Turner & Townsend Presentation


  1. Introduction to Hinkley Point C

Hinkley Point C is a pioneering nuclear power station built with the goal of helping the UK to achieve its net-zero targets. Hinkley Point C once completed by the end of the decade, is expected to provide low-carbon electricity for six million homes during sixty years preventing 9 million tons of CO2 annually which adds up to over 500 million tons throughout the lifetime of the plant. Furthermore, in order to reduce the environmental impact of the project, a great proportion of the steel used in order to build the power station will be recycled.

In addition to this, the construction of this project will boost the UK’s economy both by creating jobs and improving the skills of workers. The construction of Hinkley Point C is expected to give employment opportunities to over 70,000 people by the time of completion and 3,800 businesses will form the supply chain necessary for the project which translates into 64% of construction value generated going to UK companies. As already mentioned, this project not only will create jobs but it will also increase the number of skilled workers in the Somerset area as EDF, a key stakeholder, has invested 24 million pounds in training individuals.

TALK ABOUT THE RESEARCH PROCESS AND SOURCES


  1. Turner & Townsend Services

During the construction of the nuclear power station, Turner & Townsend has provided a range of services including project controls and project management services. This includes overseeing the coordination of complex activities, ensuring cost control and managing schedules in this complex project.

When it comes to project controls, Turner and Townsend have monitored and managed budgets, schedules and resources to ensure that the project remains on track in the most efficient way. This has been achieved by applying a blend of process, people, tools, systems technology and data and working in partnership with the entire supply chain.

Furthermore, the project management division of turner and townsend is in charge of ensuring effective communication and coordination among stakeholders and supply chain partners while also overseeing the construction phases from civil works to the installation of complex mechanical and electrical systems. This process helps in tackling the challenges of building such a unique project while staying within budget, time requirements and maintaining quality at the same time as meeting net zero and social value goals.

Lastly through risk management Turner and Townsend has identified and mitigated risks associated with costs, schedules and technical complexities in the project which has proved extremely valuable given the unpredictability that comes from building the first nuclear plant in the UK in over 20 years.

  1. Key Stakeholders

EDF (Electricité de France) Energy Holdings and General Nuclear International currently own the project and each one of them owns 66.5% and 33.5% respectively.  

EDF is a French electric utility company owned by the government of France that has the goal of providing a net zero energy future while also driving wellbeing and economic development which aligns with Turner and Townsend values of making the world a more sustainable place.

General Nuclear System is a firm formed by CGN and EDF that works on developing nuclear power stations in different countries such as the UK or China. GNS focuses on providing clean energy through nuclear power in the safest way possible by complying with regulations of different countries

Laing O’Rourke and Bouygues TP (Taylor) are the contractors responsible for the main civil engineering works, including the construction of the buildings for the nuclear reactors. Both firms also have a focus on taking care of the environment, an idea that is reflected by the fact that over 90% of the steel used in construction will be recycled.

  1. Key risks managed by T&T

Turner & Townsend faced a range of key risks while providing services for the Hinkley Point C (HPC) nuclear power project, reflecting the unique challenges of managing one of the largest infrastructure projects in Europe.

Financial risks are paramount to tackle given the project’s estimated 23 billion pound cost is already expected to be higher due to factors such as inflation, Covid-19 and Brexit. Therefore Turner and Townsend have had to control expenses, manage budgets and mitigate cost overruns. In addition to this, procurement challenges, such as securing materials among market fluctuations, also posed risks that required effective cost and commercial management strategies.

The Scale and complexity of HPC introduced significant schedule risks. Delays in achieving construction milestones in Hinkley Point C, could have a cascading impact on subsequent phases of the project. To address this, TnT has to manage complex schedules while coordinating a vast supply chain.

Technical and safety risks were heightened by the deployment of European Pressurized Reactor (EPR) technology, being used for the first time in the UK. This advanced design demanded careful integration and meticulous compliance with stringent nuclear safety standards. Ensuring regulatory compliance was essential to avoid potential penalties or work stoppage.

