National Level Crossing Risk Reduction (Footbridge) Programme

D2.2 Please explain how you will organise to deliver the work outlined in the LX Programme Schedule, detail your proposed organisational structure. In your response, please detail your methodology and approach together with high level processes and supporting systems for all stages of the end to end delivery process including the following: Project planning Design Productivity planning and management Work delivery/execution Data capture and data quality Sub-Contractors Procurement of plant, equipment and materials Property/Land/Access Resourcing and resource management Logistics Track Possessions Support your response with evidence of successful deployment of the proposed approaches on current or recently completed contracts or projects of a similar nature. Programme Delivery Team The existing AMCO rail organisation is already well suited to deliver a nationally based programme of works and has the capacity to deliver the National Level Crossing Risk Reduction (Footbridge) Programme. The organisation has the ability to report on a national basis but maintain a local delivery interface, providing flexibility for Network Rail and the ability to adapt to the requirements of the local Network Rail delivery teams AMCO Rail, managed by Andries Liebenberg as the Rail Managing Director, has its Head Office at Barnsley with staff located throughout England, Wales and Scotland operating from local offices and depots. The role of the Rail Managing Director is to implement strategy, as defined by the Board of Directors, focusing on strategic growth of the rail business and having oversight of the rail operating business units. The Rail Managing Director supports the delivery units in achieving their objectives and is specifically charged with oversight of the implementation of behavioural safety management throughout the rail business. The Rail Managing Director is supported by 3 Contracts Directors who are based geographically and have operational responsibility for each of their Business Units. The Contracts Directors are Kevin Simons (Rail North), Chris Amos(Rail West) and Brian Shepherd (Rail South). In addition to being accountable for the operational framework delivery, their high levels of expertise and wide ranging experience will provide top level support to the delivery organisation to ensure compliance in the implementation of: SHEQ Management IT Systems Management Training Human Resources Performance Management

National Level Crossing Risk Reduction (Footbridge) Programme

Our Contract Directors are responsible for the regional delivery of rail projects within their area and have dedicated and experienced teams who use their local knowledge and contacts within Network Rail to successfully deliver these works. For the delivery of the National Level Crossing Risk Reduction (Footbridge) Programme one of our Contracts Directors will be appointed as Programme Delivery Director for AMCO and his role will be to be the lead and direct the overall delivery of the programme, to act as prime contact for Network Rail and to sit on the Programme Management Board. The Programme Delivery Director will be fully supported by regional Contracts Directors, Contracts Managers and Project Management teams who have developed long term relationships with the local Network Rail delivery teams. The Contracts Managers will be given a portfolio of footbridge schemes to deliver, in accordance with the overall programme delivery dates. During the execution of the National Level Crossing Risk Reduction (Footbridge) Programme of works this local organisation will deliver a portfolio of individual footbridge schemes within the Network Rail areas. The teams will be responsible for the planning and implementation of the footbridge delivery and are able to report to the local Network Rail team on progress and programme. The diagram below demonstrates the integrated nature of the current AMCO organisation and we have included detailed regional organisation charts appended to this section.
National Level Crossing Risk Reduction (Footbridge) Programme

Programme Delivery Organisation

Rail Director Andries Liebenberg Programme Delivery Director

Project Management Board

Project Commercial Director John Booth

Project Director Chris Amos

Programme Delivery Manager

Programme Commercial Manager

Engineering Manager Stuart Thomas

Programme Engineering Manager

Rail South Contracts Director Brian Shepherd

Rail West Contracts Director Chris Amos

Rail North Contracts Director Kevin Simons

All Regions Regional Programme Managers

Wessex & Sussex

Kent & Anglia

East Midlands

LNW

Wales & Western

Scotland Contracts Manager Alan Boyle

LNE Contracts Manager Ian Watson

All Regions Regional Project Managers SPM Commercial Construction Managers DPE Asset Manager

Contracts Manager Contracts Manager Kit Wong Sean Hebden

Contracts Manager Contracts Manager Contracts Manager Ian Watson Steve Richardson Andrew Sorley

