Low Carbon Innovation Technology Programmes 9

ORIGINAL

Reference number: DECC/SIG/EI/01 2011-12 40

The Department of Energy and Climate Change Technical and Programme Management Support Provision for Energy Innovation Programmes Reference number: DECC/SIG/EI/01 2011-12 40 Table of contents

Section page

Executive Summary 3 Overview of our response 3 Why you can be confident in selecting Atkins 4 Our value for money proposition 4 Contacting us 4

About Atkins 5 Our Core Values 5 Our History 5 Corporate Structure 6

References 8

SECTION 1: Skills and knowledge in supporting the management and development of low carbon innovation technology programmes 9

Section 1A – Programme Management: developing and delivering low carbon programmes 10 1.1. Summary of our skills and knowledge in Low Carbon Programmes 10 1.2. Specific Capability, Skills and Knowledge 12 1.3. Our Capacity 15 1.4. Programme Management Case Studies 19

Section 1B – Technical & engineering: knowledge and skills in specific low carbon technology areas 20 1.5. Summary of Atkins Skills and Knowledge in Low Carbon Innovation Technology 20 1.6. Technology: Off-shore Wind 21 1.7. Technology: Marine 23 1.8. Technology: Energy Efficiency in Domestic and Non-Domestic Buildings 25 1.9. Technology: Renewable Heat (storage, pumps and networks) 28 1.10. Technology: Electricity Storage 30 1.11. Technology: Energy from Waste and Bio-mass 32 1.12. Technology: Carbon Capture and Storage 35 1.13. Technology: Hydrogen and Fuel Cells 36 1.14. Technology: Hydro Power and Dams 38 1.15. Technology: Other Technologies 40

Section 1C – Applying financial interventions to support the delivery of low carbon programmes 42 1.16. Summary of Atkins experience selecting, developing and applying a range of interventions, against programmes to support technologies 42 1.17. Our Capability, Skills and Knowledge 42 1.18. Our Capacity 42 1.19. Financial Interventions Case Studies 44

SECTION 2: Pricing and Resources (to demonstrate the resources to be applied to the contract and how they will be used) 45 2.1 Resource Capacity 46 2.2 Sample Resource Profiles 47 2.3 Staff Cost 50 2.4 Sub Contracted Skills 51 2.5 DECC Standard Terms & Conditions of Contract for Services 51

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2.6 Commercial Models for Contracting Individual Pieces of Work 51 2.7 Value for Money 52

SECTION 3: Understanding requirements and adding value 53 3.1 UK targets and DECC‟s low carbon innovation objectives 54 3.2 Atkins understanding of innovation in the low carbon landscape 54 3.3 Adding value to the management and delivery of programmes 55 3.4 Contract management and quality assurance support 55

Formal Declaration of Offer – DPF37 56

Statement of Non-Collusion – DPF 38 59

AP1a Supplier Information Form 61

Notice

This document and its contents have been prepared and are intended solely for The Department of Energy and Climate Change‟s information and use in relation to Technical and Programme Management Support Provision for Energy Innovation Programmes.

Atkins Limited assumes no responsibility to any other party in respect of or arising out of or in connection with this document and/or its contents.

2 Reference number: DECC/SIG/EI/01 2011-12 40 Executive Summary

Overview of our response

Atkins is delighted to have the opportunity to provide you with this proposal and the potential of supporting the Low Carbon Innovation Delivery Team at the Department of Energy and Climate Change (DECC) via this four year framework.

From our previous involvement in the PQQ and from the ITT documentation that you have provided, it is our understanding that you are seeking to use the framework to gain reliable and managed access to additional technical and programme support. This will ensure the successful management and delivery of energy innovation programmes that support the cross Government vision of a thriving, globally competitive, low carbon UK economy, in line with the UK 2020 target for 15% of energy generation from renewable sources.

Through this framework, DECC requires rapid access to skills and knowledge in supporting the management and development of Low Carbon Innovation Programmes including:

 Programme management;

 Technical and engineering knowledge and skills in specific low carbon technology areas;

 Expertise in financial interventions to support the delivery of low carbon programmes and negotiating contracts.

In this proposal, we have provided a short company history, three key referees and then identified how we can provide the required capabilities in three sections, laid out to match the structure specified in the ITT.

As Europe‟s largest multi-disciplinary consultancy, we believe that we have provided a compelling proposal to meet DECC‟s requirements for the framework:

 We have provided details of the wide range of experienced and skilled staff, who have the required key programme management skills (Section 1A), specialist low carbon technical expertise (Section 1B) and financial intervention acumen (Section 1C);

 We have access to a wider pool of over 600 sustainability and environment consultants across our group who bring an additional wealth of experience in dealing with climate change issues in the UK public sector and private sector. This means that DECC often will be able to draw on the additional knowledge and experience they require via one consistently managed service;

 We are recognised for our carbon and sustainable energy expertise as demonstrated through the many awards we have won for our talent, design and delivery. For example, Atkins was named Consultancy of the Year for its commitment to carbon reduction at the CIBSE Low Carbon Performance Awards; and Atkins was named the UK‟s Best Environmental Consultancy for six years running (2005-2010) at the Edie Awards for Environmental Excellence;

 We have provided a summary of our key resources and a highly competitive commercial offer as illustrated in our staff cost table (Section 2); and

 We have also demonstrated our understanding of DECC‟s requirements and shown how we can add value to the interventions they will be supporting via this framework (Section 3).

Note: Some of the information provided has been deliberately repeated in the three sections to allow each section to be read and scored independently (if required).

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Why you can be confident in selecting Atkins

Atkins Advantage Benefits to DECC We have a reputation for successful programme/project delivery, engineering heritage, domain experience,  Reduces the risk for DECC. professional judgement and collective wisdom – we are a safe pair of hands and demonstrate the added value we bring.

We have the skills and knowledge in supporting the management and development of low carbon innovation  Reduces the risk for DECC and provides technology programme. surety of delivery

World Class in our technical engineering expertise. Underpinned by our Carbon Critical Design leadership and  Reduces the risk for DECC and provides tool. surety of delivery

Experience and knowledge of the low carbon innovation sector and how the landscape functions.  Reduces the risk for DECC and provides surety of delivery We are adept at working with national policy and political realities, managing any potential conflicts of interest openly  Ensures the integrity of information and providing clear evidence trails to support judgement provided to DECC and recommendations.

We have the capability and capacity to mobilise skilled low carbon project teams at short notice, we hit the ground  Gives DECC surety of delivery running.

Our values – trusted, pragmatic, hard-working, common-  Gives DECC surety of delivery sense, work seamlessly, committed to delivering customer outcomes.

Independent of your existing suppliers – we bring a fresh  Gives DECC an objective view on pair of eyes with low carbon technology innovation. approach

Track record – we‟ve done it before and have demonstrable  Reduces risk and increases confidence competence.

Our competitive rates – giving access to World Class  Gives DECC value for money. Expertise, as well as, cost effective resources at all levels.

Our value for money proposition

Atkins is offering a staff cost daily rate card that we believe represents good value, particularly for our internationally renowned technical and management expertise. We will bring together project teams of the best resources to offer DECC with the lowest delivery cost.

We have provided details of the strength and depth of our skills right across the broad low carbon technology landscape which we believe are unrivalled by our competitors.

Contacting us

If you require further information or would like to discuss any aspect of this proposal, please get in touch with our Bid Director,

4 Reference number: DECC/SIG/EI/01 2011-12 40 About Atkins

Our Core Values

 We were built first and foremost on talented engineers. We have internationally recognised expert practitioners who work on all aspects of low carbon technology. This means we can help our clients to sort out just about any technical challenge and know what questions to ask;

 We are equally talented in programme and financial management, which ensures that solutions are delivered on time and to budget providing the benefits that the customer requires;

 We have strength in depth across all these areas, so we are not just able to provide key individuals, we can also quickly mobilise large scale resources, when required;

 We plan, design and enable a diverse portfolio covering large scale construction projects, big government programmes and the design and successful operation of a wide range of small to medium value projects across public and private sectors;

 We are adaptable, often re-configuring teams drawn from different parts of the group to suit particular needs of customers;

 We have many key individuals with decades of experience at all levels of various government Energy Efficiency and Renewable Energy programme management roles (as illustrated in the main document);

 And finally, we take a realistic view of renewable and low carbon technology from the practical perspective; we often challenge the enthusiasts but ensure we help them to deliver on their promises.

