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Construction Capability Statement

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    Construction Capability

    Tata Steel Projects

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    Hollow sections Why hollow sections?

    Contents02 Executive Summary

    04 Our Business

    06 Design Capabilities

    08 Construction Capabilities

    10 Past Projects

    12 Managing Health, Safety, Quality and Environmental

    20 How TSP use BIM

    22 Supply Chain Management

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    Tata Steel Projects (TSP) have

    been working under a principal

    contractors licence since July 2009.

    Our business has benefitted hugely

    from having in-house expertise in

    design and construction, sharingknowledge of key issues including:

    Risk - The identification,

    management, ownership and

    mitigation of risk and ensuring

    all staff are aware of the role

    they play which is captured on a

    shared risk register

    Buildability- Conducting

    buildability reviews and

    workshops during the design

    phase introduces value

    engineeringgains to the projectearly

    BIM- Having been working to

    BIM Level 2 for several years,

    our learnings using BIM have

    led to the development of a

    comprehensive BIM Execution

    Plan which is developed to be

    project specific and form part

    of the overall Project Execution

    Plan

    Stakeholders- Stakeholder

    identification, planning,

    communication and

    engagement forms part of our

    communication strategy

    Supplier Management- Weoperate an effective supplier

    management processes to

    ensure our suppliers have the

    ability to provide a safe and

    reliable service that meets our

    requirements

    Collaborative Working- Our

    business is at the forefront of

    collaborative working and our in

    house design and construction

    teams gain advantage through

    the sharing of knowledge across

    our organisation, our teambehaviours have developed

    to be open and engaged. We

    welcome the opportunity to

    bring our own skills, behaviours

    and experiences to this scheme

    Programme Management

    - As an experienced design

    and build contractor we know

    the importance of the early

    agreement of a robust detailed,

    logic linked, resourced P6

    programme

    EXECUTIVE SUMMARYTata Steel Projects have a wealth of experience of integrating

    design engineering, manufacture and construction. We are atthe forefront of construction in many sectors.

    Access and Possession

    Planning- We have an

    integrated possession planning

    and construction team who

    are experienced in delivering

    solutions that overcome limitedpossession times

    Handback and Maintenance

    - We have safe working

    practices and perform joint site

    inspections to confirm the line

    can be opened and sign off the

    possession.

    We look forward to hearing from you

    and the opportunity to work with

    you on this project in the future.

    Kind regards

    Niall McCreanor

    Director

    Tata Steel Projects

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    We integrate our design, engineering

    and constructuion specialists so that

    they can learn from each others

    expertise and distinctive skills.

    OUR BUSINESS

    We are a multi-disciplinary business

    that provides a full range of turnkeysolutions from consultancy to design

    and engineering.

    Our core business is in rail and we have

    a large portfolio of projects with a

    variety of clients including Carillion and

    Network Rail.

    We have made a strong commitment

    to working collaboratively with our

    customers which can be seen through

    through our joint ventures and we haveseen measurable benefits that this has

    provided our staff and our customers.

    Our project teams gain advantage

    from the sharing of knowledgeacross

    organisations we partner with and

    our team behaviours are open and

    engaged. Our customers benefit from a

    broad and experienced resource pool,

    with common systems, tools and lean

    management.

    Our construction specialistsare

    involved in some of the UKs mosttransformational projects and our

    expertise is drawn from the distinctive

    skills of our people.

    We have over 350 highly experienced

    direct employees. Our people are

    experts in a variety of disciplines

    - construction, permanent way,

    civil engineering, mechanical and

    electrical engineering, architecture,

    electrification, signalling and

    telecommunications, project

    management and support functions

    required to create multidisciplinary

    solutions throughout all stages of a

    project from concept to handover.

    We continue to work collaboratively,

    delivering innovative design and

    construction solutionsto our clients.

    We are an established design and build contractor

    with a principal contractors licence and significant

    construction capability. Our skills base is drawn

    from a rich heritage of railway expertise coupled

    with leading edge innovation.

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    Our business delivers consultancy,

    design and construction services

    through the entire project life cycle,

    from feasibility studies and business

    cases to design to site and contract

    management, including

    participation in design and build

    partnerships. Our expertise includes

    railway operations and maintenance,

    signalling and telecommunications,

    civils and infrastructure, railway

    structures, and other vital aspects of

    railway engineering.