Project Managers Commercial Agents Site Managers Planners

Project Managers Commercial Agents Site Managers Planners

Project Managers Agents Site Managers Planners QS

Project Managers Agents Site Managers Planners QS

Project Managers Agents Site Managers Planners QS

Project Managers Agents Site Managers Planners QS

Project Managers Agents Site Managers Planners QS

Lot A

Lot B

Lot C

AMCO organisation and integration with NWR organisation

National Level Crossing Risk Reduction (Footbridge) Programme

AMCO Project Delivery Process Flow Diagram To create clear and common understanding in developing and delivering project solutions for Network Rail on the National Level Crossing Risk Reduction (Footbridge) Programme, AMCO has developed the Project Delivery Process Flow model and associated Communications Plan. The process covers a projects solution from inception and project development support, through contract tendering phase, design phase, construction phase, commissioning, handover and post construction close out arrangements. The process also includes stage gate approvals for implementation and review of the initial and approved target cost mechanisms. These documents are AMCOs commitment to producing the required consistently high standard of project delivery, process management and stakeholder communications. This Project Delivery Process Flow Model is attached as at the end of this response. The associated Communication Process Flow Chart is included in response S3 Communication and Report Questions. Off-Site Management and Project Delivery Organisation The Off-site Management Organisation or Project Delivery Teams will be wholly responsible, within the confines of the corporate governance policies and procedures of AMCO, for the delivery and management of a portfolio of projects under the National Level Crossing Risk Reduction (Footbridge) Programme. The teams will be based in strategically located Projects Offices situated within the territories and aligned wherever possible with Network Rails Project offices. Their functions will include:

Pre-contract Support and Solutionising Portfolio Planning, Management and KPI performance Developing remits and Design Co-ordinating Projects Productivity and planning management Portfolio and project delivery Budget and Cost estimating for individual projects Data capture and data quality Subcontract management Procurement of plant, equipment and materials Deployment and management of resource Cost Control and Forecasting Possession booking and planning. Project wide strategy for Health, Safety, Environment and Assurance Co-ordination with Authorities and Statutory Bodies Co-ordination with Network Rails Planning and Outside Bodies Consents Customer Relations and Liaison

The Contract Organisation or Project Delivery Teams will be responsible for the management of the individual projects reporting to the Contracts Director. The teams will provide all front-end and site management and supervision to manage the successful implementation of the individual projects.

National Level Crossing Risk Reduction (Footbridge) Programme

Roles and Responsibilities Our Management Team structure has been determined by the size and nature of the annual portfolio of footbridge projects to design and implement in a given period. Our flexible arrangements for provision of project delivery staff and operatives will encourage movement across Territory boundaries to ensure resource levels meet the project portfolio requirements. The following sections develop the roles and responsibilities for individual team members throughout the project delivery process, these roles will operate in conjunction with the overall programme management structure as outlined above. It will be fundamental to all that we think and do, that Health, Safety and the Environment are at the core of our culture within the Framework. These will be reflected in all aspects of the management of our activities. Each member of staff will have a Roles and Responsibilities description, which will describe the requirements of the job and whether the role is safety critical. This will establish the specific Health, Safety and Environmental requirements that will form the core priorities of their role. We will develop a Point Responsibility Management regime for each project that requires the appointed Contracts Manager to be responsible for a specific project from cradle to grave and will manage it through all phases of GRIP until its close out. Portfolio Management This will be the responsibility of the Contracts Manager, who will allocate the individual footbridge projects to a Project Manager who will then manage through GRIP Stage-gates 3 to 5, assisted by a Site Agent who will manage it through Stage-gates 6 to 8. However the Contracts Manager, who will be accountable to the Contracts Director for the performance of the portfolio, will retain overall management responsibility of the project through all stages. The choice of contracts manager will be a function of geography, where portfolios of suitable footbridge schemes align with our current organisational deployment, within a given NWR territory. This will ensure that we maximise the benefits of established relationships with the existing local Network Rail team. The Contracts Manager will maintain a strategic overview of the Project and will co-ordinate the Project from a high level concentrating upon the key areas:

Open honest dialogue with Network Rail, building trust and respect during the delivery of the contract. Promulgate best practice throughout the contract. Co-ordinate Project disciplines to meet the requirements and ensure resources meet workload demands Ensure compliance with CDM 2007 and other mandatory standards Monitoring and improving contract performance ensuring KPI performance. Financial control and reporting of the programme performance. Co-ordinate programme resource requirements ensuring that the project management teams have adequate resources to deliver the workload and that they have the requisite skills, training and experience. Setting performance targets for the team