Our History

The original company, WS Atkins and Partners, was established in 1938 by Sir William Atkins in London. In its early years the company specialised in civil and structural engineering design.

After the Second World War, the services WS Atkins and Partners offered to clients grew to include specialist services in planning, engineering sciences, architecture and project management.

Sir William Atkins was awarded the CBE in 1966 and he received a knighthood ten years later. He died in the autumn of 1989.

In the 1990s, Atkins made several significant acquisitions, including the project and cost management consultancy, Faithful+Gould.

After almost 60 years operating as a private company, Atkins was successfully floated on the London Stock Exchange in 1996. We are listed on the London Stock Exchange as WS Atkins Plc and we trade Sir William Atkins as Atkins.

In 2009, Atkins was appointed as the official engineering design services provider for the London 2012 Games. In 2010, the acquisition of the North American PBSJ Corporation significantly extended our skills in environmental, transportation and programme management disciplines.

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Corporate Structure

Our businesses worldwide

Note: Atkins UK Asset Management business was sold to Sodexo in 2011, which we continue to work closely with.

Atkins Assurance Services

Our clients are increasingly tackling a number of critical Information Assurance (IA) and security challenges to their „cyber-ecosystem‟. This ecosystem contains the components (ICT, human behaviours, processes, governance, supply chain, partners and customers) that influence your organisation‟s operations in cyber space. These components are vulnerable to external cyber attack and internal breaches caused by non- compliance to IA policy.

All programmes and projects seek to identify risks to delivery early on in the planning stage. With information becoming an increasingly valuable currency it is now more important than ever that IA activities within the cyber ecosystem are taken into account early in the planning stage, rather than being added as a „bolt-on‟ activity further down the line. Our methodologies ensure IA and cyber security are considered from the outset. Atkins is a leading provider of professional programme and project management services, including national information assurance centric programmes. We provide leading edge advice and delivery across many areas within the public and private sectors.

Atkins has one of the largest and most experienced groups of IA practitioners in the UK. Our consultants are highly trained with qualifications including CLAS, CISSP, ISO27000, and experience in the Local Government, Financial Services, Nuclear, Counter Terrorism, Defence and Intelligence sectors. Many of our senior practitioners have experience as System Accreditors, Penetration Testers, IT Health Check and Security Assurance Co-ordinators within government and highly regulated organisations at all impact levels.

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7 Reference number: DECC/SIG/EI/01 2011-12 40 References

Reference 1

Reference 2

Reference 3

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SECTION 1: Skills and knowledge in supporting the management and development of low carbon innovation technology programmes

1A Programme Management: developing and delivering low carbon programmes

1B Technical & engineering: knowledge and skills in specific low carbon technology areas

1C Applying financial interventions to support the delivery of low carbon programmes and negotiation skills to support the development of contracts or grant offers

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1.1. Summary of our skills and knowledge in Low Carbon Programmes

As Europe‟s largest multidisciplinary consultancy working on programmes worth over across both public and private sectors, Atkins is the partner of choice for successful delivery of challenging business outcomes – as evidenced by us being the first engineering design services provider of the and other major projects with, for .

Our DECC framework response is based on a coordinated approach which draws on the high calibre technical programme management expertise across the Atkins group. This gives DECC access to our technical and financial specialists managing low carbon engineering projects (covered in more detail in Section 2 below) complemented by our dedicated programme management specialists. Our unique breadth of expertise in all of the required disciplines therefore provides DECC with surety that Atkins can support all of the requirements during the entire lifecycle of the specific project interventions.

Our expertise combines proven business change skills and methods with a wide experience of portfolio, programme and project management. This means we can provide the strategic challenge and support DECC‟s innovators across the entire lifecycle of their specific intervention programme in a controlled way - from policy driven change, early feasibility, strategy and business case work, through to delivering tangible benefits from managing change in facilities, people and technology.

Atkins is a leading design, engineering and programme management organisation, with 93 offices throughout the UK, giving us an excellent geographical spread of staff across the country. This demonstrates Atkins is able to mobilise a wide range of relevant resources flexibly and at short notice. We have a strong history in managing complex, innovative technology programmes and have won many awards for our talent, design and delivery in the field, including:

 CIBSE Low Carbon Performance Awards Atkins was named Consultancy of the Year for its commitment to carbon reduction.

 Edie Awards for Environmental Excellence Atkins was named the UK‟s Best Environmental Consultancy for six years running, 2005-2010 inclusive.

 Carbon Trust Standard Atkins continues on a low carbon pathway, having been recertified with the Carbon Trust Standard for successfully measuring, managing and reducing carbon emissions across its UK operations by more than 7% over the last two years.

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As a result, Atkins has a substantial body of high quality technical and Staff employed world wide 17,522 managerial specialists adept in efficient and successful delivery of Staff employed in UK 9,424 complex programmes & projects from initial conception through to UK managerial and technical specialists 3,000+ completion. The breadth and depth of this expertise means that Atkins UK technical specialists working on low carbon projects 600+ is able to mobilise a wide range of relevant resources flexibly and at UK delivery and commercial specialists 300+ short notice.

Atkins technical and managerial expertise relevant to this framework includes:

 programme management; detailed technical and engineering expertise; knowledge and expertise of financial interventions; and contract negotiation; and

 appraisal of schemes and options; scheme design and launching; assessing applicants applications; monitoring project developments; and evaluating programme delivery, in particular with regard to developing and delivering low carbon programmes.

Our specialists working in non-low carbon innovation fields still need to be „carbon-aware‟, meet low carbon standards in their design and delivery, and have skills and expertise that are highly transferable to low carbon projects. This means that Atkins‟ pool of technical specialists available to this framework is, in reality, considerably larger than the 600+ headline figure for low carbon specialists. For example, many engineers who would not have considered themselves to be low carbon experts, now bring skills in structural engineering or electrical network design that have been central to the development of our Offshore Wind team.

Atkins also has a Carbon Critical Design initiative focused purely on ensuring that all projects are planned, designed and executed in a low carbon way and we have invested in creating carbon tools to facilitate this.

Atkins‟ 600 plus low carbon technical and engineering specialists cover all of the anticipated technology/ innovation areas identified by DECC and more, including: off-shore and on-shore wind, marine, energy efficiency in domestic & non domestic buildings, renewable heat (storage pumps and networks), electricity storage, energy from waste and bio-mass, carbon capture and storage, hydrogen and fuel cells and other low carbon technologies such as solar energy, geothermal energy, combined heat and power (CHP) and metering. Amongst their number are over 30 LEED assessors, BREEAM assessors, DEC assessors and EPC assessors and CIBSE qualified low carbon consultants.

The pool of delivery and commercial resources includes:

 Over 200 Programme and Project Management practitioners who are accredited to OGC or Association of Project Management (APM) standards;

 Over 100 PRINCE2 qualified project managers, over 70 OGC Managing Successful Programme qualified programme managers and over 15 OGC Management of Risk (MoR) qualified risk specialists;

 Experts in business change management, stakeholder engagement & management, strategy planning and benefits management to ensure the desired outcomes of programmes and projects are achieved;

 Experts in setting up programme and portfolio governance, conducting programme and project health checks, and setting up and managing a programme and project management office. For example, Atkins currently successfully runs the largest project and programme management office in Europe. Our success in this field stems from years of experience and this will directly benefit DECC in achieving efficient processes that ultimately money while achieving necessary timeframes;

 Experts at designing, mobilising and administering grant and loan schemes including the processing of enquiries, assessing loan eligibility and negotiating commercial and technical terms, making loan payments, collecting repayments and verifying energy savings achieved by projects. These schemes include: a client incentive to set up an energy efficiency revolving fund; the HEFCE Revolving Green

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Fund; HEFCE Transformational Fund; English Loan Scheme 2009/10; Welsh Loan Scheme 2009/10; Scottish Colleges Scheme and the pilot RE:FIT Programme;

 Expert financial modellers who work across various public and private sectors. This expertise is paramount to ensuring DECC ascertain true value in the assessment of propositions.

Feasibility studies, business cases and investment appraisals require consideration of all the factors that can impact an investment or organisational change decision. The scope is sometimes purely financial, but more often involves a whole range of non-financial and qualitative factors, such as regulatory constraint, reputation and policy mandates.

While capability is essential and Atkins demonstrate this strongly, the experience gained in engaging this capability is in many ways more important and we have plenty of experience of successfully deploying our capability to good result.

