1. Estates & Facilities Management Delivering
Profound Impact
Cofely-GDF Suez delivering the London 2012 Games Olympic Park Legacy in Partnership with the London Legacy Development Corporation

2. Delivering the Olympic Legacy
The UK bid to host the “2012 Games” addressed the issue of Legacy in these terms -The most enduring legacy of the Olympics will be the regeneration of an entire community for the direct benefit of everyone who lives there.
The Mayor of London and the Olympic Host Boroughs have set a 20 year “Convergence” target” to ensure that by 2030 local residents will have the same social and economic chances as their neighbours across London.

3. Introduction
LLDC and Cofely are working in partnership to deliver the legacy of London 2012 Games at QEOP
Beyond FM – full area regeneration over next t 5-10 years
Environmental, Social and Economic benefit to the area
Cofely is operational arm of LLDC’s Park Operations and Venues team
24 separate FM service activities delivered
Supply of heating and cooling through 2x low carbon energy centres
Over 300 Staff and operatives
Partnership at QEOP has evolved since 2008 through following stages:
Pre-Games infrastructure
Games time
Transition
North Park & South Park Re-openings
On-going development
Background
Post-Games, the Olympic Park legacy area is being redeveloped, with only the core Olympic venues being retained. The Greater London Authority anticipates nearly 3.7 million square metres of new development, with over 29,000 housing units (a mix of private and social housing) and 1.36 million square metres of commercial space on the Park.
The QEOP is to be divided into five new ‘neighbourhoods’, each with its own distinct character and centred around parks and squares. The development will also provide play areas, schools, community spaces, health centres, shops and a wide range of leisure facilities.
The first area of QEOP to open following the Games was the North Park in July 2013 followed by the South Park in April The Park as a whole has just received over 230,000 visitors in the first two weeks after opening.
Delivering the legacy
In supporting delivery of the legacy regeneration, Cofely works with Park Operations & Venues (POV) in the:
Legacy transformation from ‘Games’ to ‘post-Games’.
Re-opening the Park to the public.
Presenting the Park in a way that will attract further investment.
Delivering community benefit to help achieve “convergence”

4. Queen Elizabeth Olympic Park Timeline
2008 – Design & build of energy centres & network begins
2010 – Kings Yard Energy Centre operational
2011 – Stratford City Energy Centre operational – Westfield Shopping Centre
2012 – Heating, Cooling & FM provision for London 2012 Olympics
2012 – 40 year heating & cooling concession begins
2013 – Park Hosts summer of large scale events and concerts
2014 – 10 year FM services agreement begins
2014 – East London Energy: First provision of heating to East Village (former Athletes Village)
2014 – South Park opens to public (including the ArcelorMittal Orbit)
2016 – Stadium opens
2014 – 2023 Park developed – 1.4m sq m commercial space 29,000 housing units
Cofely delivers both energy and facilities services at the QEOP, as well as providing low carbon energy services to the surrounding areas.
Cofely’s involvement on this site has been very much long-term, with our teams here having witnessed complete infrastructure renewal, the Olympic and Paralympics themselves and now further transformation for legacy and further growth.
When we talk about Cities of Tomorrow, the combined offering of Cofely’s two contracts here at the QEOP shows a range of our capabilities in action.

5. Energy - Queen Elizabeth Olympic Park and Stratford City
Design, build & operate district energy scheme
£100m investment
40 year concession
18km of networks, 2 energy centres
70 Heating and cooling Sub Stations
First Phase Capacities
90 MW Heating
57 MW Cooling
10 MW Electrical
Total Capacities
195 MW Heating
64 MW Cooling
30 MW Electrical
QEOP & Stratford City District Energy Scheme was designed & built and is operated and maintained by Cofely. The scheme provides hot water, chilled water and electricity to buildings on the Park, Westfield shopping centre and other local commercial and residential properties.
It utilises biomass Combined Cooling Heat & Power (CCHP) technology and is 34% more efficient than conventional systems would be. Here at Kings Yard the system includes a 3.5MW biomass boiler.
With legacy in mind, the system is of a modular design, which you will see if you are able to join us on the tour later on. Bays have been allocated in the energy centres for the additional plant, with pipework and flues already in place. Both energy centres have been designed so that sections of cladding can be easily removed for the new plant items to be installed.