National Level Crossing Risk Reduction (Footbridge) Programme

It is important that the Contracts Manager has the freedom to think strategically, and through his drive and leadership he will create the environment for developing a positive safety culture, best practice and driving down costs. The Project Manager will undertake the daily management role and this will assist the Contracts Manager to think strategically. Not withstanding this, the Contracts Manager is ultimately responsible for:

Understanding of the Project Requirements. Working alongside Network Rails Project Manager to meet these requirements. Cascade the culture of Health, Safety and Environmental standards to his team and ensure that the highest standards are achieved. Develop innovative thinking to produce low cost solutions Carry out cost effective works Liaise with external bodies to minimise disruption to Network Rail and the travelling and general public and local communities Capture and report KPI performance

Project Management It is essential to allocate ownership of each project to steer it to a successful conclusion, safely, on time, within budget and to the required standard. Each project will be appointed to a Project Manager who will manage the project ensuring each milestone date is successfully accomplished. Project Managers will be allocated Site Agents to assist in site controls. The Site Agents will relieve the Project Manager from excessive site commitment, allowing him to concentrate on managing schemes throughout design development as well as implementation. The Project Manager will be responsible for: Ensuring that the culture of Health, Safety and Environment is at the forefront of all projects and is cascaded down from the Management to all members of his team.

Ensuring that Project progress (including progression of the Design) to meet key milestones. Liaison with Design Coordinators to produce innovative cost effective and safe design solutions. Co-ordination and feedback between the Contracts Manager and site operations. Undertaking a structured programme of competency management to make sure that we put the right man on the right job, and that he has had the training and experience to fulfil his role. Interface with all the required Network Rail personnel and 3rd Party stakeholders Formation of Site Management Teams and ensuring that they function with utmost safety and efficiency. Ensure that the works are produced to a high standard of quality, and that we achieve a Right First Time, Every Time ethos Ensuring timely programme updates and commercial forecasting is communicated to Network Rails Project Manager Collecting and monitoring the information to feed into the KPI system

National Level Crossing Risk Reduction (Footbridge) Programme

Implementing the Project Communication plan Leading the continuous improvement process

Project Planning The control of the programme is fundamental to the delivery of a portfolio of projects and the planners role will be to assist the project manager with visibility of potential blockers to delivery that could affect the overall programme. The planner will also play a pivotal role in establishing and recognising change and identifying opportunity for expediting delivery, this will be vital for optimising delivery efficiency. The responsibilities of the Planner are:

Development and co-ordination of the portfolio programmes and project planning using Primavera P6. Input resource levels and associated cost and cash-flow profiles to the P6 programme Co-ordinate Possession, Isolation and NRSWA information. Monitor Project progress through briefing meetings. Produce 4 weekly and ad-hoc update reports to match the period dates or specific events. Manage the Strategic overview of programmes taking pro-active action to resolve conflicts and issues before they become critical to delivery. Capture and report KPI performance

The Planner will monitor and report progress during design development by regular update meetings with team members. These meetings will identify issues of concern in achieving critical dates allow remedial actions to be taken to ensure milestone dates are achieved. The update meeting will involve Designers and all other relevant stakeholders that are critical to the successful delivery of a project. The Planner will input data, re-schedule and produce reports from the Project Programme. Design Management The AMCO appointed Design Coordinator shall be a Chartered Engineer or as applicable Chartered Architect. Designers are in a unique position to reduce the risks that arise during construction work, and have a key role to play in safe delivery of projects and compliance. Co-ordination between the footbridge and substructure designs will be key as the setting out and integration of the foundations and steelwork elements will be critical to ensuring successful installation of the structure. The design manager will play a key role in this and will be responsible for ensuring the control of this vital interface. Designs develop from initial concepts through to a detailed specification, often involving different teams and people at various stages. At each stage, designers from all disciplines can make a significant contribution by identifying and eliminating hazards, and reducing likely risks from hazards where elimination is not possible. It will be the Design Coordinators role to manage, coordinate and document this process and, with the engagement of the project team, ensure quality, buildabilty value engineering and cost issues are considered as part of the overall solution. The responsibilities of the Design Coordinator include:

Managing the design and engineering process Ensuring that project design activities are integrated with each engineering discipline and remain compliant with the applicable standards, legislation, contract requirements and specifications throughout the project

National Level Crossing Risk Reduction (Footbridge) Programme

Role of Contractors Engineering Manager and appointing the Contractors Responsible Engineer/s as defined in NR/L2/INI/02009 in respect of Infrastructure Engineering Development of Engineering Design Remits to NR/L3/CIV/140 Generation of innovation through Value Engineering and Value Management Meetings Brainstorming, and Best Practice Forums Develop effective design reviews making sure that all design options are assessed for their impact on Health, Safety and Environmental aspects To ensure that a competent and qualified Design Consultant is appointed Coordinating the design submission of the design to Network Rail for approval Ensuring all design checking complies with NR/SP/CIV/003 for Civil Engineering Schemes Approval of documents prior to Network Rail submission, including co-ordinating interdisciplinary checks Developing risk logs during design development Liaison with outside parties Planning, Utilities, Landowners, Statutory Bodies Organising and chairing design review meetings Reviewing and developing Client Pre-Construction Information Actively participating the continuous improvement process

The AMCO Design Coordinator will select one of our design Consultants whose specialist skills suit the particular requirements. The selected designer will receive remit instructions from the Design Coordinator together with a schedule of deliverables and timescales. The Designer will work towards the remit and report back to the Design Coordinator at regular intervals throughout the process and this will in turn be reported back to the respective Project Manager for him to review and monitor as part of the overall project delivery. Productivity Planning and management It will be the responsibility of the entire team to ensure that productivity targets are set, monitored and improved over the lifespan of the contract. The Project Manager, Site Agent and Planner will all have a crucial role for establishing productivity targets. They will review the initial programme and establish agreed production rates for all principal activities. The production rates will either be based on agreed industry target rates or developed from first principles. A proforma will be developed that captures project productivity and the Site Agent will be responsible for ensuring correct and accurate measurements are taken on site. This data will then be analysed by the planner to establish benchmark productivities from which efficiencies can be monitored. The project manager will be responsible for reviewing this data and developing strategies for improvements, this will be undertaken in conjunction with Network Rail in a collaborative and open approach. Work Delivery and Execution The Site Management Teams key responsibility is for the safe supervision of all sites allocated to their control by the Project Manager. It is the basic core of our culture that all members of the Site Teams are continuously aware that Health and Safety comes first before everything and that message will be repeatedly cascaded down by means of briefings and toolbox talks.

National Level Crossing Risk Reduction (Footbridge) Programme

Their main function is to establish and control the site resources to ensure construction of the projects to optimum cost targets. The Site Team will deal with matters concerning performance, technical matters, planning, health, safety, and environmental aspects of the scheme. It is intended that every project will have at least a Site Agent and/ or Site Supervisor, who are trained and competent as demonstrated by our competency and training matrix. As Direct Labour demands increase, it will become increasingly important to coordinate resources over the range of Projects and across the Territories to ensure that we are able to provide a cost effective, talented, multi-disciplined workforce, to the site teams. The responsibilities of the Site Agent will include:

Site supervision as previously described. Liaison with Network Rail, Statutory Bodies and the General Public. Liaison with the Design Coordinator concerning design changes. Implementing the Projects in accordance with the specification Detailing planning activities. Production of the Construction Phase Plan, Work Package Plan (WPP) and Task Briefing Sheets Co-ordination with the Possession and Planning Managers. Health, Safety, Environmental & Quality inspections Site inductions Managing the project in accordance with the requirement of any environmental consent, licence or permit. Engaging project ROES in site health and safety management and positively responding to feedback Productivity data capture Organise and liaise with the Site Teams to ensure that they are fully resourced with our own Direct labour and that we only use sub-contract labour for specialist operations which are outside the scope of our business and at peak times to supplement our own resources. Control the employment of resources and to manage their training and mentoring in accordance with our Training Matrix and to ensure that the core values of Health and Safety are properly briefed to them.