We provide world-class Programme Management Offices (PMOs)

Programme Management Office has become an industry recognised term that describes the support environment provided to clients programmes of investment and change. The PMO service helps client business managers that sponsor projects to deliver the right things in the right way. An Atkins PMO is a delivery partner, giving guidance, support and assurance to your business.

An Atkins Programme and Project Support Office (PPSO) combines our people, our own world-class processes and our unique tools to get the job done for the client. We quickly become a delivery partner to our clients, providing guidance, support and assurance to our clients‟ business and project portfolios. We are a Microsoft Gold Partner for PPSO tools and we offer solutions that are fully compliant with the Public Sector standards now being widely adopted in commerce including PRINCE2, Managing Successful Programmes (MSP) and Management of Risk (MoR).

Below we outline some of the key considerations of the programme management under the specific components outlined by DECC for this task to demonstrate our capability in this area.

1.2. Specific Capability, Skills and Knowledge

1.2.1. Appraising schemes and options

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1.2.2. Designing schemes

Working with and we have been instrumental in designing many schemes from the user experience and the administration perspectives.

Our golden rules for developing schemes include clearly articulating the objectives of the scheme, how the scheme fits with others in the same space, what the specific weaknesses with the current state of knowledge, commercialization or supply chain that are to being addressed. Checks are necessary on the programme of work being in keeping with national policy drivers and a clear visualisation of the types and sizes of projects being sought together.

The number of anticipated calls in a programme, and ideally also give an anticipated end date of the programme must be clear to set applicant expectations and allows planning.

For external schemes our golden rules for implementation design include:

 A distinctive offering with clear guidance on eligibility and benefits;

 Keeping application form complexity relative to project values;

 Clear signposting to any due-diligence that will be carried out;

 Use of „intelligent‟ spreadsheets or similar to limit applicant choices and help them make informed selections;

 Rigorous quality assurance of any externally facing documentation and forms;

 Transparent funding criteria with structured evaluation protocols visible to applicants on request;

 A safety net for applicants unable to complete the application process for any reason;

 Rigorous scheme monitoring to identify performance risks with frequent progress reporting;

 If appropriate integration with ICT to automate process efficiency and maximise technical resource;

 Technical expertise available to resolve application exceptions and advise applicants as appropriate;

 Efficient complaint management;

 Due diligence appropriate to the application values; for example the use of business case assessments and client interviews for high value funding requests;

 For complex applications particularly joint funded the use of multiple evaluations stages helping applicants to under what is expected of them, what their commitments are and the preventing inappropriate applications at an early stage;

 Where necessary an evaluation committee scoring applications according to preset criteria to enable a transparent route to funding or not funding including weighting if necessary;

 Clear monitoring plans;

 Robust risk management.

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1.2.3. Launching schemes (including marketing)

As an organisation we recognise that we need to act now to mitigate the effects of climate change. We continue to focus on the role planners, engineers and architects have to perform to respond to the changes, challenges and opportunities of a carbon critical economy.

Atkins developed and launched our own carbon critical journey and has been well publicised by Keith Clarke, our former Chief Executive, since 2008 (see www.atkinsglobal.com – Carbon Critical Tools). Atkins has adopted the carbon critical ethic in all of our global activities, whether new-build or retrofit. In 2012, Atkins‟ people have not only the technical, commercial and public sector skills and experience to deliver low carbon programmes.

Raising Awareness Cutting Energy (RACE)

Atkins also launched the Raising Awareness Cutting Energy (RACE) scheme - a friendly, Group-wide local and international competition that encourages local reduction in energy use across the group. Medals are rewarded for advancing over 4 key hurdles – Understanding energy, reducing your energy, get involved and share your success. Since the scheme has been launched there are 39 offices from across the world that have begun their journey and are represented in our league table of carbon reduction.

Typically our clients launch their own schemes maintaining the external guidance and information on their own corporate systems.

We contribute to publicising schemes to internal stakeholders such as consultants using web based technology, workshops and newsletters or equivalent. We have collaborated in awareness events publicising schemes to potential stakeholders including providing tangible advice on how to successfully apply for funding.

1.2.4. Assessing applicants’ applications

In our experience cost effective due diligence on funding applications has to be transparent, consistent and risk-based in intensity; i.e. related to project value.

Working with and the over the years we have implemented or participated in different due diligence activities.

For example loan fund applications for tended to be multiple small projects each of which had to comply with transparent eligibility criteria. The application spreadsheet included formulaic checks to test project data and this was coupled with further testing of input data using spreadsheet logic derived from an evidence database. Exceptions detected were subject to our technical experts interviewing the applicant to either approve or reject the application.

At the other end of the scale, large scale match funded projects for involved clear criteria, applicant interview at pre-application stage, preliminary feasibility evaluation before going to final detailed application. At all stages applications were assessed using structured scoring by a panel of technical experts and programme officers to ensure that public funding was justified. The use of structured evaluation protocols was transparent and consistent as well as making feeding back strengths and weaknesses to applicants clear.

We have also put our experience to good effect with our work on the process.

In the case of research and development projects, very careful consideration of intellectual property rights is essential.

1.2.5. Monitoring project developments

Monitoring project developments has several components in our experience; from all stakeholders‟ perspective regular progress monitoring against a clear implementation plan is essential. Ideally, a good project plan will include both milestones for payments and break-points for risk management. A project officer or equivalent should be responsible for project delivery and payments.

Monitoring will be adapted to the project – the following are indicators that more attention is needed (high cost, complex, technically risky, earlier problems with the project).

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We have used a variety of different techniques to monitor particularly larger projects involving regular conversations with project owners leading to structured monthly reports or similar methods to suit our clients. We recommend aggregating multiple project reports to a high level for programme management if possible.

We have found that self assessment using simple progress checks works well as long as it is coupled with occasional site visits or similar activity. This identifies developing problems at an early stage enabling remedial action.

Invoices should only be paid against performance clearly meeting the milestones specified in the project contracting.

1.2.6. Evaluating programme delivery

This is a key part of our role on the schemes outlined above. We have contributed to evaluating programme delivery against often general objectives. Such evaluation has been based on impact assessment data aggregated form project level usually combined with financial data to elaborate value for money indices – this tends to be on an annual basis.

As delivery agents for the, our monthly structured performance monitoring reports enabled programme delivery to be continuously compared to targets and objectives enabling remedial actions to be taken should significant deviations occur.

1.3. Our Capacity

Atkins has several consultants who excel in the disciplines that DECC require to run this programme, a number of whom are listed below:

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1.4. Programme Management Case Studies

We have provided below recent examples of our low carbon programme work.

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1.5. Summary of Atkins Skills and Knowledge in Low Carbon Innovation Technology

Atkins is pleased to be able to offer DECC support in all of the required key technologies as listed in the ITT documentation:

 Technology: Off-Shore Wind;

 Technology: Marine;

 Technology: Energy Efficiency in Domestic and Non-Domestic Buildings;

 Technology: Renewable Heat (storage, pumps and networks);

 Technology: Electricity Storage;

 Technology: Energy from Waste and Bio-mass;

 Technology: Carbon Capture and Storage;

 Technology: Hydrogen and Fuel Cells.

We have laid out our response to this section under a sub section for each of these technologies. Here we to reflect our capability, capacity and relevant case studies to match the DECC ITT requested format – some key individuals may appear under more than one section, where they have the additional skills / experience required.

This is all drawn from our own experience and staff and, in the case of Hydrogen & Fuel Cells, we will further complement our own in-house capability with that of our framework partner (N-Tropy), a leading specialist in this particular field.

We have also illustrated some additional technologies which may be of interest to DECC, including our extensive Hydro experience.

 Technology: Hydro Power and Dams;

 Technology: Other Technologies.

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1.6. Technology: Off-shore Wind

The offshore wind sector will be hugely important to the UK for the foreseeable future. Given the technology that is now being introduced, coupled to the backing the Government and industry have for the sector, it is highly likely that offshore wind will play an important part of our energy mix. Given the current development costs are greater than competing technologies Atkins is enjoying bringing its wide ranging knowledge and skills to the industry to help reduce development costs to a more affordable level.

1.6.1. Our Capability, Skills and Knowledge

Atkins has over 30 years of offshore engineering experience in both hydrocarbon and renewable energy projects. Our activities range from design (concept and detail) through to ongoing integrity management and reliability assessment.

