Intelligent Client How can strategic sponsorship deliver ... · Intelligent Client How can strategic sponsorship deliver improved outcomes in complex infrastructure programmes? Part

Intelligent Client

How can strategic sponsorship deliver improved outcomes in complex infrastructure programmes?Part of the EY Building Future Britain campaign

It is estimated that US$682bn is wasted annually on under-performing projects across the globe, which translates into £150bn in the UK alone. How does the UK avoid this level of waste on overruns and failures and how do strategic clients innovate to deliver consistent world-class outcomes?

EY Infrastructure: ey.com/uk/infrastructure

Join the debate at @EY_UKInfra

#BuildingBritain

ContentsIntroduction .............................................. 1

Intelligent Clienting considerations ............. 2

Today’s client challenge ............................. 3

Benefits of Intelligent Clienting .................. 4

Essential clienting conditions ..................... 5

Commercial imperatives ............................ 7

Roadmap to success ................................. 9

Conclusion .............................................. 13

Meet the EY team ................................... 15

Further reading ........................................ 16

Building Future BritainBritain is facing a decisive moment in history as the Victorians did in the 19th century. It’s the first time in 200 years that the UK has had a proliferation of infrastructural megaprojects in the pipeline that will have a longer term impact on our country. With the Government’s pledge to increase capital spending on infrastructure to enable us to compete on the international stage, the strength of our economy rests on making the right long-term investment decisions now. Today, we have the opportunity to leave our mark on the infrastructure landscape and create significant economic, societal and cultural benefits for future generations.

1 Intelligent Client Refining the sponsorship model for complex programme delivery

The UK is on the cusp of a golden age of infrastructure investment with around £400bn of investment set out in the National Infrastructure Plan for the ten years to 2022 alone. Yet the needs of society are changing and we need infrastructure to meet our needs for tomorrow, not just rely on what the Victorians built. The case for this level of expenditure is strong and enjoys cross-party political support, some would say for the first time in generations, but this level of ambition comes with significant challenges.

Aside from the obvious question marks around securing funding and supply chain capacity, there are wide-spread questions around the ability of government and private sector organisations to act as effective clients in their sponsorship and control of the investment to ensure value for public money and effective outcomes.

There are good examples of the UK getting it right in recent history on major infrastructure programmes such as Heathrow T5, the London Olympics and Crossrail. However, according to the National Audit Office, one-third of government-funded programmes and two-thirds of all programmes still suffer overruns in budget and schedule. The next big challenges include High Speed Two (HS2) Limited, Thames Tideway, the New Nuclear and Roads Investment programmes.

The government recognises the need for greater control and has established the National Infrastructure Commission and the Infrastructure and Projects Authority to strengthen central oversight and monitoring, in addition to existing bodies such as the Major Projects Authority and various regulators. There is also increasing use of technology and innovation to empower project delivery, building on successes in privatised utilities and the use of Building Information Modelling (BIM) at Crossrail. However, there have been recent calls for government to become a more ‘Intelligent Client’, from within political circles and leading independent professional bodies.

EY wants to help our clients become more effective in their sponsorship and oversight of large complex programmes to help realise their infrastructure ambition. In this document we discuss the context and challenge, the benefits of Intelligent Clienting, the conditions for success and commercial imperatives. We also introduce EY Power & Utilities Maturity Model & Architecture (PUMMA) model which enables rapid programme mobilisation and fast start-up, along with a suggested road map for how to achieve the standing of an Intelligent Client. Source: PUMMA is EY ‘Power & Utilities Maturity Model & Architecture’, a proprietary approach to programme set-up.

Introduction

“The Government must become a much more Intelligent Client to help infrastructure projects succeed. It has a lack of skills to bring projects to the starting line in an efficient way. The reality is that all too often the Government cannot come up with a specification or an engineered solution that allows industry to respond, and that builds both risk and cost into projects.”

Stephen HammondFormer Rail Minister and Chair of the All-Party Parliamentary Group on Infrastructure

“How can we become better customers?

How can we engage the public and communities in infrastructure?

How can we drive the use of innovation and technology in everyday infrastructure delivery?”