The Site Supervisors role will be to support the Site Agent with the day-to day delivery of the works at the coal face. This position is an important function in meeting Network Rails goals for driving down costs by coordinating and developing our capability to carry out works by our directly employed workforce. The responsibilities of the Site Supervisor will include:

Site supervision as previously described. Delivery of Safety Health and Environment, briefings The monitoring of competencies - The Right Man for The Job Day to day site safety and environmental protection Site inductions Health, Safety, Environmental & Quality inspections Productivity data capture Quality supervision

National Level Crossing Risk Reduction (Footbridge) Programme

Commercial Management AMCO will undertake commercial management through the lifecycle of the project ensuring that commercial submissions are delivered thoroughly and to contract timescales. The Managing Quantity Surveyor will forge a positive relationship with the Network Rail Commercial Manager and they will work collaboratively to ensure positive delivery outturns. The Managing Quantity Surveyor, supported by Quantity Surveyors & Assistant Quantity Surveyors, will be responsible for all financial and budgetary aspects of the Contract. The Managing Quantity Surveyors responsibilities will include:

Work in conjunction with the Network Rail Commercial Manager to ensure joint commercial delivery Financial and commercial control of the project Ensure completion, collation and timely submission of commercial documentation Budget costing Initially derived from Network Rail remits or developed Form As Cashflow forecasting Life Cycle Costing Agreement of Estimates and Final Accounts, based on either scheduled rates, costs built up from first principles or proven actual costs. Monitoring, reporting and evaluation of Technical Queries and Site Instructions Attendance at all Value Engineering and Q.R.A. meetings. Assessing contract amendments Control through computerised costing system of all actual site costs in preparation of monthly statements Developing Commercial Risk Register. Valuations and Invoicing. Commercial KPI Management Sub-contract procurement and management

Safety, Quality and Environment. The current philosophy within Network Rail is to combine Safety Quality and Environment into a single Principle Contractors Licence, which demands Integrated Systems. These systems would be covered by BS 18001, ISO 9001 and ISO 14001, have certification to all three. The Delivery Team will be supported by a regional Health & Safety Advisor who will provide health and safety support and advice. The Health & Safety Advisor will be assisted by the Head of Health & Safety and other regional advisors as required. The Health & Safety Advisor will be responsible for:

Assist in production of site specific construction phase plan Review of the Project construction phase plan and WPP Approval of Scheme Safety, Health and Environmental Plans drawn up by the Site Teams Compliance with the, Health and Safety at work Act 1974 together with Railway Group and Network Rail Company Standards and Contract Specification. Arrange and undertake health, safety, environment and quality inspections Identify any adverse trends and implement actions to correct.

National Level Crossing Risk Reduction (Footbridge) Programme

Attend risk meetings and assist Delivery Team to identify risks and methods of risk elimination. Update the Delivery Team with Health and Safety Information. Constant review of systems in place for compliance and areas for continual improvement. Maintain accurate, up to date health and safety records at all times. Maintain contact and good working relationship with Network Rails HSEA Specialist

The Environmental & Quality Manager, who is supported by an Advisor and an Administrator, will support the Contracts Manager and will be responsible for the professional quality standards throughout the framework. He will develop the quality procedures necessary to achieve the quality aims of the Framework together with ensuring a strong quality culture exits at all levels of the Framework. He will also be responsible for the professional environmental standards throughout the Framework. He will develop the environmental procedures necessary to achieve the environmental aims of the framework together with ensuring a strong environmental culture exits at all levels of the framework. The key roles of the Environmental & Quality Manager include:

Development of Framework specific quality and environmental procedures. Assist in the production and review of the environmental aspects of the site specific construction phase plan including the site waste management plan. Assist in the production of the contract quality plan Determines, calculates and submits on a four weekly basis quality and environmental KPIs Monitors project compliance and defects records Develops and executes a health, safety, environmental and quality audit plan within the framework Develops and executes health, safety, environmental and quality audit plan within the supply chain Ensures system established for the review and briefing of all relevant revisions to Company and Group Standards Develops system for and manages lessons learnt to ensure effective cascade throughout the framework team for future use Conducting environmental aspect and Impact assessments during the lifecycle of each project and identifying suitable environmental mitigation measures Monitoring and reviewing of the WPP covering environmental matters Organises environmental consents, licences and permits Collates project environmental data Obtain professional advice on environmental matters Brief the Delivery Team on changes to legislation, regulatory guidance, national and rail standards.