    We have designed significant

    improvements to some of Network

    Rails major stations, including; KingsCross, Reading and Peterborough

    stations. Such projects are undertaken

    as a multi-disciplinary team.

    We have a proven track recordof

    station and depot design, built up

    from the acquired knowledge and

    experience gained from a workforce

    emanating from the British Rail

    Regional Civil Engineers Office.

    We have designed a number

    of elements of the Thameslink

    programme, including; Bedford Depot,

    Peterborough Depot and Cricklewood

    Depot. Design works for the depots

    have incorporated:

    Carriage Washer Machine (CWM)

    Controlled Emission Toilet (CET )

    facilities Drainage and building foundations

    We have a proven track record

    undertaking the main discipline role

    within multi disciplinary projects.

    Furthermore, we have developed our

    3D design capability to become one

    of the most advanced 3D designers

    within the UK Railway Sector.

    We offer support through the following activities:

    Tender design support

    Outline design development

    Detailed design

    Contractor site support services

    Support during commissioning and handover

    DESIGN

    CAPABILITIESDesign and Build

    We have gained considerable

    experience working in a collaborative

    relationship with contractors in both

    the rail and energy and power sectors.

    Our approach has been to engage

    with our client at an early stage to

    develop buildable designs. This adds

    value to our offering with both cost

    and programme savings.

    As leading railway infrastructure service providers we

    play an important role in the design and operation of

    the UK rail network.

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    CONSTRUCTIONCAPABILITIES

    Principal Contractors Experience

    We have undertaken the Principal

    Contractors Role across a wide variety

    of different sectors over the past5-years;the sectors include;

    Security projects such as the

    Physical Counter Terrorism

    measures provided across the

    Queen Elizabeth Olympic Park

    where we were one of the few

    Principal Contractors who had to

    deal with numerous interfaces with

    other major contractors on the

    specific venues

    Rail projects such as the platformextensions on Crossrail that,

    though they appeared very similar,

    each site had to be planned and

    delivered in different ways

    Building projects such as the

    new Visitors Centre on the

    ScunthorpeSteelworks

    We also deliver schemes as

    Principal Contractor in the Energy

    and Power and Industrial

    (steelwork) Sectors, often these

    involve working in constrained

    environments and to tightdeadlines

    Project Management

    At the core of our capabilities is our

    people, we have a team of dedicated

    and experienced Project Managers,Construction Managers and Site

    Agents. This team has multi-discipline

    and multi-sector experience through a

    varied history of projects both within

    our business and also through previous

    employment.

    The Project Management team work

    hand-in-hand with our Designers and

    other support teams to ensure that the

    engineering solution for a project is

    tailored to suit both the clients needsand also the specific constraints

    that often occur when delivering high

    profile rail schemes, both in terms of

    the difficulties with access and also the

    interface and liaison with the travelling

    public.

    Risk

    Critical to any construction project

    is the process of risk identification,

    allocation and management. Risk mustbe handled in a logical, analytical and

    effective manner. We have a proactive

    approach to risk which is managed

    and controlled at all stages of a project

    as part of our company procedures.

    The project team captures risks at the

    earliest stage possible and monitor it

    throughout the project lifecycle. A

    benefit to the project is the way we

    amalgamate our Design, Survey and

    Construction teams and include supplychain partners. The identification (and

    subsequent management) of risk also

    comes through stakeholder liaison and

    so forms part of our Communications

    Plan with Third Parties.

    The mitigation of risksis also key to

    project success. The risk mitigation

    process starts early which allows risk

    reduction to be collaborative

    and managed by the best person

    (irrespective of whether they are

    TSP, Network Rail or others). Moreinformation about risk management is

    included in the HSQE section.

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    Stakeholders

    We appreciate that the criteria for

    the success of a project, as viewed by

    the passengers, employees, train andFreight operating companies and other

    local businesses, is the minimisation

    of disruption that works will cause.

    Unfortunately some disruption is

    almost inevitable but part of our

    approach will be to care for Network

    Rails customers and other stakeholders

    by listening to their needs and

    placing them in our programme and

    methodology.