  1. Future or additional services

Turner & Townsend could provide several additional services to enhance the Hinkley Point C (HPC) project, ensuring long-term value to the end-user and aligning with future operational goals. These services may include:

Lifecycle Cost Management: TnT could extend their expertise in cost management to the operational phase of the nuclear power station. This would involve monitoring and optimising operation expenses and maintenance costs throughout the lifespan of the plant.

Sustainability and Environmental Services: As sustainability continues to grow in importance especially considering the UKs 2050 net-zero target, TnT could partner with EDF and GNS to further reduce the environmental impact of Hinkley Point C. This could be done by improving waste management strategies or developing carbon offsetting programs

Digital and Asset Management: Utilising digital transformation tools such as Building Information Modeling TnT could help optimise the operations at Hinkley Point C. Using these tools would help with predictive maintenance support and improving efficiency

  1. Summary and Closing

In summary, Hinkley Point C is a groundbreaking nuclear power project that represents a vital step towards achieving the UK's net-zero emissions targets. Beyond its environmental impact, the project is a cornerstone for economic growth, job creation, and workforce upskilling. With over 70,000 job opportunities and significant investment in training, the project demonstrates its commitment to delivering long-term societal benefits.

Turner & Townsend has played a pivotal role in managing the project's complexities through services such as project management, cost control, and risk mitigation. These contributions have helped ensure that the project stays on track while maintaining quality and addressing unique challenges, such as introducing advanced EPR technology and navigating significant financial, technical, and schedule risks.

Looking ahead, Turner & Townsend has the potential to continue providing value through lifecycle cost management, enhanced sustainability initiatives, and digital asset management solutions. These additional services could further optimize the plant’s operations, reduce its environmental footprint, and align it with the UK’s long-term energy strategy.

Hinkley Point C is not just a nuclear power station—it is a symbol of innovation, collaboration, and progress. By combining advanced technology, skilled workforce efforts, and strategic project management, it sets a precedent for future infrastructure projects in the UK and beyond.








Possible questions:

  • Why is HPC a pioneering project?

HPC is the first new nuclear power station to be built in the UK in over 20 years following a nuclear policy review in 1994 announced in 1989, which concluded that new nuclear power would not receive public funding making nuclear plants not economically viable.

  • What are the UK net-zero targets

The UK aims to be net-zero by 2050.

































Turner & Townsend Competency List


Motivation-


Do better everyday- Working out. Delivering in whatever I do, understand that the process to be an expert in everything is long and sometimes tedious however perseverance is key (mention poker and studying GTO)


Collaborate to Deliver our Best Work- In university my best results have come through group projects, mention Computing and Data analysis project in first year where by focusing on the strengths of each person in the group we managed to achieve a mark in the top 95th percentile.


Always Learning- In university pick the most challenging modules. The first year went for the harder options of the numerical modules and the second year picked straight econometrics as opposed to applied econometrics just to develop my understanding further as it had no tangible value.


Treat Each Other with Care and Respect- Peer Mentor programme in Christ’s Hospital, went through workshops on key skills in interpersonal relationships in order to provide the adequate support to younger students in the school who were struggling with the boarding life.


Make Change Happen- 



Influence to Build a Better World- Coming to the UK on my own when I was 14, I was exposed to a variety of people from different backgrounds which pushed me out of my comfort zone and forced me to adapt. This gave me the ability to communicate with completely different people. 

In addition to this, in order to work on my communication and influencing skills I have been educating myself by reading books such as Influence or Pre-Influence by Robert Cialdini which covered influencing techniques such as liking, reciprocity and unity.



Why Turner & Townsend


Global Presence and Diverse Opportunities

  • International Reach, t&t operates in over 40 countries which will provide the opportunity to work on global projects as well as gaining exposure in different industries that t&t works on such as real estate, infrastructure and natural resources. 

  • Work on inspiring projects such as the one mentioned HPC or the Elizabeth line. 

  • Attracted by the opportunities to grow and develop professionally thanks to the structured development plan tailored to develop competencies required to be successful in T&T in the long-run and appealing blend of technical and behavioural training to ensure I am a 360 professional that can provide as much value as possible to T&T.