Data Capture and Data Quality Data Capture is inherently a function of all members of the team, the accurate and timely capture of data on any project is paramount for ensuing continuous monitoring and improvement.

National Level Crossing Risk Reduction (Footbridge) Programme

AMCO have robust systems in place under our Business Management System and we utilise bespoke data capture and project management software called workspace. This provides our teams with an electronic storage and data management facility. Workspace stores documents, drawings, images and emails in a central location tagged against all relevant projects, contacts and organisations. Based on core databases and centralised procedures the system makes capturing, storing and retrieving business information quick and easy. Because no two projects are exactly the same, we have developed our bespoke management system from a standard product utilising a range of specialist modules which give us the flexibility to mix and match the functionality our business requires. Workspace has been developed to address the specific needs of our business including managing our supply chain and internal resources. These specific needs span across all departments and support a number of different job functions. This construction software adds value at every stage of the project lifecycle, from winning work through to implementation and handback. The system also supports operations across all departments within our business, so whatever level of job role or responsibility there will be functionality designed to make data capture and management easier for our team. Sub-Contractor Management AMCOs preference is to work with subcontractors with whom we have previous experience and have established working relationships. Where we have no previous experience of a potential sub-contractor, we require them to satisfy our vendor audit and approval process, which involves completion of a subcontractor selection questionnaire, provision of suitable references for works of a similar nature and attendance at pre-award interview. All sub-contractors, including Design partners, are inducted into and managed within the AMCO Safety, Quality and Environmental Procedures and Culture. The Approvals Process is based upon a vigorous Assessment of not only their capability and experience in the delivery of a given scope of service but also seeks to secure an understanding of their commitment and behavioural attitudes towards Health & Safety, Quality and Environmental considerations. We believe that the early strategic integration of key subcontractors into the delivery team culture, values and business objectives will ensure that the environment exists for the right attitudes and behaviours to flourish across the whole delivery spectrum.
Vendor Assessment Procedure
Commercial; H&S, Q&E Procurement Production

Vendor Assessment Form issued to new Vendor

Project Team identifies the requirement for a new Vendor

Completed Vendor Assessment Form & supporting information received & review by Procurement, uploaded to Database

Completed Vendor Assessment Form & supporting information issued for Approval

Completed Vendor Assessment Form & supporting information issued for Approval

Completed Vendor Assessment Form & supporting information issued for Approval

Has Vendor supplied sufficient information?

No Request & Review of additional information Request & Review of additional information

Yes

Vendor Approved

Vendor Approved

Vendor Database All subcontractors included within the Approved Vendor Re-assess every updated & orders 3 years raised Database are managed through the allocation of an approval status which is linked to both the Vendor Assessment Process and performance management information collated on individual projects and profiled over a period of time. An established suite of Key Performance Indicators allow AMCO to monitor the Health of the Supply Chain and, where necessary, develop improvement plans - thus ensuring the continued suitability of our supply chain to deliver the relevant services.

National Level Crossing Risk Reduction (Footbridge) Programme

The success of this vendor procurement strategy is dependent upon the continual assessment of our trading relationships - the idea is to get close and stay close. We seek to secure on-going cost reductions through the development of Key Performance Indicators which are established to make appraisal more objective and to create pressure work with the sub-contectors on subcontractors to push innovation into every area of their business. AMCO have worked closely with key partners within our current portfolio of UK projects to develop a vendor performance reporting procedure which is designed to support the assessment process. Suppliers are scored on a range of deliverables including; Quality, Delivery, Safety, Technical Support, Documentation, Environmental, Innovation, Design, Management and Commercial. Analysis of the results and trends provides a useful mechanism for the identification of areas of improvement and enhancement, ensuring continuous improvement throughout any extended portfolio of work. Procurement of plant, equipment and materials Within our Business the role of procurement has been elevated to the strategic level and included in the long-term planning process. The Procurement Department is engaged in the pursuit and development of strategic objectives largely based on the Supply Chain Management (SCM) principle of doing more with less. We have a fully operational SCM System administered by a dedicated team of procurement professionals under the direction of our Supply Chain Manager who will provide the necessary support to the Framework Contracts Manager and his Project Management Team in all aspects of procurement. The Supply Chain Manager will be responsible for:

Comment [MSOffice1]: Is there an examp we can add in an appendix??