    We will proactively engage, enrol andinform stakeholders of the benefits

    of the project. Disruption will be

    minimised through collaborative

    working methods and stakeholder

    engagement to ensure they have a

    clear understanding of what, where,

    when and how it is happening and

    importantly who to contact for

    additional information.

    Our offerings provide a swift and cost-

    effective solution - even in the mostchallenging of site conditions.

    Supply Chain Management

    We operate an extensive supply chain

    allowing rapid access to specialist

    resources through our purchasingsystem. All suppliers are subjected

    to a detailed review of their legal,

    financial, HSQE and commercial status

    in order to maintain the integrity of our

    deliverables.

    We have a number of key suppliers

    working under long term framework

    agreements which allow for full flow

    down of terms from the main contract.

    In specific cases; we have agreedsuitable subcontracts with key

    suppliers which contain incentivisation

    mechanism to ensure full buy in from

    suppliers to the spirit of the contract

    and full flow down of risks and

    obligations (and entitlements) from the

    Main Contract.

    This will include, as part of our

    Communications Strategy, al schedule

    of essential and courteous notifications(or other communications) that will

    be delivered to adjacent properties

    and others that may be affected. The

    communication will provide details

    of the works and why they need to be

    carried out in the manner proposed.

    Also advanced warning of any activity

    that may give rise to disturbance (e.g.

    noisy work, out of hours working,

    disruption to station access).

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    PAST PROJECTSWe have a wealth of experience in

    the design, manufacture, installation,

    construction and site management for

    both rail and non-rail clients. We hold a

    principal contractors licence and have

    the experience to deliver this project

    safely, on time and within budget. Our

    vast capabilities are shown through the

    variety of skills highlighted in the three

    project profiles shown right.

    We have a proven track record of

    delivering single and multi-disciplinary

    projects in a railway engineering

    environment. We are skilled and

    experienced in working in large and

    diverse project teams and understand

    the importance of working proactively

    and collaboratively with clients,

    stakeholders and other designers.

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    Scunthorpe Visitor Centre

    Client:Tata Steel UK

    Programme: 1 Year

    Principal Contractor

    In 2011 Tata Steel initiated a 3.5 million project to enhance site

    security and access to its 2,000 acre Scunthorpe site. Along with

    improved parking and access control, the principal element of

    the scheme was the design and construction of a new Visitor

    Centre, which was completed in 2012. Our multidisciplinary

    design team collaborated with our client at the plant to develop

    a design for the centre that made the most efficient use of

    available space while achieving the best value for money in

    construction. The design was tailored to ensure that the

    construction period was as short as possible and thatconstruction work, which involved accommodating the plants

    extensive underground services, minimisedeffects on the plants

    day to day operations. The building was designed and procured

    as off-site modular construction. The modular elements were

    assembled on site and then enveloped in profiled steel cladding.

    Langely & West Drayton Platform Extensions

    Client: Crossrail

    Programme: 14 weeks

    Principal Contractor

    As part of the Crossrail project, we were awarded GRIP 5-8 design

    and construction of a 90m platform extension at Langley andWest Drayton Stations, we were challenged to produce a design

    solution to overcome the limitedpossession times imposed. We

    produced a bespoke Modular design solution using a 6 bay

    system that spanned over 7m between piles. This allowed the

    system to be brought onto site using RRVs which reduced the

    amount of spoil removed from site, and reduced the amount of

    materials that had to be brought to site. This solution also

    decreased the timescales for the project, most of the 6 bay

    system was fitted in one weekend blockade. We provided an

    innovative, cost effective solution, consulting with local residents

    and the Environment Agency to deliver the works without

    incidents or complaints.The project has been awarded theprestigious Star Award for sites with a high standard of

    Health, Safety and Environmental working practices.

    Olympic Park and External Venues SecurityMeasures

    Client: Olympic Delivery Authority

    Programme: 14 weeks

    Principal Contractor

    We were selected to supply and install Hostile Vehicle Mitigation

    (HVM) measures to locations used for the Olympic games, the

    locations included Queen Elizabeth Olympic Park, The Athletes

    Village and external games venues. These works required us to

    act as Principal Contractor across all the zones on the OlympicPark; this meant that we had to liaise with all the Main Zonal

    Contractors with works ongoing in those zones in order to

    negotiate access and complete the necessary arrangements. The

    initial scope was limited to supply of our own brand of security

    products and this project was valued at approximately 450K.