We are heavily engaged in the UK offshore renewables industry, and offer the following services:

 Wind farm concept design;

 Offshore substation design (substructure and topsides);

 Wind turbine and metmast foundation design (monopole and jacket);

 Electrical array and export transmission design;

 Ports and Harbour Assessments;

 Onshore substation design;

 Environmental impact assessment;

 Planning;

 Project Controls.

 Geophysical and geotechnical survey specification and data interpretation

 Supervision of onshore and offshore geotechnical surveys with Client Rep role

 Site investigation surveys, including environmental monitoring of wind, wave and tidal conditions

We work across the whole supply chain from the.

1.6.2. Our Capacity

We have over 100 staff directly engaged on projects from across the Group. Due to the breadth of skills within the Group and the breadth of clients that we work for we have a wide portfolio of disciplines engaged, these include:

 „Traditional‟ engineering disciplines such as civil, electrical, mechanical and structural;

 „Specialist‟ engineering disciplines such as acoustic, environmental, ground (i.e. geotechnics), metocean and safety case engineers

 Project Management and Controls capabilities.

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1.6.3. Case Studies: Off-Shore Wind

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1.7. Technology: Marine

The Ocean Energy sector is one where the UK is regarded as a leader in innovation, and has extensive wave and tidal energy resource. This sector is though characterised by a huge variety of competing technologies at different stages of development, with there so far being no clear view of the likely winners. The tough nature of the marine environment brings particular challenges, with development of machines being very costly. This makes commercial investment risky, and hence there is still a requirement for Government support. Despite this, the UK Oil and gas industry skills, and the presence of facilities such as EWEC, mean that marine energy continues to be an attractive technology area for support.

1.7.1. Our Capability, Skills and Knowledge

Atkins has considerable experience in all three areas of marine renewable energy, namely:

 On tidal barrages, Atkins were a member of the Severn Tidal Power Group in the 1980s, and have recently completed a number of studies on tidal barrages for power companies and the RSPB;

 On tidal stream turbines, Atkins has been a design contractor to a number of turbine developers, including Marine Current Turbines and Rotech. We have also evaluated a number of tidal stream devices for the;

 On wave energy, Atkins has much more experience than any other consultant in the UK, having worked as a contractor for most of the major developers. We designed the early versions of Oyster for Aquamarine and Anaconda for Checkmate SeaEnergy. We have been the Design Verifiers on all the Pelamis machines, PRT, P1A, P2 – this role continues and gives Atkins an in-depth understanding of the realities of wave power. We have evaluated a number of wave energy devices for the, and were a major contractor to the for their Marine Energy Accelerator program.

1.7.2. Our Capacity

Atkins‟ 500-strong Oil & Gas Division dominates the UK market for offshore structural engineering, and is a significant presence worldwide, with significant (>50 strong) offices in Houston, Perth (WA) and Sharjah, as well as several smaller offices. Our know-how on offshore structures is second to none in the UK.

Particularly relevant to wave energy devices is Atkins‟ expertise in floating offshore structures, and their analysis. AQWA, the world‟s most widely-used suite of computer programs for hydrodynamic analysis of floating structures, was written by Atkins, giving Atkins a unique in-depth understanding of the subject.

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1.7.3. Case Studies:

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1.8. Technology: Energy Efficiency in Domestic and Non-Domestic Buildings

It is a fact that buildings account for around about 50% of CO2 production. Once a building is constructed and occupied it is going to consume energy for many years. Changing the energy consumption, particularly of the Building Services is possible but within fairly limited boundaries. The fundamental attributes of a building are fixed into the fabric and these attributes will limit the potential to improve the energy consumption performance.

This is an equally important factor in refurbishment schemes as small improvements to the thermal performance of an existing building can have a dramatic effect on associated Building Services design.

1.8.1. Our Capability, Skills and Knowledge

Atkins is at the forefront of integrating design for low energy buildings using expertise throughout our business, both nationally and internationally. We have a consolidated database for new innovation and best practice on the Atkins intranet called SUSNET (Sustainability Network) and produced many publicly available documents on sustainability and low energy issues, for example CIRIA‟s „Sustainable Construction – Company Indications‟.

Atkins regularly contributes to industry journals, two recent contributions being “What shade are you?”, January 2012 Building Surveying Journal, and “New Part L Regs ramp up retrofit costs”, September 2011 Construction News.

We have staff qualified to carry out BREEAM, DEC and EPC assessments and have Carbon Trust Standard accredited assessors. We also ran „.

Atkins methodology to addressing energy efficiency in buildings covers Energy Performance Profiling, Monitoring and Targeting strategies as well as an integrated and systematic approach to the design process which involves all parties of the design team and the client at the earliest stage. This approach ensures that opportunities to improve energy efficiency are not overlooked. A key member of the team is the client who gives vitally important motivation and leadership in terms of setting the aspirations for a sustainable design.

Modelling and simulation allows designers to test different solutions and make use of the site, the building layout and fabric to contribute to energy conservation and occupant satisfaction. Modelling software uses real weather data and real time, to optimise design of building fabric and systems, often exceeding the demands of the Building Regulations.

The first stage of building design should address the issues of shape, form, orientation, surface area to volume ratio and net to gross floor area. Optimizing these first, gives the best chance of achieving an excellent building and carries little if any additional cost.

Once these factors have been addressed as far as practical, it is then time to consider passive energy saving measures such as the levels of insulation, glazing type, shading and air tightness. This approach is key in assessing existing buildings and structures where orientation, shape and form will be fixed. Statutory regulation will set the minimum acceptable standards but when looking to exceed these, it will be necessary to complete a cost benefit analysis. The analysis is not always simple, for example improving the thermal performance of the glazing may reach a level where it is not necessary to provide perimeter heating. That capital saving alone may justify the additional cost of the glazing, as well as reducing the heating requirement.

Finally, active systems and/or renewable technologies can be applied to reduce or recover energy. Atkins has a wealth of expertise in a number of active systems which include intelligent lighting controls, dynamic shading, variable speed drives as well as more innovative solutions such as CHP design and renewables with expertise in photo-voltaics and wind generation, many forms of air to air heat recovery, ground source heat pumps and photo-voltaics arrays. A law of diminishing returns applies when layering systems that are all trying to extract energy from the same diminishing pool. The use of dynamic modelling and life cycle cost analysis ensures that the whole life benefit of multiple systems is real and worth the cost.

The benefits in energy efficiency from Atkins methodology is illustrated in the diagram below.

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Atkins also has extensive experience in identifying and prioritising investment in energy efficiency and renewable energy measures and we have led, or been involved as partners, in a number of projects for housing providers aimed at identifying the scope for, and best opportunities for, energy performance improvement.

We use SAP and energy performance stock management software based on RdSAP (or full SAP for refurbishment and new build) to analyse opportunities and have comprehensive understanding of viable measures based on archetype, construction type and age of dwelling. We have also developed matrices outlining housing characteristics for renewable technologies.

Utilising energy performance stock management software offers a number of benefits:

 Survey data can be imported directly into the software, eliminating the need for time intensive data manipulation;

 The software generates a series of easily identifiable outputs that can be used to select investment in viable energy saving measures;

 An assessment of the risk of fuel poverty based on property characteristics is automatically calculated;

 Before and After calculations of SAP score and EPC rating, kilowatt hour consumption per square meter, CO2 emissions and annual running costs can be generated;

 The software is based upon the Government‟s approved energy performance assessment methodology, thereby offering robustness to the outputs and the decision making process;

 Reports may be generated and bespoke dashboards created for each project summarising progress against Key Performance Indicators.

Our approach is always to apply measures that minimise energy consumption prior to investment in alternative forms of heat or electricity. This ensures best outcome for the occupant and maximum energy performance improvement. Understanding the way in which energy performance scores are calculated within SAP are also vitally important; our in-house SAP assessors provide this expert input.

1.8.2. Our Capacity

Energy efficient design is embedded in the Atkins approach to design and hence there is a significant knowledge base within the Architectural, Building Services and Structural design teams.

There are nominated individuals who champion energy efficient design and act as a focal point for innovation and best practice.

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1.8.3. Case Studies:

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1.9. Technology: Renewable Heat (storage, pumps and networks)

A massive expansion in the deployment of renewable heat required to achieve the defined UK 2020 targets for carbon emission reductions. This will require a rapid and accelerated uptake of renewable heat production from biomass, heat pumps and energy from waste. The renewable heat incentive will help to drive this expansion. This is likely to apply to individual sites, particularly new build sites with the opportunity to integrate these technologies into their designs, but also in the form or district or community heating systems and even the distribution of waste heat from „merchant‟ power plants.