  • Opportunity and support with professional institutions of which I am especially interested in RICS as it will be the most useful in my career in cost management. RICS specialises in Quantity Surveying and Cost Management as it covers topics such as cost estimation, cost control and value engineering. Furthermore it will improve my credibility with clients so they are more comfortable and confident with my skills.


Values


  • Love a challenge


  • Stronger together


  • Bring out the best in everyone



What do cost managers do


The main role of cost managers is to ensure that projects are completed within budget while maintaining quality and value for money.

  • Pre-Construction Phase

Feasability Studies and Cost Planning: Analyse project requirements and assess economic viability, develop initial cost estimates and budgets based on project scope. Conduct a risk assessment to identify potential risks and suggests mitigation strategies to ensure that contingencies are accounted for in the budget.

  • Procurement phase

Negotiate terms with contractors and suppliers and manage contracts to control costs.

  • Construction Phase

Throughout construction, cost managers are in charge of tracking expenditures against the budget in real time to inform stakeholders about any unforeseen circumstances that cause variation in the budget. In addition to this evaluating the cost impact of design changes or unexpected issues to update budgets and forecasts is paramount.

  • Post-Construction Phase

After the construction is finished cost managers need to ensure that final cost statements are done and accounts with contractors are settled.

Identify lessons learned for future projects.













What is Cost Management


  1. Cost Planning

Developing a cost strategy early in the project lifecycle

Defining the financial framework, including anticipated costs and contingencies.

  1. Cost estimation

Accurately forecasting the expenses associated with materials, labor, equipment and overheads.

Using historical data, market rates and project specifications to produce reliable estimates.

  1. Budgeting

Allocating costs to various project components and creating a detailed financial plan.

Setting benchmarks against which project performance can be measured.

  1. Cost Control

Monitoring actual expenditures against the budget in real time.

Managing changes, avoiding cost overruns, and implementing corrective actions when varuances occur

  1. Cost Reporting

Providing stakeholders with regular updates on financial performance

Highlighting trends, risks and opportunities for cost savings.




Cost Management Crash Course.


Why is it important: It sets the baseline for project costs, therefore it governs the actions to keep the project on track.

What process: Estimate costs, develop project budget, control spending.

 

Cost management- The process that establishes the policies, procedures, and documentation for planning, managing, expending and controlling project costs

  1. Estimate costs

  2. Determine Budget

  3. Control Costs


Estimate Costs:

Indirect costs: All the costs that are not linked with the project’s activities directly, like mobilisation, office preparation, taxes, telephones…

Direct costs: All the costs that are linked to a project’s activities directly like material costs that are subject to the variable quantities in the project.

Variable costs: Labor, project materials…

Fixed costs: Costs that do not change throughout the project, such as excavators for example

Sunk Cost: Cost which can not be recovered after it has been incurred for example rent of project facility.


Analogous Estimating: Use data from old project for same activity quantity wise. Used when we don’t have a lot of information. 

Pros: Low cost and Time.

Cons: Lack of Accuracy.

Parametric estimating:

Check a unit of a previous project and then compare with a new project.

Like square meter cost in construction

Higher accuracy

Three-Point Estimating:

Depend on Pert Technique: cO: Optimistic, cP: Pessimistic, cM: Most likely

Triangular Distribution is the average of the three values 

Peta Distribution is the average of the three values however cM has a bigger weighting



Facts about Turner and Townsend


  • Connection with Coldwell Banker Richard Ellis which enables both companies to leverage each other’s expertise. This partnership allows turner and townsend to scale its operations globally while retaining its brand and operational independence. 

  • Involvement in Iconic Projects such as hinkley point C, the elizabeth line, the shard, heathrow airport expansion…

  • Innovation through Digital Transformation by investing heavily in digital solutions, such as data-driven cost modeling, Building Information Modeling and predictive analysis

  • Participation in organising olympic games and world cups in the most efficient and affordable ways.

  • Works across sectors as their portfolio isn’t limited to construction or infrastructure and they’ve worked on diverse projects including:

Building facilities for global pharmaceutical firms like AstraZeneca

Helping clients modernise airports, hospitals, and schools worldwide.