    However based on our performance, this value was significantly

    increased with subsequent contract awards and included the

    supply and installation of other suppliers equipment and the

    undertaking of additional works vital to the successful

    opening of the games venues. We brought a proactive and

    flexible approach to the project combined with engineering skill

    and the knowledge of manufacturing. All installation works were

    successfully completed on time prior to the start of the Olympic

    events both on the Olympic Park and across the various external

    venues.

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    HSQE

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    As a recognised designer and principal

    contractor we ensure that all issues are

    managed throughout the design and

    construction phases.

    HSQE Management System and

    Accreditation

    We operate an established and

    integrated Business Management

    System covering how the business

    operates; including Quality, Health and

    Safety, and Environmental aspects.

    The Business Management Systemhas many interrelated aspects; our

    Clients needs and expectations;

    our own business objectives; the

    foundation for delivering a safe

    business; requirements determined

    by BS EN ISO 9001, BS EN ISO 14001

    and OHSAS 18001;and demonstrate

    our commitment to environmental

    protection, prevention of pollution

    and where possible environmental

    enhancement.

    The Business Management System is

    certified to the following standards:

    BS EN ISO 9001 Since 1994

    BS EN ISO 14001 Since 2003

    OHSAS 18001 Since 2006

    PAS 99 Since 2008

    Network Rail Principal

    Contractor

    Since 2009

    Link-up Various product

    groups

    CHAS (Contractors

    Health and Safety)

    Since 2004

    Our commitment to achieving

    high performance standards with

    consideration to our customers and

    employees is demonstrated by the

    implementation of our integrated

    Business Management System. The

    system has been designed to achieve

    the following aims and benefits:

    Use the system as a tool in

    achieving best practice;

    Ensure continuous improvement

    of the quality and consistency of

    the service that we provide;

    Ensure all staff are competent to

    carry out the duties required ofthem;

    Regularly review the needs and

    expectations of our clients and

    initiate continuous improvement

    activities to meet their

    expectations.

    Operate an effective supplier

    management processes to ensure

    our suppliers have the ability to

    provide a safe and reliable service

    that meets our requirements.

    Our Business Management

    System

    Our Business Management System

    operates on three distinct levels: -

    Policy Manual

    The Business Management System

    Policy Manual is the first level of the

    Business Management Systems and

    consists of:-

    Business Policy Statement.

    The operation and structure ofthe quality, health and safety,

    and environmental management

    systems.

    The organisation and

    responsibilities in broad terms.

    Operating Procedures

    The second level is made up of the

    Operating Procedures which contain

    the systems and procedures operated

    by the company that can affect the

    quality of the products or services

    provided. These procedures also

    include the requirements of BS EN ISO

    9001: 2000, BS EN 14001: 2004 and

    OHSAS 18001.

    Work Instructions

    The Work Instructions are thethird level of documentation and

    supplement the operating procedures

    by providing instructions regarding a

    particular service being provided.

    HSQE Management of our Projects

    Managing Health and Safety

    Safety is our number one priority.

    On all projects we are awarded we

    seek to exceed the expectations and

    deliverables of our client. Should we be

    awarded this work, during subsequenttendering processes we will review

    all hazards and risks identified in the

    tender documents and ensure we have

    a good working knowledge of the

    project and deliverables.

    With extensive experience delivering

    similar schemes we understand the

    application of the CDM Regulations

    across a wide variety of scenarios.

    We have undertaken an initial

    assessment of any other hazards andrisks in the tender documents and, if

    successful, we will ensure this is

    repeated and that we have a robust

    methodology and approach in place

    for managing and mitigating the risks.

    We detail within this section the systems and processes within our business

    which ensure the safe collection of information as well as the capturing and

    mitigation of HSQE risks and the wholistic management of a project.

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    We are very proud that, at the time of

    writing this proposal, our company has

    no prosecutions, pending or otherwise, of

    improvement notices served for breach of

    Health, Safety or Environmental legislations

    in the past five years.

    The last significant incident that we had

    occurred in 2012 and resulted in a Lost

    Time incident (however, it was not RIDDOR

    reportable). This was the first Lost Time

    (and RIDDOR Reportable) incident that we

    have had in 7 years.

