approach
Target Operating Model

31. Planning to Realise the Benefits - Engaging
the Business
31
Minimising the impact
How to keep staff on-side ahead of the business change when
there is so much (perhaps unwanted) physical change around
them?
Managing the Transition
Maintaining legacy technology and extracting the maximum from it
until the end.
Motivating staff whose roles are changing in the new facility and
preparing for roles that are new.

32. Q & A
32

33. This presentation was delivered
at an APM webinar
To find out more about upcoming
webinars please visit our website
www.apm.org.uk/events