Institution of Civil EngineersPresidential Thought Leadership discussion on the role of infrastructure in UK productivity, chaired by Sir John Armitt and attended by industry leaders from both the public and private sector.

2Intelligent Client Refining the sponsorship model for complex programme delivery

Intelligent Clienting considerations at a glance

How will you demonstrate capability to your critical stakeholders?

How much should be spent on programme, project and construction management?

What is the optimum operating model for the programme?

Do you have access to global best practice and lessons learned?

What causes 64% of projects and programmes to go over budget and *73% to go over schedule?

How will you evolve as a client over time?

How will you deal with peaks of activity and unforeseen events?

What are the critical conditions for success?

Do you understand latest technology, and the provision of data and information?

Figure 1: Suggested intelligent questions for clients to ask

* EY research and analysis


EY has combined our extensive experience in complex capital and transformation programmes to inform a more successful journey through the programme lifecycle for clients.

We recognise that all complex projects and programmes face significant challenges as they evolve, yet the most successful are often characterised by the conditions for success having been properly established up front. This applies equally to capital as well as business transformation programmes. Moreover, in order to pass through formal governance and review points, programmes need to demonstrate they have met key requirements in line with IUK and HM Treasury guidelines at two levels:

1Clients must demonstrate their capability as promoter or sponsor for the programme, which often requires management of multiple complex stakeholder interests.

2Deliverers must demonstrate they have met their obligations under their own contractual agreements. Moreover, it should be noted that in large programmes, the delivery organisation is also a significant client in its own right.

EY’s recent work at the Department for Transport produced the definitions shown at the top of these pages for the roles of Intelligent Client and sponsor, building on but not limited by, the requirements of the IUK Routemap for large and complex programmes. The approach outlined in this document also focuses on establishing the essential conditions and capabilities to be an Intelligent Client.

Today’s client challenge

Why Intelligent Clienting?In recent years the term ‘Intelligent Client’ has emerged as a definition of good practice in clienting on large complex programmes. A number of publications have been made on the subject, building on lessons learned in both the public and private sectors:

► HM Treasury, Infrastructure UK (IUK) & the Infrastructure Client Group — Improving Infrastructure Delivery: Project Initiation Routemap (version 1.1 October 2014)

► Royal Institution of Chartered Surveyors (RICS) — The Informed Infrastructure Client (1st edition, September 2015)

► National Audit Office (NAO) — Initiating Successful Projects (1 December 2011)

These publications focus extensively on ‘what’ needs to be done through defining desired capabilities in order to ensure more successful outcomes. Recognising that there is no one size fits all solution, the IUK and RICS publications provide further useful guidance on assessing the complexity of the programme in order to understand what these capabilities should be to ensure they are fit for purpose.

EY endorses these publications and recognises that further work is needed to address ‘how’ to achieve the desired capabilities required to be an Intelligent Client. This is a significant business change challenge, and needs careful consideration of both how the programme will operate in an optimum manner and how to successfully effect change in this context.

“The Intelligent Client shows clear leadership by owning the vision and business case, and champions the programme with stakeholders, taking a long-term perspective, representing end-user and operator interests. It understands what good looks like, what things should cost and the impact of decisions on benefits, to obtain value for money and hold deliverers to account. It is self-aware of strengths and capabilities, nurtures and develops talent to adapt to the environment, and establishes a sustainable client capability. It supports delivery organisations to also operate as Intelligent Clients, by providing clear direction and timely decisions.” Source: Work with UK Department for Transport, High Speed Rail Group, 2015.


Benefits of Intelligent Clienting

The diagram on this page illustrates typically desired Intelligent Client outcomes and a number of important, practical initiatives aligned to them, although this is not an exhaustive list.