1.9.1. Our Capability, Skills and Knowledge

Atkins has an excellent understanding of renewable heat and the part it can play in fulfilling the requirements of many clients and local authorities to reduce their carbon emissions to meet planning and other targets.

We have undertaken studies to consider incorporating heat pumps (ground source, air source and water source), solar thermal energy, biomass energy and CHP into many different projects including business parks, prisons, universities and schools. Atkins has a number of 'carbon tools' developed especially for the purpose of addressing the Carbon Critical design requirements facing all new projects. We have also undertaken the CHP readiness reporting required for major power station planning stages.

In addition to undertaking design work Atkins is operationally involved in around 50MW of low carbon heat distribution from CHP at UK horticultural growers sites giving us a unique perspective on the practical application of UK legislation and economic incentives being offered to assist such schemes in the UK.

Our role as Technical Advisor for their Biomass Heat Accelerator scheme has also brought us into the position to have to evaluate how thermal storage (an element included in all of our horticultural CHP schemes) interacts with conventional heat distribution systems to maximise carbon emission avoidance from minimal heat plant expenditure through careful consideration of heat load profiles and computer modelling. Through this project we have overseen biomass heat schemes through feasibility, detailed design and implementation. We have carried out a detailed knowledge capture and best practice exercise across the programme and have been responsible for developing a suite of tools to build in best practice to the feasibility % design process.

Atkins has also acted as technical advisers to and assessing applications for funding for many millions of pounds worth of energy efficiency and renewable energy schemes, many incorporating renewable heat distribution and storage.

We have also undertaken plant audits for private companies and to assess CHP plant efficiency and plant eligibility for renewable incentives.

1.9.2. Our Capacity

Atkins has many people with skills in the field of renewable heat and low carbon design solutions in general with qualifications from Low Carbon Consultant, members of IMechE and IEE, and Master‟s degrees in renewable energy systems.

Our key resources include:

Experts in large scale thermal plant generation including full industrial and commercial scale CHP as applied to major industrial and district heating schemes in the UK and across Europe. Examples include heat supply to major cities in Europe, and to steel, process and pharmaceutical industries in UK and Europe.

Experts in small scale low carbon CHP - in the capacities of project feasibility and design, plant operation and maintenance, technical and commercial performance review. Examples include provision of low carbon & renewable power and heat to the horticultural sector, to business parks and educational facilities.

Experts on the integration of low carbon heat sources into the built infrastructure. These experts in building design and building services are able to specify the appropriate technology requirements and the practical integration of the technology into the overall development.

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1.9.3. Case Studies:

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1.10. Technology: Electricity Storage

There are a number of different technologies that are currently available associated with electricity storage. The technology that can be chosen will be dependent on the application it is needed for. There are technologies which are high powered but can only be used for a very short duration, which can help in the event of a fault on the network, and there is also energy storage for a long duration such as pumped storage and flow batteries which can be used as another form of generation.

The key to using energy storage correctly is understanding the problem which it needs to resolve. A potential big benefit of energy storage is that in certain applications it could remove the need for network reinforcement.

Below is a table showing different storage technologies and what they can be used for (courtesy of the ESA (Electricity Storage Association)).

Note: Blue circle - technology available Blue/White circle - technology trialled White circle - technology possible

1.10.1. Our Capability, Skills and Knowledge

Atkins has a watching brief of issues including the work carried out by the.

The Atkins has been involved in a couple of the technical working group meetings which have been held in the UK.

In Atkins‟ view there is a market for this technology, but an assessment on return of investment needs to be carried out against that a “conventional” solution e.g. network reinforcement. Atkins has experience with

30 Reference number: DECC/SIG/EI/01 2011-12 40 doing this type of assessment and understands the importance of matching the right technology against the problem it is designed to resolve.

1.10.2. Our Capacity

1.10.3. Case Studies:

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1.11. Technology: Energy from Waste and Bio-mass

Atkins recognises the shift from landfill waste management practices to ones that are more sustainable. We have significant experience in undertaking strategic studies into more sustainable methods of waste management through improving rates of recycling/ composting and diverting waste from landfill by considering alternative technologies such as Mechanical Biological Treatment, Energy from Waste and Advanced Thermal Treatment processes. We have experience in all the most common technologies being employed in the UK and abroad. Our experience has been for both public and private sectors of the waste management business.

As you would expect from a large engineering based consultancy, we have an enviable experience base which spans feasibility/conceptual designs through technical procurement and engineering construction. These skills, along with a strong physical presence across the UK, means that we are able to make an excellent contribution to the assessment of EfW and Biomass projects in partnership with DECC and the project sponsors.

1.11.1. Our Capability, Skills and Knowledge

Atkins has a significant level of experience in the waste sector across both public and private sectors. Our experience covers the full lifecycle of waste projects from collection and recycling systems to the evaluation of technologies and design of significant waste and energy infrastructure. We are currently involved in over 10 major waste PPP/PFI schemes in the UK at various stages of procurement and delivery, many of these as Lead Designer providing a full multidisciplinary service at EPC or D&B level.

Of particular relevance to this LCP assignment we have recently worked with funders and technology developers to evaluate options for pre-treatment of waste and bending of different fuel types as part of EfW delivery. We have working knowledge of different methods for segregating and drying waste to create a fuel and building Business Cases for this based on detailed evaluation of compositional analysis. We worked as technical advisor in the procurement of their 1M tpa waste services contract including state of the art sorting and recycling systems and a conventional EfW plant for energy generation from residual waste streams.

On, pictured to the right, we acted as architect, civil, structural and MEP designers for a sludge waste dewatering and incineration plant.

We have engineers within the team that have worked directly for, or on secondment with, waste sector technology providers and contractors for thermal treatment, MBT, AD, IVC and MRFs. The experience gained in these roles has been invaluable in our understanding the operational constraints when optimising site layout and process/envelope integration.

Our work within bid teams has also allowed us to gain an excellent understanding of the financial and technical scrutiny required to get a project to Financial Close. Atkins has been in the top two waste sector fee earning designers in New Civil Engineer (NCE) Consultants File for the previous 5 years

1.11.2. Our Capacity

Atkins has a team of approximately 50 people who are directly involved in biomass and other EfW projects. This is supported by the wider Atkins group depending on scope, technology and geography. The following list provides an indication of the strength of our technical capacity within the business.

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1.11.3. Case Studies:

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Atkins has had a role in numerous other projects within this sector. Case studies of the below are available upon request.

 

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1.12. Technology: Carbon Capture and Storage

Atkins is heavily involved in the new push for energy solutions, from carbon footprint quantification, capture and storage to a much wider remit including renewable energy and offshore wind.

Our underground gas storage experience is part of our much wider range of experience in the general field of oil and gas infrastructure development, based particularly on our intimate involvement with hydrocarbon related activities in the North Sea over the last 40 years. We deliver our services at all stages of the hydrocarbon value chain, encompassing exploration, drilling, production, refining, LNG, gas supply and retail. We have been at the forefront in supporting our clients address the challenges the industry has faced; including extending the life of offshore assets; frontier developments including West.

1.12.1. Our Capability, Skills and Knowledge

Atkins has extensive experience working as independent technical advisors or in similar roles for a variety of clients in the energy sector and we are able to support clients during all stages of CCS. At the carbon capture stage, our expertise extends to post-combustion capture, oxy-fuel combustion capture and pre- combustion capture technologies. We have engineers with specialist pipeline and subsea engineering skills, allowing us to evaluate the options for the transportation of CO2 quickly and cost effectively. Our specialist gas storage engineers can also advise clients on storage considerations.

There have been significant advances in bringing CCS closer to commercialisation in recent years; the first full-scale power plant demonstration projects are only a few years from being built. For several years, Atkins has been actively following the rapidly evolving technological, environmental and political developments within the sector. This allows us to focus our specialist skills in the most efficient manner, to the benefit of our existing and prospective clients.

Key to Atkins‟ success has been the close integration of our specialists with our Clients‟ organizations and project developers to achieve the required outcomes. Our geotechnical experience includes advisory and consultancy work, as described in the sub-sections below.

1.12.2. Our Capacity

We are able to provide fully integrated teams for all CCS projects. Due to the nature of our skill base our CCS offering includes power and chemical engineers for the „capture‟ element and then a range of geotechnical and ground engineering staff for the transportation and „storage‟. We have provided pen portraits for our power engineers in the sections above. In this section we have provided personal summaries for our most senior geotechnical engineers.