    Documentation

    Upon award of a contract we develop

    a Health and Safety Management Plan.

    The document is based on our approved

    internal template and will be developed by

    the relevant members of the design teams.

    The plan provides a structured processfor dealing with all site-based operations

    including survey works required for design.

    The Health and Safety Plan is the starting

    point for the project team in identifying the

    hazards, mitigation measures and approved

    methods of working.

    In addition to this, items which are included

    in the plan are:-

    Identification and use of approved

    specialist suppliers. Arrangements for pre-start safety

    meetings with specialist suppliers.

    Seeking support from external experts

    if necessary.

    Where possible, use of other methods

    / materials to eliminate or reduce

    hazards and risks.

    The plan includes the following meetings

    to ensure that the project management

    team maintain a consistent and best

    practice approach to health and safety

    management.

    Pre-start Health and Safety meeting

    Monthly Health and Safety Review

    meetings

    2 weekly safety planning meetings

    Subcontractor discussions and

    workshops

    The Health and Safety Plan dictates how

    the safety paperwork will be developed

    and whether any of the documents will

    be categorised as High Risk and so requiresign-off by Network Rail

    It is the responsibility of the schemes

    dedicated Project Manager, Project

    Engineer, HSQE Manager and the

    Professional Head of Railway Safety

    to review, approve and sign safety

    paperwork. This hold point ensures all

    risks are recognised and addressed. The site

    supervisor then briefs the workforce, with

    written records kept on site, before work

    starts.

    Our procedures require the safety

    paperwork to be adhered to at all times.

    If the situation on site changes such that

    the safety paperwork cannot be complied

    with, then work will cease immediately. An

    agreed amended method of working will

    be formulated and signed-off as above,

    and the personnel involved re-briefed. Only

    then is work permitted to restart.

    Risk AssessmentWe will review each work activity as part of

    our IDR Interdisciplinary Review Meetings.

    The IDR meetings review the planned

    activities and ensure that the hazards and

    risks are identified and assessed.

    An electronic file of generic risk

    assessments is available and assists

    in preparing and developing safety

    paperwork. The generic assessments are

    reviewed and amended to account for site-

    specific hazards and work processes.

    On Site Operatives Briefing

    When on site, all personnel are briefed,

    by one of the Site Supervisors, on the

    method of working, the residual risks and

    the control measures to be adhered to

    throughout the operation.

    The Site supervisors are responsible for:-

    Ensuring appropriate resources are

    provided

    Monitoring activities

    Recording briefings

    Advising management of any

    proposed changes to working

    methods as changes can only be made

    on approval by management.

    All site activities are then:-

    Monitored daily by the site manage-

    ment

    Recorded weekly

    Formally reviewed at every 2-weekly

    safety planning meeting.

    In addition Site Supervisors ensure that

    operatives are fully aware of our company

    safety awareness and behavioural safety

    initiatives such as:

    Zero Harm

    An in depth review our business

    activities to ensure that ample controls are

    in place as part of our risk control process.

    This is led by the Risk

    Assessment Panel and each disciplines

    Health and Safety Representatives.

    Take Time

    A behavioural safety initiative where

    employees carry out a mental and visual

    point of work risk assessment to ensure safe

    working practices.

    The Point of Work Risk Assessment Take

    Time is used as one of the triggers to

    identify a learning point. Take Time is

    designed to be a simple point of work

    assessment of the task about to be carried

    out and is recorded on a simple form that

    all supervisory staff carries.

    Once an accident, incident, near miss,

    close call or observation has been reported

    by any of the personnel, it is formally

    logged, and either an investigation team

    or actionee is identified to ensure that the

    situation is fully investigated and reviewed

    and learning points are identified. The Take

    Time will remain live until we are satisfied

    with the outcome. Learning points are

    then shared in a number of ways involving

    toolbox talks, newsletters, briefings,

    posters, intranets. They are also highlightedat our board meeting so management

    can understand trends and if appropriate

    put corrective action in place. We operate

    a Fair and Just model approach as part

    of our investigation process to ensure

    that everyone is treated fairly, and that

    we identify the true route cause of the

    particular situation.

    This continuous improvement exercise

    extends to learning from incidents from

    our wider business (parent company), and

    also from other external organisations.

