ALLIANCES 2016 5
So what are the consequences when
something goes wrong with the partner-
ships, and what can consortia do to pre-
vent major impact?
One legal company says it is rare for
alliances to see a partner leave early.
However, its advice would be for all the
partners to pre-agree the terms of depar-
ture to maintain control in the event that
it should happen. Issues that also needed
to be considered are the transfer of
undertaking regulations (TUPE) where
staff are concerned and, importantly, EU
procurement rules regarding transition
arrangements.
Final act
Unfortunately, the industry will lose
4Delivery (Costain, MWH and Veolia) and
Optimise (J Murphy, Clancy Docwra,
Barhale and MWH). In the final year of its
AMP5 contract with Thames Water, Opti-
mise has been responsible for delivering
£122M of Value of Work Done for Thames
Water's Capital Programme. It is still
working on several clean and waste
network projects in north London and the
Thames Valley. As the work is completed,
the joint ventures teams will revert where
possible to partner company operations,
some of which are involved with Thames
Water's AMP6 programme.
4Delivery's final act for Southern
Water is delivering the £63M Woolston
WwTW Redevelopment Scheme.
All in all, it's been a busy time not
just in tendering for AMP6 frameworks
but getting to know new alliance
partners.
In with the new, out with the old. AMP6 has
seen a number of new alliances start up
leaving some older organisations to
close-out existing projects