1.12.3. Case Studies:

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1.13. Technology: Hydrogen and Fuel Cells

A Fuel Cell is an electrochemical device that converts chemical energy directly into electricity, in contrast to more conventional electric generation technologies such as natural gas turbines or fossil fuelled boilers. Direct electrochemical conversion is environmentally attractive because of inherently low emissions, lower carbon intensity, as well as less noise and vibration because it is a “solid state” process.

Depending upon the Fuel Cell technology incorporated into a power plant, the process converts from 30 to 49 percent of the fuel‟s energy to electricity for customer or grid use. Also, between 30 and 40 percent of the fuel input can be recovered as useful thermal energy for site use, such as for water heating, space heating, and even air conditioning.

Relative to countries such as USA, Germany and Japan, the UK has fallen behind in terms of developing and demonstrating hydrogen fuel technologies. Atkins view this as a market well positioned for growth, and with the right support in the UK the number of SMEs and larger organisations involved in this field could open into emerging global markets, supplying specialist products and services alike.

The UK industry and academic community is actively involved in developing most areas of hydrogen and fuel cell applications. While larger organisations continue to retail products and services in existing markets such as industrial gases and analytical gas; many innovations emerge from smaller and newer companies and universities. Key to the success of these smaller companies is the experience of the larger organisations with a wealth of knowledge in how to bring a product or service to the market.

1.13.1. Our Capability, Skills and Knowledge

Atkins is keen to provide the relevant industrial experience and technical expertise to assist and guide companies with intellectual property and low volume production models to becoming global market leaders at an early stage of this new market. Atkins has ongoing relationships with many companies assisting in most areas of their product life cycle and specialises in high level technical oversight of projects, ensuring stakeholder requirements are met as well as establishing technical detail review.

The growing hydrogen and fuel cells market is having an increasing presence within conventional sectors of the energy industry that Atkins is already involved in. As a small sector, suitably qualified and experienced personnel are in short supply, however, Atkins has recruited such individuals with unique expertise within the UK.

Atkins currently, by carrying out research and review of available technology. Atkins staff are also involved with advising the Institute of Mechanical Engineers regarding developing standards and reviewing safety of hydrogen fuelled vehicles for Formula Student.

Existing knowledge within Atkins includes many aspects of hydrogen generation, storage, compression, vehicular refuelling and power. In addition to emerging markets, Atkins staff have considerable experience of developing systems for use of hydrogen within existing markets, such as industrial gases, reactor coolant, and as a catalyst. Atkins also has good relationships with academic specialists in leading universities who can provide additional sources of advice.

In support of this proposal, we have also partnered with

The expertise in the application of fuel cells and hydrogen technologies including electricity generation, combined heat and power (CHP), combined cooling heat and power (CCHP or tri-generation) utilising a number of base fuels ranging from natural gas and LPG through various bio-fuels to anaerobic digester gases together with hydrogen generation using electrolysis and steam reformation.

1.13.2. Our Capacity

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1.13.3. Case Studies:

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1.14. Technology: Hydro Power and Dams

The ever increasing worldwide demand for energy generation, coupled with the limitations of carbon sources and concerns about the safety of nuclear sources, means that hydropower development is now being considered with renewed interest. Historically, large capacity schemes have attracted particular interest but now the commercial viability of schemes with installed capacities of 1MW or less are being given attention.

As one of the world's leading engineering and design consultancies, Atkins is able to offer the "full package" of skills and experience to clients involved in the investigation, study, design and implementation of large and small hydropower projects both within the UK and internationally. One of our great strengths lies in local application of our international experience.

1.14.1. Our Capability, Skills and Knowledge

With over thirty years‟ experience in supporting clients in the hydropower industry, Atkins is well known for its multidisciplinary capability and dedicated, professional approach.

Atkins‟ expertise is focused on the promotion, feasibility, planning, design, contract management, construction supervision, maintenance, rehabilitation and operation of small to large hydro-power projects. Our range of services extends from the initial environmental-sociological impact studies to site selection, through to detailed design, stress, vibration and surge analysis, as well as tunnelling, construction, operational studies and training of operating staff.

We develop and implement innovative strategies, plans and projects with our clients, helping them to:

 Identify strategic business and project opportunities;

 Undertake feasibility studies for assessment of options and selection of a preferred option for design and development;

 Design and prepare tender documents, assist with procurement and manage/supervise construction;

 Supervise plan commissioning, manage preparation of O&M manuals and train staff;

 Manage effective development and implementation;

 Optimise flexibility, efficiency, safety and reliability issues;

 Profitably address risk and environmental factors;

 Maximise operational and lifetime returns;

 Reduce costs.

We offer an unparalleled range of services to support projects across the full spectrum of client requirements, from small specialised projects to large multidisciplinary projects. Our services include plant integrity assessments, due diligence and detailed design. All our services are tailored to meet each client‟s individual requirements.

We work with energy utility companies, developers, government and financial companies to extend the lifetimes of their existing plants or assist in the specification of new plants.

1.14.2. Our Capacity

We are able to provide fully integrated project teams that draw upon the broad skills within the Company. We have provided a selection our dams and power engineers. Our hydropower expertise is based on the skills of our 18,000 specialists in over 25 countries worldwide. This resource base enables us, uniquely, to provide clients with the full complement of skills needed for all aspects of hydropower engineering – from strategic and feasibility studies through to commissioning of plant and training. Typically, Atkins offers the following range of skills:

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 Hydrology and Hydraulic Modelling;

 Geomorphology and Sediment Studies;

 Geotechnical and Seismic Engineering;

 Dam and Foundation Engineering;

 Structural Engineering;

 Tunnelling;

 Roads;

 Hydro-Mechanical equipment – gates, valves and associated equipment;

 Hydraulic Engineering – spillways, energy dissipation;

 Risk Analysis;

 Environmental Assessments;

 Social and Resettlement Studies;

 Tender Documentation and Procurement;

 Contract Management and Construction Supervision;

 Project Management and Co-ordination.

1.14.3. Case Studies:

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1.15. Technology: Other Technologies

1.15.1. Our Capability, Skills and Knowledge

Voltage Optimisation

A relatively recent development in the UK market is the boom in sales of Voltage Management Optimisation products as a way of saving electricity across entire sites. We have in depth experience of evaluating the benefits of different voltage management optimisation/reduction technologies at a wide range of sites. In particular we have advised on the technical and economic viability of over 50 voltage optimisation projects. We were also a primary consultee regarding the 2011 guide on this subject. The benefits of Voltage Optimisation are highly dependent on the types of electrical load supplied and this needs careful analysis. In our experience it is something that is frequently overlooked by both vendors and purchasers of this type of equipment.

Lighting

Lighting energy efficiency is a key aspect of much of our energy efficiency work for clients. Our skills range over the full range of modern lighting technologies including high frequency fluorescent, LED lighting and control systems.. As well as our lighting energy efficiency specialists, Atkins has professional lighting designers and highways lighting specialists. We would select (and then ask DECC to accept their CVs) based on the precise needs of the task.

Motor Systems

We have in depth experience of most aspects of this important category of products, that account for 40% of industrial and commercial electricity use. We currently work for the and others on motor and drive system technologies. This ranges from eco-design of the products, to efficient application and the design of appropriate regulations, and involves extensive international travel and stakeholder engagement.

Heat Pumps

We have undertaken many studies on the application of heat pumps for new and retrofit building applications, with our experience being that the carbon and financial saving is heavily dependent on for example; alternative fuel options, building fabric, heat source, climate and type of heating system possible. We have undertaken in depth design studies on the design of efficient heat pumps themselves and on the impact on the local electrical distribution network.

Offshore, Deep Water Structures

Atkins has developed a design for an offshore steel jacket structure that has the potential to support wind turbines up to 7MW in capacity in the deeper waters associated with Round 3 developments. The design has been developed with, who is a fabricator, so naturally takes into consideration efficiencies that can be explored during manufacture. Atkins believes there are a number of benefits that our jacket brings over our competitors, namely:

 Efficient and cost-effective interface design – something the industry has struggled with;

 Jacket geometry better suited for wave load resistance to minimise load and fatigue;

 Narrower and better able to accommodate natural period requirements in shallow water without extending the turbine mast;

 Suitable for use with pre-driven piles thus reducing installation timescales which (i.e. reduce the huge expense associated with heavy lift offshore installation vessels).