The procurement of all material, plant hire and subcontract services agreements for use on the framework. Identifying opportunities for improving efficiency by strategic ordering eg consolidation of requirements across framework boundaries to enhance negotiating position and to secure best value, and the on-going maintenance, review and further development of strategic longterm relationships with key subcontractors via preferred Trading Agreements negotiated on both a regional and national basis. Enhanced relationship management of key supply chain partners, including regular visits to their working environments to gain greater understanding of their processes and areas of excellence. Identifying opportunities to strengthen the supply chain with potential new suppliers. Identifying the most appropriate suppliers for each project and ensuring their input into project planning, value engineering, buildability, working methods and materials selection. To oversee the administrative management of the Approved Vendor Database and the administration of all order documentation. To maximise overall supply chain efficiency by: - Working with estimating, commercial and operational management to maintain a strategic and collaborative approach to supplier and subcontractor selection and procurement from tender stage onwards. - Assisting with the downstream technical and commercial assessment of supplier and subcontractor proposals and quotes by estimating, commercial and operational management. - Managing the negotiation of key supply and subcontract agreements and coordinating all necessary interface with commercial and operational management. - The overall performance measurement and the overall performance management of the supply chain.

National Level Crossing Risk Reduction (Footbridge) Programme

Our project delivery team will be responsible for ensuring that all plant,t equipment, and materials required for the delivery of each footbridge are undertaken in a timely manner with no disruption to the delivery programme The team will: Raise plant and materials requisitions and local plant hire orders (inline with National framework) Request relevant plant and materials test certificates from the supplier Request CPCS qualifications of plant operator off the hire company for operated plant. Ensure cost administration regarding on and off hire of plant

From the project outset the Site Manager establishes which items of plant, equipment or materials are required to carry out the permanent works. In conjunction with our plant department the site manager will consider the correct application of plant and all suitable alternatives. AMCO have several items of plant internally and the Site Manager will be responsible for checking to establish whether plant available internally. As noted above we have a significant list of Preferred National Suppliers and our teams ethos is that; where ever possible, this preferred list shall be used, this ensures maximum opportunity for bulk savings and cost efficiencies. Where a service or material requirement is not covered by the preferred supply agreement then we adopt a process for an Approved Supplier to be used. We will identify where there are, any specialist, or unusual material or plant requirements and will identify a suitable supplier early in the design stages of the project. Where a new supplier is to be used then this will be undertaken in accordance with our internal Vendor Assessment procedure. Property and Land Access At the outset of each project the AMCO site team will visit site to establish confirm the details of the methodology for installation of each footbridge and consequently the requirements for property and land access access. Each site will be visited by an experienced site manager who will review the following: Marlin maps and boundary information Local residents or adjacent properties Boundary fencing and Network Rail boundaries Land ownership plans Crane and compound requirements Temporary works provision

Comment [MSOffice2]: This makes the Sit Manager sound like he is working alone....

We will ensure that, wherever possible our methodologies minimise the requirements for permanent land take. Our manager will provide a land access plan that will identify our land access requirements and will agree this with the local Network Rail team. Logistics, Resourcing and Resource Management A key aspect of AMCO Rails successful rail network delivery is the ability to deliver the majority of required services from our own direct multi skilled labour force, coupled with the ability to integrate supply chain partners for supporting specialist sub-contract and supply. Our resource pool is our greatest asset and we invest both in skills training and in our Occupational Health and Employee Well Being System to ensure that individuals are fully prepared for the tasks they are being asked to perform. AMCO offers a collaborative, client-focused delivery style with a wide design, construct, installation and commissioning capability in frameworks and projects. Utilising our own in-house multi-skilled