Indicative outputs and deliverablesOutcomes and benefits

Optimised business case, benefits, cost, return on investment, value for money (vfm)

Client gets what it needs and expects from its delivery agents

Constructive relationships with stakeholders and delivery agents

Roles and responsibilities understood and a consistent way of working across the client organisation

Right skills and experience in place at the right time

► Vision linked to business case and benefits ► Business cases at programme and sub-programme level ► Business case assurance process ► Benefits strategy and realisation plans

► Contractual agreements with delivery agents, with management dashboards

► Sponsor’s requirements ► Requirements management framework ► Integrated assurance plan and framework ► Instructions procedure ► Intelligent Client behaviours coaching

► Clear governance arrangements aligned to delivery agreements

► Stakeholder and delivery agent representation on appropriate boards and working groups

► Joint team building initiatives ► Relationship health measurement

► Organisation and operating model defined over time, with interim states aligned to programme milestones

► Staff surveys ► Functional capability framework ► Sponsors handbook

► Flexible resource and succession plan ► Pay and reward strategy ► Skills and competency framework ► Skills and knowledge transfer

Primary client objective

The right programme is being delivered at the right time and cost with a high level of stakeholder confidence.

Figure 2: Flow down of Intelligent Client outcomes, outputs and deliverables.

“A sponsor owns the business case and acts as a champion of the programme, taking ultimate authority and accountability for the successful delivery of benefits within the constraints of the business case. The sponsor translates the business case benefits into a tangible set of sponsor’s requirements that are passed down to delivery agents. A sponsor oversees and governs change against the business case and the sponsor’s requirements, ensuring alignment with government policy and objectives.

A key role of a sponsor is to act as a client to a delivery agent who is responsible for delivering the programme. A delivery agent may also be a client to its supply chain — a programme will have multiple clients.” Source: Work with UK Department for Transport, High Speed Rail Group, 2015.


Essential clienting conditions

As a client, you need to ensure that your own organisation possesses and effectively deploys the necessary capabilities, and exhibits the appropriate behaviours, to enable it to act as an Intelligent Client for its programme.

A number of programme management methodologies attempt to set out a standard delivery framework. However, a one size fits all approach is unlikely to create the optimum structure for all programmes, especially the differentiation of roles between client and deliverers, which depends on a number of factors including:

► The relative capability, maturity and scale of the sponsor organisation and the supply chain

► The complexity of the programme or project and risks to be transferred

► Whole-life considerations of the asset or operation

Both aforementioned IUK and RICS publications recognise the bespoke nature of projects and programmes, and provide the guidance to clients building on lessons from both the public and private sector covering the following areas:

► Routemap of how and when to use the guidance

► Complexity assessment for programmes

► Capability assessment for sponsors, asset managers, delivery clients and market

► ‘Align for success’ modules which set out good practice definitions for requirements, governance, execution strategy, organisation design and development, and procurement

The IUK and RICS modules are illustrated in the notional operating model for client organisations opposite.

Clients also need to ask some key questions: ► Can you create an improved client and delivery model through building on lessons learned and global best practice?

► How will you get there and adapt through the changing needs of the programme lifecycle?


1. Vision and objectives

2. Key operating principles

Capabilities

4. Processes 5. Systems

Execution

Requirements

Governance

Procurement

Organisation (with transitional states aligned to key milestones)

Managementinformation

6. Culture and collaborative relationships

3. People

IUK and RICS modules

01 Effective development of vision and strategies, internalised by the sponsor

02 Clarity of client and deliverer interfaces, with clear principles and decision making criteria

03 Design of resilient client organisation with clear roles, authorities and responsibilities

04 Architecture, processes and operating procedures across client and deliverers

05 Technology, data and management information to inform processes and decisions

06 Values and behaviours of the parties to support effective decision-making

Figure 3: Attributes of typical client operating model incorporating IUK and RICS modules.


Commercial imperatives

Construction management %

Low: 2.2%Utilities

High: 6.4%Refurbishment

Project management %

Low: 1.3%Utilities

High: 3.8%Social Infrastructure

Programme management % (including procurement, contract admin, project controls, assurance)

Low: 1.4%Retail

High: 3.2%Social Infrastructure

Successfully managing infrastructure projects has never been more critical or complex for clients and deliverers alike. Shrewd stakeholders, funders and challenging business cases make effective sponsorship and control ever more important whilst the scale of a project only heightens the difficulties faced.