    Every individual receives on a weekly basis

    a personal e-mail from our Managing

    Director which details any safety incidents

    which have occurred in the business. When

    details of incidents are received, they are

    formally logged into the business, and an

    appropriate person is identified to review

    the incident for relevance to our business,

    and to identify what we can learn from it.

    Trends from all incidents are analysed and

    reviewed on a regular basis. On an annual

    basis, a Behavioural Safety assessmentis carried out and the results of this is

    combined with the incident trends, to

    develop our Annual Safety Improvement

    Plan.

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    We have expertise in build off site

    construction techniques which

    minimises waste and transport,

    and is a sustainable form of

    construction with excellent Green

    credentials.

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    Life Saving Rules

    Few initiatives can be more important than

    the introduction of the Lifesaving Rules. The

    20 lives that could have been saved over

    the last 10 years had the rules existed then

    are stark proof of that especially as seven

    of those fatalities were caused by trains.

    Their importance is difficult to overstate.

    However successful application of

    Lifesaving Rules is only possible if the

    working environment is open, transparent

    and collaborative. Our culture drives out

    negative behaviours in order to deliver

    projects and to guarantee everyone home

    safe every day. All Tata employees and

    our subcontractors will work together

    in this manner. That way we will capture

    even more concerns and ideas from all our

    colleagues.

    We have adopted Lifesaving Rules andthey have improved safety. They play

    a prominent part in our site induction

    sessions, including those for any

    subcontracted staff. Within our safety-

    focused collaborative culture, awareness

    of them continues to flourish. It has made

    working safer for all, and our formalised

    approach to promotion will ensure we carry

    on improving safety throughout the period

    of CP5.

    Embedding Lifesaving RulesThe effectiveness of Lifesaving Rules

    depends on staff awareness and buy-in.

    Fortunately the benefits they bring

    increased safety for workers across all our

    business means that additional incentives

    are not needed. The value is plain to see.

    Even so, we took a proactive and focused

    approach when first embedding Lifesaving

    Rules, as described below.

    Promotion of the rules

    We have completed this task in ways

    tailored around the operational demands

    and management systems. The Lifesaving

    Rules briefs were delivered during 2012

    and they continue to be key part of the

    induction for site works. We promote

    Lifesaving Rules using a variety of

    methods, including, on site induction ID

    cards, posters, ad hoc presentations and

    handouts.

    Checking understanding of the rules

    This stage is crucial, insofar as awareness of

    the Lifesaving Rules could save someoneslife. So we need to know for certain that

    every single worker understands every

    aspect of the rules their colleagues rely

    on it.

    We have checked and measured

    awareness in a number of ways, ranging

    from weekly bulletins outlining one rule in

    detail through to a monthly inclusion in the

    companys safety briefs and freshly updated

    information on our intranet.

    Living by the rules, working by the rules

    When adopting the Lifesaving Rules, our

    goal has always to make them an

    entrenched part of our working approach.

    That applies to every aspect of our delivery

    and to all phases of delivery. Making sure

    this is achieved calls for sustained effort by

    every one of our managers, as well as

    peer-to-peer sharing.

    This sustained effort means taking the

    opportunity to promote the rules whenever

    possible. For example, we have included the

    rules in our work package plans (WPPs) and

    task briefs. We raise them at whiteboardmeetings, and ensure interactive discussion

    so we can harvest all the insights of the

    track staff and use these insights to improve

    our approach further.

    Lifesaving Rules are an established element

    of the positive safety culture of our

    business. As a result, they will make a

    significant contribution to our safe delivery

    of this project.

    Managing CDM

    It is our firm belief that the framework can

    be carried out to without risk to health and

    safety and the key to ensuring so is commu-

    nication and the careful and conscientious

    planning of the project. The fact that we

    have internal multi-discipline design teams

    means that this communication runs indeli-

    bly through the way the company operates.

    This planning will commence prior to the

    start of the design phase as the design

    must take account of:-

    The constructability of the overall aim

    of the design

    The access that will be afforded for

    survey and to the construction teams

    The interfacing between disciplines

    and with other contractors such as

    NWR Maintenance

    The interface with the public

    Works required to maintain, operate or

    remove the scheme

    We will provide the arena to allow theseissues to be openly discussed to ensure that

    every opportunity is taken to eliminate and

    reduce any major hazard or risk.