6. FM Provision at the Queen Elizabeth Olympic Park
Facilities management of iconic venues – Aquatics Centre, CopperBox, ArcelorMittal Orbit
Cleaning, M&E, Helpdesk, Health & Safety
Parkland, highways and waterways maintenance
Waste management
Park security
Project management
Event services / Play Services
ArcelorMittal Orbit and The Podium
Marketing, sales, visitor experience
Retail shop
Catering, hospitality and event management
Olympic Stadium, Press & Broadcast Centre

7. Unique Contract and Partnership
Once in a generation opportunity required forward thinking approach
Long term partnership
Flexibility
Innovation
Investment
Joint approach to value creation
Multiple stakeholders
Delivering the Legacy - Profound Impact by following the guiding principles of the partnership
1. Whole estate approach
2. Quality and standards
3. Access and inclusion
4. Sports, physical activity and events
5. Marketing and tourism
6. Education, outreach and community involvement
7. Employment, skills and training
8. Environmental sustainability and ethical sourcing
9. Commercially minded and community grounded

8. Profound Impact
Three types of impact together make a ‘profound impact’:
Impact of our work on the built environment and the Park
Unique contract - timeline of investment and flexible service provision
High quality venues and parklands and high expectations
Environmental Impact – low carbon development
Attracting visitors to the QEOP
Social and Economic Impact – “Convergence”
Investment in Community Interest Company ‘Our Parklife’
Provision of local employment , training and volunteering
Use of local suppliers / businesses in the supply chain + training for them
Apprenticeships
Relocation to QEOP
Impact of our work on the wider FM industry
Example of an FM model to meet future needs within the public sector?
A showcase to make FM a career of choice – Trainees, Apprenticeships and Graduate Placements
Sharing knowledge - Tours and Presentations for Professional Bodies
Environmental impact
Thanks to its ambition of the being the ‘greenest Games ever’, the legacy of the London 2012 Games includes an extensive district energy network serving the QEOP and its environs.
One of the primary ambitions for the London Games was that it should have a low impact on the environment and contribute to the Olympic Development Authority’s commitment to reducing CO2 emissions. This was a key driver for the creation of a low carbon district energy scheme which served the Olympic venues and other facilities during the Games and continues to service built assets in the area.
The Olympic Park District Energy Scheme (OPDES) has been designed, financed, constructed and now operated by Cofely and its parent company GDF SUEZ. This represented over £100m investment by Cofely, which will be recouped through the sale of heating, cooling and electricity under a 40 year concession agreement with Cofely East London Energy Ltd - Cofely’s subsidiary company which owns the OPDES. In legacy, it is projected that 11,000 tonnes of CO2 emissions will be saved each year, compared to using traditional heating and cooling plant in each building on the QEOP.

9. Environmental Impact East London Energy 11,000 tonnes saved per annum
34% less CO2 than conventional systems
Smart grid - Test-bed for technology