Using Oil & Gas megaprojects as a benchmark, EY’s research has found that 64% of such projects are facing cost overruns and 73% are reporting delays to their schedule.

So what are the typical commercial questions that Intelligent Clients need to ask in order to have confidence in a clear cost and schedule baseline through the programme lifecycle? For example:

► How do clients establish a set of requirements that allow early scope options to be assessed and support robust cost estimates?

► Do clients know how to assess good value in on-costs (indirect costs) including construction, project and programme management overlays?

► As a client, how do we accelerate programme set-up, de-risk delivery and establish a world-class programme?

► Where do we draw the line between sponsor and delivery organisation and what implications for capability and cost?

Figure 4: Typical ranges for capital programme indirect costs (on-costs).

Note: A further 1% allowance for ‘engineering management and design review’, should also be added to either project or programme management depending on the nature of the programme.

Source: EY research and analysis across projects in the following sectors — utilities, aviation, refurbishment, retail, social infrastructure and housing sectors.


Clients also need to know how to define and embed critical business infrastructure into the programme organisation they support. This includes efficient mobilisation, clear relationships between sponsor and deliverers and clarity over make/build/buy decisions. In particular, effective

data and information to inform client decision making is absolutely critical. Management Information must be trustworthy, accurate and assured. There must be a single source of truth that runs throughout the programme value chain, from delivery to client.

PUMMA’s modular structure supports the rapid development of a full business architecture for programmes. It comprises of nine integrated layers and supports methodology to allow the client to decide what elements they need or don’t need.

Starting with the strategic drivers of your project it helps identify the key levers within the investment case that are critical to on-time, on-budget delivery.

Defining these allows PUMMA to help build a capability model for your business that your leadership team will recognise and own. This can be developed further, identifying the management systems and process scenarios that will enable end-to-end delivery.

Supporting all of this are the process, system and data models that will enable the project to operate. PUMMA offers an accelerator to define these supported by our capital projects knowledge and experience.

A business change and readiness roadmap will underpin the transition through the programme lifecycle by enabling your business to see what needs to be done and when to make your project a success.

Figure 5: Case study: EY Global Power & Utilities Maturity Model and Architecture (PUMMA).

Business strategic drivers

The ‘Top 10’ principles that will guide the successful development of the business

Project investment case

The key levers to drive value and deliver the project on time and to cost

Capability model

What the business does and which capabilities need to be developed in-house

Process model and scenarios

How the business works in a joined up way to deliver from end-to-end

System model

The logical applications needed to automate and enable the processes

Data model

How the information enables decisions and flows through systems and processes

Change and readiness roadmap

The changes required and the plan to roll-out and embed the new ways of working

1001000110110101101


Roadmap to successThe implementation of Intelligent Clienting capability is a business change challenge that runs alongside the main programme, and therefore a complicated journey which needs to address both hearts and minds for those involved. It is further complicated by the shifting sands of the main programme which by definition is not a steady state environment.

This is particularly the case in the early stages of the programme lifecycle which often has a heavy burden of external scrutiny and governance, leaving little bandwidth for affecting successful change within the client organisation. The following pages set out the key elements which must be addressed to ensure a successful journey to become an Intelligent Client.

Mobilisation phase1. Have a high-level planIt is important to have a clear plan for the Intelligent Client programme, setting out high-level timelines, activities and deliverables for the main phases of the journey. In the diagram below, the timelines are shown in months which would be typical, however this will depend on the nature of the programme and the relative maturity of the client and delivery organisations which in turn dictates how much work needs to be done. A structured approach such as this allows great ideas to be captured, assessed and embedded early on in the journey, particularly around the use of technology and innovation. For example, an Intelligent Client must control or specify its data and management information needs, to ensure it is aligned to and informs key client decisions.