The dramatic change of grid design from centralized to de-centralised generation is having big impacts on electrical distribution design.

Programme. We have a large Power Networks Division that is exploring many of the challenges in this sector. Specific project details are confidential, but examples include connection arrangements for small and

40 Reference number: DECC/SIG/EI/01 2011-12 40 medium scale hydro plants and wind farms for the transmission operators, DNOs and plant operators, exploration of the potential to connect a wide range of:

 Transformer loading patterns and duties;

 Additional DER transformers;

 Power flow directions through sub-stations etc;

 Power quality (distortion and power factor).

We are appointed advisors to on distribution and power transformer efficiency through the.

Electrical Networks / Distributed generation / Microgrids

For the European Copper Institute (ECI), we undertook a study to look at the options for microgrids in the USA and how this might impact copper consumption.

This looked at both technical and tariff considerations, and contrasted the East and West coast situations.

1.15.2. Our Capacity

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1.16. Summary of Atkins experience selecting, developing and applying a range of interventions, against programmes to support technologies

Over the years, Atkins has been involved in a wide range of public and private interventions, such as, grants, equities, loans, incubation and providing negotiation skills to support the development of contracts or grant offers.

In providing this proposal we are drawing on our experience in delivering similar energy efficiency programmes and „projects‟ working with PSOs in London and nationwide. Of particular relevance is nearly a decade‟s work with.

1.17. Our Capability, Skills and Knowledge

Atkins role as Delivery Partner to was providing financial support through interest-free energy efficiency loans for organisations with smaller energy consumptions, mainly SMEs that did not qualify for a greater level of support.

As administrators we delivered an end-to-end customer service from initial contact through application evaluation to loan offer, payment and repayment together with all the associated underlying financial management and due diligence. Our delivery team varied between 5 and 20 persons over nearly 10 years managing loan values that grew from per year.

1.18. Our Capacity

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1.19. Financial Interventions Case Studies

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SECTION 2: Pricing and Resources (to demonstrate the resources to be applied to the contract and how they will be used)

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2.1 Resource Capacity

Atkins is a leading design, engineering and programme management organisation, with 93 offices throughout the UK, giving us an excellent geographical spread of staff across the country. We have a strong history in managing complex, innovative technology programmes and have won many awards for our talent, design and delivery in the field, including:

 CIBSE Low Carbon Performance Awards Atkins was named Consultancy of the Year for its commitment to carbon reduction;

 Edie Awards for Environmental Excellence Atkins was named the UK‟s Best Environmental Consultancy for six years running, 2005-2010 inclusive;

 Carbon Trust Standard Atkins continues on low carbon pathway, having been recertified with the Carbon Trust Standard for successfully measuring, managing and reducing carbon emissions across its UK operations by more than 7% over the last two years.

As a result, Atkins has a substantial body of high quality technical and Staff employed world wide 17,522 managerial specialists adept in efficient and successful delivery of Staff employed in UK 9,242 complex programmes & projects from initial conception through to UK managerial and technical specialists 3,000+ completion. The breadth and depth of this expertise means that Atkins UK technical specialists working on low carbon projects 600+ is able to mobilise a wide range of relevant resources flexibly and at UK delivery and commercial specialists 300+ short notice.

Atkins technical and managerial expertise relevant to this framework includes:

 programme management; detailed technical and engineering expertise; knowledge and expertise of financial interventions; and contract negotiation; and

Our specialists working in non-low carbon innovation fields still need to be „carbon-aware‟, meet low carbon standards in their design and delivery, and have skills and expertise that are highly transferable to low carbon projects. This means that Atkins‟ pool of technical specialists available to this framework is, in reality, considerably larger than the 600+ headline figure for low carbon specialists. For example, many engineers who would not have considered themselves to be low carbon experts, now bring skill sin structural engineering or electrical network design that have been central to the development of our Offshore Wind team.

The pool of delivery and commercial resources includes:

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 Over 200 Programme and Project Management practitioners who are accredited to OGC or Association of Project Management (APM) standards;

 Over 100 PRINCE2 qualified project managers, over 70 OGC Managing Successful Programme qualified programme managers and over 15 OGC MoR qualified risk specialists;

 Experts in business change management, stakeholder engagement & management, strategy planning and benefits management to ensure the desired outcomes of programmes and projects are achieved;

 Expert financial modellers who work across various public and private sectors.

2.2 Sample Resource Profiles

In Section 1, we have selectively detailed many of our experts within the context of their particular function or technology. Shown below is a summary of these individuals including the grades at which they typically operate, along with brief details of more of our experts under each area, who we believe will add significant value to DECC.

Technology / Name Key skills / benefit to DECC Typical grade(s) Function Programme Management Lead Specialists

Additional staff

Off-shore Wind Lead Specialists

Additional staff Marine Lead

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Specialists

Additional staff

Energy Efficiency in Domestic and Non-Domestic Buildings Lead Specialists

Additional staff

Renewable Heat (Storage, Pumps and Networks) Lead Specialists

Additional staff

Electricity Storage Lead Specialists

Energy from Waste and Bio-mass Lead Specialists

Additional staff Carbon Capture and Storage Lead

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Specialists

Hydrogen and Fuel Cells Lead Specialists

Hydro Power and Dams Lead Specialists

Additional staff

Financial interventions (Grants, equities, loans, incubation, negotiation skills, development of contracts, grant offers) Lead Specialists

Additional staff

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2.3 Staff Cost

Atkins is pleased to offer the following day rates for this contract. We believe they represent good value; all of the rates fall within the envelope of £125 to £1,000 per day specified by DECC. Many of our experts are internationally renowned and unique in their field so this represents particularly good value.

Grade / level of Role and Area of Expertise Total Daily staff Rate (excl. VAT and expenses, incl. overhead and central costs)

Complex Programme Management

Programme Extensive experience of leading or directing major, complex and Director business-critical programmes and projects, bringing genuine strategic insight and commercial acumen. In depth knowledge of the public sector and of current policy and political issues affecting it. Typically we would expect a person within this category to have a minimum of 10 years relevant experience. Senior Previous experience in project management on at least five major Programme programmes or projects, preferably in the public sector and using Manager the PRINCE2 or equivalent method. In depth knowledge of the public sector and of current policy and political issues affecting it. Typically we would expect a person within this category to have a minimum of 8 years relevant experience. Programme Previous experience in project management on at least three major Manager projects, preferably in the public sector and using the PRINCE2 or equivalent method. Sound knowledge of the public sector and current policy and political issues affecting it. Typically we would expect a person within this category to have a minimum of 6 years relevant experience. Programme Demonstrable experience in a wide range of projects. Evidence of Analyst customer-facing experience and support services to wider programmes and projects. Typically we would expect a person within this category to have a minimum of 3 years relevant experience.

Low Carbon Technical and Engineering Technical / Extensive experience in their specialist field, in which they are Engineering nationally or internationally renowned as an expert. Director Typically we would expect a person within this category to have a minimum of 10 years relevant experience.

Senior Technical / Substantial experience in their specialist field with an in depth Engineering knowledge of the wider technical landscape. Manager Typically we would expect a person within this category to have a minimum of 8 years relevant experience.

Technical / Substantial experience in their specialist field with sound knowledge Engineering of the wider technical landscape. Manager Typically we would expect a person within this category to have a minimum of 6 years relevant experience.

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Technical Demonstrable experience in their specialist field. Engineer Typically we would expect a person within this category to have a minimum of 4 years relevant experience.

Engineer Demonstrable experience in their specialist field.

Typically we would expect a person within this category to have a minimum of 2 years relevant experience.

Financial Intervention Senior Financial Substantial experience of financial appraisals with an in depth Manager knowledge of the wider investment landscape. Typically we would expect a person within this category to have a minimum of 8 years relevant experience. Financial Substantial experience of financial appraisals with a sound Manager knowledge of the wider investment landscape. Typically we would expect a person within this category to have a minimum of 8 years relevant experience. Financial Analyst Demonstrable experience of financial appraisals. Typically we would expect a person within this category to have a minimum of 3 years relevant experience.