National Level Crossing Risk Reduction (Footbridge) Programme

workforce we directly deliver Asset Management, CIRC and E&P Fixed Plant Frameworks for Network Rail as well as minor and major works projects. Our in-house workforce provides civil, mechanical and electrical, multidisciplinary design, construct, installation, commissioning and maintenance services for civil structures, bridges, earthworks, drainage, shafts, stations, level crossings, signal boxes, DDA compliant (lifts etc), S&T, E&P, moving structures, mechanical and electrical installation of plant and equipment for LV and HV (pump stations, sub-stations, cable tunnels), signalling schemes, cable tunnel refurbishment. In addition to works on Network Rail Infrastructure, we also undertake a wide scope of infrastructure installation and renewals works for National Grid, Power Generators, British Waterways, The Environment Agency, and Mining Companies utilising our own multi-skilled operatives and tradesmen and requiring the same skill sets for working in a regulated, safety critical, hazardous environment. AMCO adopts the philosophy of utilising our own multi-disciplinary, multi-skilled workforce to ensure a high level of commitment to safety, quality of service and project delivery. The decision as to whether to sub-contract or undertake works in house is driven by the approach that will deliver best value to the project and the client. Were practical, AMCO employ local suppliers and/or specialist suppliers from our established supply chain, with whom we have developed close working relationships. We are one of only a small number of contractors who have retained the fast diminishing logistical skill of putting our own men to work. The ability to manage the logistics to deliver the majority of required services from our own direct multi-skilled workforce, coupled with the ability to integrate supply chain partners for supporting specialist sub-contract and supply provides a major opportunity for us to drive efficiency in the management, supervisory and labour organisation structure. Our personnel work together consistently in operating teams and know each other well. All personnel receive specific project inductions and for complex operations work package briefings and / or shift briefings to ensure that all participants understand their roles and responsibilities and those of their colleagues. This ensures that all operations are conducted as efficiently as possible and more importantly that risk is minimised. We have a number of regional offices and depots from which our labour resource is deployed. This enables us to react quickly and deploy local labour throughout the region which leads to a more cost effective and productive labour force as they arent travelling long distances or deployed far away from home. Our goal is to employ efficient, multi-skilled teams in the areas in which they reside. Given the wide scope, range and geographical coverage of our existing Frameworks, we are able to flex our labour and supervision seamlessly across territory boundaries to meet demands, whilst still achieving our objective of employing people locally, within reasonable travelling distance of their workplace. This reduces wastage from travelling time, reduces costs of travel and subsistence ensuring cost effectiveness whilst maximising the productivity of a fully utilised project delivery team. Wherever possible, we involve our teams in developing solutions to certain elements of work or problems that are encountered during the works. We draw on the vast experience of our resource at all levels as they are very experienced in delivering the type of work. Efficiencies are also gained through learning from good practice as well as mistakes that have occurred in the past. One of our main goals is continuous improvement at all levels. We conduct lessons learnt sessions following the completion of all projects and representatives from our resource pool are involved in these sessions and that aids the development of more efficient teams going forward onto new projects. Vital to the effective management of resources is the development of a clear understanding of the scope of the project as early as possible in the project development, agreement of the scope with all stakeholders and resistance to unnecessary/ late changes which creates inefficiency.

National Level Crossing Risk Reduction (Footbridge) Programme

Efficient management of resources at site requires robust and detailed planning, close supervision, good communication and reporting of progress and productivity to facilitate accurate forecasting of future resource requirements. Possession planning and track possessions Possession planning forms a fundamental part of working on Network Rail infrastructure. When considering the requirement for possessions and disruptive access the impact on the normal operation of the railway must be considered. The Possessions Planner is responsible for the developing a possession strategy, that meets the requirement of the programme. Rules of the Plan (ROP) and Rules of the Route (ROR) are must be complied with and where possible activities should be integrated into existing opportunities to minimise disruption and access costs. The Possession Planner works very closely with the Planner and the Project Manager to ensure that adequate access is secured for the programme. The Possessions Planner is responsible for the development of the possession strategy. The Possessions Planners responsibilities will include:

Development of the possession strategy Liaison with NR and TOCs to secure agreed access Application and negotiation of possessions, isolations, and TSRs Provision of RIMINI information for worksites Checking WON and drafts to ensure possession, isolations and TSRs meet the project requirement. Issuing early warnings to the Project Manager of issues threats and concerns

National Level Crossing Risk Reduction (Footbridge) Programme

Please find attached: 1. Programme Delivery Organisation 2. Regional delivery organisation 3. Project Process Delivery Process 4. Project Communication Process