Sust

ain

Leadership and team behaviours

Stakeholder engagement and communications (internal and external)

Knowledge transfer and capability building

► Assign roles ► Immediate support on key projects and workstreams

► Develop high-level work plan

► Establish engagement governance

► Stakeholder introductions

► Assign roles ► Immediate support on key projects and workstreams

► Develop detailed work-plan for delivery

► Establish engagement governance

► Stakeholder consultation on proposals

► Agree resources and timelines for outputs and outcomes

► Adopt business change practices ► Maintain day to day support ► Deploy and track initiatives ► Deploy knowledge transfer and capability building

► Manage business change practices

► Manage stakeholders ► Measure realisation of benefits and outcomes

► Manage risks and issues

Mobilise Design ImplementAssess

Technical ► Identify and understand, establish ‘as-is’ situation

► ‘To-be’ requirements of Review Points, iUK, long term programme and stakeholders

Transformation ► Hearts and minds — people focus ► Readiness and impact assessment ► Establish forces and barriers to change in the organisation

Month 1 Month 2 Month 3 Month 4 onwards

Figure 6: Typical high level plan showing key phases in Intelligent Client journey.


Assessment phase2. Technical assessment Undertake a comprehensive assessment of the client operating model with reference to the IUK modules and other recognised frameworks. Prioritise the findings in terms of urgency and impact.

3. Transformational assessment Consult broadly with stakeholders and use workshops to test initial hypotheses and desired outcomes and outputs of the Intelligent Client programme and future state. Assess the readiness of the organisation and stakeholders for undertaking this change journey, identifying forces for change and barriers to address.

Design phase 4. Workstream clarityWorkstreams must have clear scope, timelines, resource and ownership. Deliverables must be clearly defined with an agreed brief, acceptance criteria and interim drafts should be reviewed with key stakeholders to an agreed schedule.

5. Robust governanceBefore commencing implementation, install effective governance and programme management. Establish and utilise control measures to support the transition to business readiness.

Figure 7: Illustrative prioritised findings map.

Prog

ram

me

man

agem

ent a

nd

gove

rnan

ce p

lan

Kno

wle

dge

tran

sfer

pla

n

Stak

ehol

der m

anag

emen

t an

d co

mm

unic

atio

ns p

lan

Typical core Intelligent Clienting workstreams

Delivery plan and resource schedule

1. Vision and objectives

4. Capabilities 5. Systems and MI

6. Culture and relationships

2. Engagement model

3. Team and integration

Figure 8: Typical core and enabling workstreams.

Prio

rity/

urge

ncy

Hig

hM

ediu

mLo

w

Low Medium HighImpact/benefit

Organisation and capability

PO POPO

OP

Culture

CC

CC

CC

CCP

Inter

nal r

ole cla

rity and integration

PO

R

Man

agem

ent effectiveness

P

SVO

Programme v

isio

n

VO

Enga

gement model

OP

R

Governance

P

P

Assurance

OPP P R

Clarity of role and purpose

CC OP

R R

Prog

ramme management

SR

P

P

R

Business case/benefit

s

VOR

Requirem

ents definition

VOP

People and organisationPO

Vision and objectivesVO

Culture and collaborationCC

Key operating principlesOP

Role clarityR

SystemsS

ProcessesPP


Roadmap to success

Implement6. Implement in phasesPrepare a transformation plan for the client organisation, identifying workstreams for the short, medium and long term plus interim states to ‘right-size’ the client structure, all aligned to key phases and milestones in the main programme.

7. Good practice in business change The Intelligent Clienting journey requires transformational skills as well as technical programme skills as this is a hearts and minds journey for all involved. Pre-agreed communication channels can be used to communicate the purpose of the initiative to internalise its culture and values and gather feedback. Recognition of progress, especially quick wins, can help build confidence and incentivise staff to support the effort. The Intelligent Client change programme can also act as a catalyst for wider change efforts in the organisation.