10. Estates and Facilities Management Impact
Parklands
45 Hectares of BAP Habitat
900,000 Visitors
4,000 trees planted
300,000 wetland plants
525 bird boxes, many set in the bridges
150 bat boxes, some located in the Stadium structure
2 otter holts
Green Flag Award
Venues &FM
Sustainable transport through electric vehicles
BREAM constructed venues and operation
Composting and MERF being investigated
Utility monitoring and initiatives
Ability to utilise Cofely Energy expertise for effiencies
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11. Our Parklife – Social and Economic Impact
Connecting people to the Park through employment, volunteering and training – creating value for the client, local people, Cofely and the Park
Community Interest Company (CIC)
Partnership & Capability
Investment & Resources
Technical Assistance
Innovation
Social and Economic Impact
Connecting local people to the Park through employment, volunteering and training improves their well-being and improves respect and local ownership of the Park. That also makes good business sense for Cofely and enables the LLDC to deliver its convergence commitments. To deliver this LLDC and Cofely have embarked upon a number of initiatives to involve the local community, thereby delivering economic and social benefit in the area and, at the same time, delivering a great Park.
Our Parklife
Central to this innovative approach of co-creating value for all stakeholders on the Park is the creation of the ‘Our Parklife’ Community Interest Company (CIC). This is an initiative led by Cofely that aims to improve the socio-economic wellbeing of local people by providing opportunities for employment, volunteering and training within the QEOP. Our Parklife’s mission is to connect local people to the Park enabling Cofely to deliver on its legacy commitments to the LLDC.
The approach has drawn on other GDF SUEZ initiatives in Europe, such as Rassembleurs d’energie, where the Group has delivered community benefit linked to its business by providing investment, drawing on the expertise of its employees, and engaging with local stakeholders and ‘not for profit’ agencies.
The key features of Our Parklife include:-
Partnership and Capability
Cofely partnered with local ‘not for profit’ organisations Renaisi and Groundwork London at bid stage and these two organisations are now partners in the joint venture CIC. Both organisations bring vast experience and knowhow of regeneration in east London. The Landscape Group (TLG), a sub-contractor working for Cofely will also join the partnership.

12. Our Parklife Performance to date: The Future Performance to Date
71% of people employed on the contract are local residents
Two training programmes to improve local skill base and provide opportunities
Approx 25% of operational workforce were unemployed
Over 400 volunteer days expected to be delivered this year
Park Wide mobility service using volunteers and supported by Cofely Staff/Assets
Mentoring programme in conjunction with LLDC for local students
The Future
Bespoke training programme aimed at local long term unemployed
Delivery of extended conservation and customer services volunteering programmes
Extension Of Park Mobility service
Delivery of 12 education events providing local school children with a greater understanding of bio-diversity.
Delivery of revenue generating services – Horticultural Tours
Further links with local colleges for apprenticeship opportunities in catering, retail and customer services
Performance to Date
A ten year complete Estates & Facilities Management contract commenced in April 2014 however phased mobilisation began immediately after the Olympic Games in During that time Our Parklife has helped deliver:-
71% of people employed on the contract are local residents.
Two training programmes to improve local skill base and provide opportunities to the long term unemployed, including one aimed at increasing the number of women in the workforce.
Approximately 25% of the operational workforce were previously unemployed.
Two conservation volunteering programmes for local people.
A park-wide Park mobility service using volunteers and supported by Cofely staff.
The Future
Our Parklife is now planning the following for 2014/15:-
The delivery of a bespoke training programme aimed at local long term unemployed people. This will provide 30 people with six month training placements in the contract.
The delivery of an extended conservation volunteering programme.
The recruitment and deployment of customer service volunteers.
Extension of the Park Mobility service.
The development of revenue generating services.
The delivery of 12 education events providing local school children with a greater understanding of bio-diversity.

13. Learning for the FM industry
Long term relationships
Focussed on changing needs of the client
Innovative approaches to creating value and reducing costs
Creating social value through FM operations
Integrating FM and Energy
Showcase for what FM can achieve
New model for Public Private (and Third Sector) collaboration in the future

14. Summary and the immediate future
Long term partnership key to delivering profound impact
Focus on quality, innovation and value creation
A benchmark for the future of FM
Long Term Partnership
Quality
Responsive
Flexibility
Impact
Social
Economic
Environmental
Client satisfaction
Future of FM
Relationships
Value Creation
Innovation
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15. September 2014
South Park Lawn
Invictus Games

16. December 2014
Winter Wonderland

17. July 2015
Planned Stadium Re-opening
Rugby World-Cup 2015

18. And finally..…
The transformation of the Olympic Park into the Queen Elizabeth Olympic Park is well underway. THIS is what the original Aquatics site looked like before the Olympic Park was built.
“Fridge Mountain”
The site on which the Aquatics Centre now sits, as it was in 2004