General Business Analyst Substantial experience of requirements, analysis, feasibility, options appraisals and solution design. Typically we would expect a person within this category to have a minimum of 6 years relevant experience. Administrator Experienced administrator familiar with supporting Programme Teams

Note:

 The rates exclude VAT;

 Rates for sub contract resources will be charged as per the roles and day rates detailed above;

 Travel and subsistence costs in connection with this Contract, including overnight allowances and attendance at meetings as necessary, will be claimed in accordance with DECC travel and subsistence guidance and rates (as detailed in ITT Annex C - DECC travel and subsistence rates);

2.4 Sub Contracted Skills

2.5 DECC Standard Terms & Conditions of Contract for Services

2.6 Commercial Models for Contracting Individual Pieces of Work

There are many different commercial models that DECC may choose to use for contracting individual pieces of work under the proposed framework. Atkins has experience of many of these and is willing to work with DECC to ensure the optimum model is employed.

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2.7 Value for Money

The Scoring Tenders Matrix in the Technical Specification (DPF4) states:

Higher marks will be rewarded to suppliers demonstrating a combination of lower delivery costs and strength and depth strong skills and expertise.

Atkins is offering a rate card that we believe represents good value, particularly for our internationally renowned technical and management expertise. We will bring together project teams of the best resources to offer DECC with the lowest delivery cost.

We have provided details of the strength and depth of our skills right across the broad low carbon technology landscape which we believe are unrivalled by our competitors.

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SECTION 3: Understanding requirements and adding value

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3.1 UK targets and DECC’s low carbon innovation objectives

Innovative technologies are essential for Government to deliver on its 2050 ambitions of an 80 per cent reduction in carbon emissions by 2050, supported by further increases in renewable energy generation.

The National Audit Office report („Government funding for developing renewable energy technologies – June 2010‟) reiterated that „expanding the supply of renewable energy is central to the Government‟s aims to tackle climate change and achieve security of energy supplies‟ This led to the production of the 2011 cross government „Low carbon delivery review‟ which identified a clear need to accelerate the deployment of renewable energy technologies.

In order to progress from the 2008 position (2.3%) to the 2020 target (15%) for renewable energy generation across the UK, DECC is leading the cross government approach to:

 Strengthen and enhance Government’s vision and strategic objectives for low carbon innovation, by re-launching the Low Carbon Innovation Group (LCIG), ensuring it has full policy coverage of technologies, and includes all departments and bodies with key low carbon innovation interests. The LCIG is also developing a „toolbox‟ of strategic outcomes and metrics;

 Ensure effective prioritisation, planning, delivery and appraisal, via the LCIG partners who will further develop and draw on its shared Technology Innovation Needs Assessment (TINA) evidence base to develop technology plans and ensure prioritisation is consistent;

 Create greater transparency and innovator access by building on and strengthening the „funding support navigator‟, so it covers a full range of low carbon innovation technologies and is accessible via relevant channels. A Low Carbon Innovation Group document is also to be published setting out the collective objectives and plans.

These high level changes need to be supported at delivery level by the provision of a number of key DECC deliverables, such as:

 a common set of performance management metrics to be used as a toolbox for the appraisal and evaluation of schemes to identify value for money and lessons learnt, and support the development of future schemes;

 partnership working to develop, agree and use a high level technology assessment process to be drawn on by all departments;

 best practice principles to assist the appraisal, management and evaluation of low carbon innovation programmes;

 an audit of what went right, could have been improved and where departments and organisations could have got better value for money to support improvement.

DECC is putting in place the framework to enable the provision of additional expertise and support to complement their in house team (8 FTE). Achieving value for money, for best use of limited budgets and maximum innovation (particularly for Technology Readiness Levels 4-9), from their funded interventions, is crucial to the success of the framework.

3.2 Atkins understanding of innovation in the low carbon landscape

Atkins engineers have been involved in energy efficiency and low carbon design for many years, including a wide range of public and private financial interventions and negotiations around contracts and grant offers.

To pool our achievement and skills, we initiated a group wide carbon critical design awareness programme in 2008, reaching out to every individual in our organisation. This encouraged senior managers to engage their teams in the role engineers were playing in delivering a low carbon economy and to transfer knowledge from within the business. We built on this to focus on improving levels of client engagement and to invest more than in the development of a suite of carbon tools, which were launched in April 2010 and are now widely used across the group.

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Through our chief executive‟s position as chair of the Construction Industry Council in 2009/10, we engaged closely with the UK government on the delivery of the Low Carbon Transition Plan within the UK. Atkins has also been central to the establishment and delivery of the Construction Innovation and Growth Team (CIGT) which is focusing on the delivery of a low carbon construction industry for the UK.

In 2010, we were named Consultancy of the Year at the CIBSE Low Carbon Performance Awards, we gained the first ever certification of the Carbon Trust Standard to an engineering consultancy in the construction and building sector and we have been awarded The Edmund Hambly Medal by the ICE for the creative design of an engineering project (London 2012) making a substantial contribution to sustainable development. Atkins are now recognised as industry leaders in carbon critical design, having worked extensively across the low carbon agenda for a number of years and we have illustrated in Section 1 our experience, capability and capacity to deliver technical and complex programme support for DECC.

3.3 Adding value to the management and delivery of programmes

3.4 Contract management and quality assurance support

Based on the specific requirements of each task assignment, Atkins will put in place an agreed contract management and quality assurance method that maximises the return from the intervention investment and ensures reporting is aligned with the agreed cross government performance metrics. We will base this on our proven methods described below:

Managing the teams and the assignment

Equipping our staff to deliver

Ensuring the quality of what our staff deliver

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Formal Declaration of Offer – DPF37

56 Reference number: DECC/SIG/EI/01 2011-12 40 Formal Declaration of Offer – DPF37

Tender for: Programme Delivery Support for DECC Low Carbon Innovation Programmes

Certify that I am a person duly authorised to sign tenders for and on behalf of:

Company Name: ATKINS LIMITED and having read the tender documents, offer to supply the services as specified in the Invitation to Tender

 Under the terms and conditions included in the Invitation to Tender documents;  In accordance with the specification stated in the Invitation to Tender documents:  At the price (or prices) and at the delivery time (or times) or by the completion date quoted. It is agreed that any other terms and conditions of contract or any general reservations which may be printed on any correspondence emanating from the tenderer in connection with this tender or with any contract resulting from this tender shall not be applicable to this tender or to the contract.

It is confirmed that all and any management information which DECC may request from this company will be provided by the company within 30 days from the date of the request.

Our offer is valid for 90 days unless this period is extended by mutual agreement.

Authorised Signatory ______

Name in BLOCK LETTERS

(Please continue overleaf)

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Address WOODCOTE GROVE, ASHLEY ROAD, EPSOM, SURREY KT18 5BW

______

Position in Company AUTHORISED SIGNATORY

Tel Number 01372 726140

Fax Number 01372 754818 e-mail [email protected]

for and on behalf of:

Company‟s name: ATKINS LIMITED

Address: WOODCOTE GROVE, ASHLEY ROAD, EPSOM, SURREY KT18 5BW

Date: 31 JANUARY 2012

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Statement of Non-Collusion – DPF 38

59 Reference number: DECC/SIG/EI/01 2011-12 40 Statement of Non-Collusion – DPF 38

We certify that this is a bona fide tender, and that we have not fixed or adjusted the amount of the tender by or under or in accordance with any agreement or arrangements with any other person. We also certify that we have not done and we undertake that we will not do at any time before the hour and date specified for the return of this tender any of the following acts:

1. Communicate to any person other than the person calling for those tenders the amount or approximate amount of the proposed tender, except where the disclosure, in confidence, of the approximate amount of the tender was necessary to obtain insurance premium quotations required for the preparation of the tender;

2. Enter into agreement or arrangements with any other person that he shall refrain from tendering or as to the amount of any tender to be submitted;

3. Offer or pay or give or agree to pay or give any sum of money or valuable consideration directly or indirectly to any person for doing or having done in relation to any other tender or proposed tender for the said work any act or thing of the sort described above.

In this certificate, the word "person" includes any person and any body or association, corporate or unincorporated; and "any agreement or arrangement" includes any such transaction, formal or informal, and whether legally binding or not.

Signature: ______

Name in BLOCK LETTERS:

Address: WOODCOTE GROVE, ASHLEY ROAD, EPSOM, SURREY KT18 5BW

______

Position in Company: AUTHORISED SIGNATORY

Duly authorised to sign tenders for and on behalf of:

Company's name: ATKINS LIMITED

Address: WOODCOTE GROVE, ASHLEY ROAD, EPSOM, SURREY KT18 5BW

Date: 31 JANUARY 2012

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AP1a Supplier Information Form

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