Key

oper

atin

g pr

inci

ples

Cultu

re a

nd

rela

tions

hips

Inte

rnal

or

gani

satio

nEx

tern

al

Visi

on a

nd

obje

ctiv

es

Medium-termMeasured performance

Longer-termOptimised and integrated (refer to page 4)

Resource planning

Integrated systemsJoint improvement/re-assess

Governance

5. Capability performance

Management effectiveness

Near-termStandards and role clarity

Process SystemsPeople

Intelligent Client

capability

Right skills and experience in place

at the right time

Optimised business case, benefits, cost and

VfM realised

Constructive relationships with stakeholders and

delivery agents

Roles and responsibilities understood and a consistent way of working across the

client organisationClient gets what it needs and expects from

its delivery agents

1. Vision/promotion

4. Engagement Model

3. Team roles and integration

Intelligent Client communications

5. Capability framework and targets

6. Culture and relationships

5. Capability development

2. External role clarity

Figure 9: Typical phased implementation plan.


Sustain8. Leadership and team behavioursYou never stop being an Intelligent Client; it is not a matter of ‘pass’ or ‘fail’. Rather, it is a continuous journey and therefore important that a framework for continuing capability development is embedded into day-to-day sponsorship activities. This can be achieved by:

► Director-level ownership of Intelligent Clienting with embedded roles (or ‘champions’) across the organisation.

► Senior staff demonstrating the desired clienting behaviours and inculcate a culture of communication, engagement, trust and transparency.

► Incorporating Intelligent Client principles into personal objectives and scorecards, as well as induction and training programmes can help make soft skills more tangible.

9. Stakeholder managementStrong and effective relationships are key to the effectiveness of the Intelligent Client. Techniques to help make the journey easier to understand, break-down barriers and assist stakeholder buy-in to outcomes, including assuring progress against established benchmarks, such as the IUK Routemap and P3M3 v3.

Developing high-impact communication and engagement methods can also help to embed key Intelligent Client principles, such as the programme’s vision and benefits.

10. Knowledge transfer and capability buildingDeliver an ongoing programme of capability improvements, with appropriate oversight and reporting, including the establishment and utilisation of control measures to support the transition through the phases of the programme lifecycle.

► Capture key Intelligent Client principles and outputs in a user-friendly quick reference clienting guide or ‘Client Handbook’.

► Ensure access to global best practice and lessons learned. Capability plans (people, process, systems)Programme sponsorship

► Strategic planning and policy ► Business case/benefits ► Requirements ► Planning and integration ► Financial management ► Risk ► Comms and stakeholder ► Governance, assurance and learning ► Management information

Delivery ► Project management ► Commercial management


Conclusion

SummaryThe UK is investing more than ever in infrastructure programmes, which are also becoming more complex in terms of delivery models and the stakeholder environment.

There is an accepted need that the UK needs to develop better skills as clients for its infrastructure programmes to increase the probability of realising successful strategies and outcomes. In time, client staff may even develop careers as ‘Professional Clients’, with appropriate accreditation.

Clients must develop the essential conditions for success in major programmes, including:

► Establishing clear vision and objectives that reflect complex political, economic and commercial needs.

► Designing clear delivery models, including rapid mobilisation and handover to the client organisation.

► Building long-term client capabilities across people, process and systems.

► Establishing effective working culture and relationships with critical stakeholders.

► Be engaged.

EY has been at the forefront of helping clients do this in a number of ways:

► Assess, identify and make the case for an Intelligent Client programme.

► Scope, design, mobilise and deliver the programme. ► Provide specialist expertise to support elements

of the programme. ► Increase the probability of benefits realisation.

How EY can helpOur proven methodology helps to enable that the case is clear, risk is reduced and implementation is faster. We have gained this experience on many of the most complex programmes over many years.

We can access a dedicated team of capital and transformation programme experts who have gained leading experience from a wide range of programmes across the globe. This can help clients get their programmes right first time, including the use of appropriate empirical evidence, benchmarking and research into global practices to help enable success.

We leverage our strong relationships with central and local government, deliverers and supply chain to help us navigate the landscape across many sectors including Government and Public Services, Infrastructure, Oil & Gas, Power & Utilities, Manufacturing and Service Industries.

In addition, we have developed a suite of managed services which can provide clients with the ability to handle peaks and troughs of activity quickly and efficiently through access to flexible, scalable solutions.


“ As EDF New Nuclear Build (EDF NNB) integrated advisor, EY has played a key role in helping set up Business Architecture for success. EY has brought insight around Capital Programmes, Business and Technology design to deliver the right outcomes for EDF NNB.”