    Managing and Mitigating Risks

    The process we follow for managing risks in

    design is also detailed in our internal

    Business Management System and

    associated procedures.

    On projects we are awarded, it is the Project

    Manager that actively engages with the

    Contractors Responsible Engineers (CREs)

    of each discipline in design reviews to

    ensure we have competence and resources

    to address the health and safety issues

    likely to be involved in the design. This

    approach allows the Project Manager to

    make sure that all conflicts and hazards are

    captured from a full multi-disciplinary

    perspective and ensure that a fully

    integrated approach to designing out any

    hazard is achieved.

    One of the main tools our procedures

    dictate to be used for managing risk is aDesign Risk Log which will be developed

    and maintained. The log will show design

    decisions where they have been made,

    demonstrating how these hazards/ risks

    have been designed out and where

    hazards/ risks remain they will be

    highlighted not only in the risk register but

    also on the general arrangement drawings

    such that the construction team have clarity

    on both the type of risk and exactly where

    this appears on the site.

    The risk register is then reviewed and devel-

    oped by both the design and construction

    teams in the IDR (Inter Disciplinary Review)

    meetings. The design log will be

    incorporated into the Health and Safety

    Plan for the construction phase as

    appropriate. However on completion of the

    design there will be a final review of the

    Design Log with the construction.

    Importantly, in this meeting, our Design

    team will convey any residual risks that

    could not be designed out and as a

    consequence remain during construction.

    It will then form part of the construction

    phase Health and Safety Plan.

    Safe by Design

    One of the tools we use to encourage

    Design Engineers to embrace their

    requirements under CDM is a monthly

    competition to showcase how they have

    ensured projects are Safe by Design. All

    Safe by Design entries are reviewed by the

    board of directors and a prize given to thebest submissions. The award rewards excel-

    lence in design and ensure that innovations

    and best practices are captured and are

    shared throughout the company.

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    18

    Sustainability and the Environment

    We operate a structured and strategic

    approach to sustainability and environmental

    design that is embedded in our Business

    Management System (BMS) and the policies

    and processes it covers.

    We have an excellent track record of

    incorporating sustainability principles into

    designs. Our environmental team strategically

    influences and encourages clients, designers

    and contractors to improve the sustainability

    performance throughout the project life-cycle.

    Our environment team is a member of the

    Thameslink KO2 Contractors Sustainable

    Procurement Forum.This is a sustainability

    working group of contractors, consultants,

    and sustainability professionals. The group

    are offered advice to shape the sustainability

    strategy of the overall Thameslink project with

    particular focus on carbon reduction, through

    design and construction.

    The experience and knowledge gained from

    this working group will assist in shaping the

    sustainability performance of the project and

    drive through design efficiencies. The main

    areas being developed, improved and agreed

    by the working group are:

    Waste minimisation

    Carbon reduction and monitoring

    Local employment

    Materials specification and developing

    Whole-life costing

    Process improvements

    This excellence was displayed recently on the

    Peterborough Spital Sidings Project, where

    we proactively engaged with the Contractors

    Environment Manager to create a selected

    BREEAM/CEEQUAL focussed checklist to

    evaluate the sustainability performance of the

    project.

    We have licensed BREEAM Assessors to

    BREEAM 2011 scheme and one licensed

    CEEQUAL assessor who can assess the

    sustainable performance of design to a na-

    tionally recognised scheme.

    Our Project Engineers encourage the design

    teams to positively influence the project such

    as reducing the work scope, creating a more

    cost effective solution, improving whole life

    cost, developing a more sustainable method,

    re-risking work activities by capturing

    innovative ideas and efficiencies generated.

    Getting Environmental Issues Right from

    the Start

    Our environmental team have tablet

    computers which efficiently gather survey

    data from site, rationalising survey time and

    improving accuracy in gaining data. The

    output is downloaded remotely and providesinstant and accurate results and information.

    We ensure that CEEQUAL and BREEAM are

    embedded into the entire project manage-

    ment and document control regime.

    Our gap analysis identifies key strategies

    which need adopting to assist in maximising

    the sustainability performance of the projects

    we are involved in and ensure we obtain

    the highest practicable score for each topic

    addressed with CEEQUAL.