(Andy Parker, Head of Business Architecture & IT, Nuclear New Build, EDF Energy)

“ A joint team of EY Nichols supported the DfT High Speed Rail Group throughout 2015 in establishing Intelligent Client capability ahead of Review Points and scrutiny by Major Projects Review Group. This involved working in conjunction with stakeholders including HMT, IUK and the delivery company HS2 Ltd. Other support was provided to major projects within the HS2 programme; including Euston, Old Oak Common and the relocation of Heathrow Express.”

(David Prout, Director General, DfT High Speed Rail Group)


Meet the EY Team

Amanda ClackPartnerUK&I Head of Advisory Infrastructure

Tel: + 44 20 7951 8275 Mobile: + 44 7976 403 438Email: [email protected]

Geoff Smith Executive Director


Manish GuptaPartnerCorporate Finance Head of Transport & Infrastructure

Tel: + 44 20 7951 1702Mobile: + 44 7876 391 061Email: [email protected]

Chris LewisPartnerAdvisory Head of Infrastructure Megaprojects


Jonathan MoseleyExecutive Director

Tel: + 44 20 7760 9345 Mobile: + 44 7469 036177Email: [email protected]

Richard BarnesExecutive Director


Media enquiries

Nsikan EdungMedia Relations Sr Executive, EY

Tel: + 44 7951 0896Email: [email protected]

Marketing enquiries

Kevin CorcoranInfrastructure Lead, EY

Tel: + 44 20 7951 0247Email: [email protected]

EY Infrastructure: ey.com/uk/infrastructure

Join the debate at @EY_UKInfra

#BuildingBritain

Further reading

Further reports in our ‘Building Future Britain’ series include: ► Megaprojects ► Digital ► Smart ► Real Estate and Asset Management

Visit ey.com/uk/infrastructure to read our thought leadership and points of view.

Powering the UK 2015

Powering the UK sets out the energy sector’s contribution to the UK economy, creating jobs directly and indirectly through the supply chain.

Powering the UKEmpowering UK growth, jobs and energy users through continued investment

Executive summary

2015

Spotlight on oil and gas megaprojects

Spotlight on megaprojects kicks off a series that explores capital projects in the oil and gas industry. We researched the performance of 365 oil and gas megaprojects and found that 64% are facing cost overruns and 73% are reporting schedule delays.

Spotlight on oil and gas megaprojects

Oil and gas capital projects series

London’s Future Infrastructure: Who pays and how do we deliver?

The challenges and opportunities arising from the capital’s growing population, helping London to remain a global player.Source: London Tomorrow an LCCI initiative in association with EY and supported by London City Airport.

London’s Future InFrastructure: Who pays and hoW do We deliver?

an initiative by: in association with:

supported by:

UK construction: consolidation ahead

Contractors, small and medium sized enterprises (SMEs) and civil engineers report increasing cost pressures which are squeezing margins. What does the future hold?

UK construction: consolidation ahead

About EYEY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.

Ernst & Young LLPThe UK firm Ernst & Young LLP is a limited liability partnership registered in England and Wales with registered number OC300001 and is a member firm of Ernst & Young Global Limited.

Ernst & Young LLP, 1 More London Place, London, SE1 2AF.

© 2016 Ernst & Young LLP. Published in the UK. All Rights Reserved.

EYG no. 01253-164GBL

82960.indd (UK) 05/16. Artwork by Creative Services Group Design. ED None

In line with EY’s commitment to minimise its impact on the environment, this document has been printed on paper with a high recycled content.

Information in this publication is intended to provide only a general outline of the subjects covered. It should neither be regarded as comprehensive nor sufficient for making decisions, nor should it be used in place of professional advice. Ernst & Young LLP accepts no responsibility for any loss arising from any action taken or not taken by anyone using this material.

ey.com/uk

EY | Assurance | Tax | Transactions | Advisory

July 2016

Documents

Intelligent Client How can strategic sponsorship deliver ... · Intelligent Client How can strategic sponsorship deliver improved outcomes in complex infrastructure programmes? Part