    We are an established leader in sustainability.

    Our identity as a company has been shaped

    by a longstanding commitment to

    environmental stewardship and problem

    solving. We employ environmental specialists

    and by involving them throughout project

    delivery, we ensure that project managers and

    engineers know their responsibilities to

    identify and address environmental concerns.

    Sustainability Policy

    In addition to our corporate Sustainability

    Policy, we maintain a Construction

    Sustainability Handbook. The handbook is

    closely aligned with Network Rails

    sustainability objectives, as detailed below:

    Sustainability Experience

    We have extensive experience in identifying

    key sustainability risks and opportunities on

    projects, as exemplified by our work on the

    Thamelink Projects for Network Rail. We

    identified key opportunities and risks by

    assessing and understanding sustainability

    issues at the site, and likely impacts, activities

    and processes of the project life cycle.

    These were captured in a Design

    Environmental Management Plan (DEMP)

    which comprised the following elements:

    Environmental Data SearchA desk top study will be undertaken to obtain

    information from statutory and non-statutory

    authorities (e.g. Marlin, the Multi-Agency

    website, the Environment Agency, the relevant

    Local Council, County Council - Planning and

    Environment Departments, Local Wildlife Trust

    or Biological Records Centre, English Heritage

    and Natural England). This data search would

    be aimed at identifying any key designations

    (TPOs, Conservation Areas) or environmental

    features (watercourses) that could impact

    on or be impacted by the proposed works.Information obtained in the data search will

    be included in the Risk Register / Action Plan,

    Consents Register and Features Map.

    Liaison With Design Engineers

    Meetings will be held with our design

    engineers to obtain information on their

    designs, waste that will be produced, materials

    required for construction and any sustainable

    design solutions they are implementing.

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    19

    Information obtained from liaison with the

    design engineers will be used in the high level

    carbon assessment, waste capture sheet and

    all will be captured in the Environmental and

    Sustainability Design Audit in the EMP. During

    these meetings, the updated Sustainability

    Delivery Strategy will be briefed out and a

    record of training kept on file in Projectwise.

    Indicative Embodied Carbon Assessment

    This item will be undertaken to quantify the

    carbon impact of the project. The assessment

    will focus on the use of materials only (i.e. will

    not include transport of materials to site and

    use of electricity or water for the project) and

    all information used in the assessment will be

    obtained through liaison with other design

    engineers.

    Environmental Risk Register and Action

    Plan A qualitative assessment of potential

    environmental risks will be produced.The Risk Register will contain mitigation

    measures which can be implemented to

    reduce the impact of the environmental risk

    and an Action Plan which will detail who

    is responsible for each action and give a

    timescale for completion.

    Environmental Consents Register

    Will be developed as the proposed works

    are likely to require a number of consents or

    permits to be obtained. The consents register

    identifies the appropriate consents that will

    be needed and sets out the process and

    timescales required to obtain them.

    An Environmental Features Map

    Will be produced which will display the

    locations of all the environmental

    designations (statutory sites, built heritage

    etc) on an OS tile. The information to

    complete this map will be obtained from the

    data searches.

    Waste Capture Sheet

    Will capture the waste that will be produced

    during each stage of the project. The Sheet

    will detail how the waste should be handled

    off site (recycled / re-use / landfill etc). We will

    ensure that relevant information is cascaded

    through the design stages to allow designers

    to consider ways to minimise waste gen-

    eration and apply the Waste Management

    Hierarchy.

    Environmental Design Management

    The design drawings created by our business

    will be audited against the environmental

    objectives, also set out in the DEMP.

    Diverse and Inclusive Supply Chain.

    Our diversity vision promotes an inclusive

    supply chain by partnering with local small

    business firms and providing business

    opportunities, training, mentoring, and other

    resources to help them develop and grow.

    Communities.

    Executing projects to improve quality of life

    is only part of our commitment to build and

    improve our communities. We also volunteer

    time, donate funds, and contribute in-kind

    gifts to support worthy causes in the commu-

    nities where we live and work. Onsite, we pay

    attention to site traffic patterns and volume to

    mitigate potential effects on soil and ecosys-

    tems, as well as minimising disruptions to the

    local community.

    Bio-diversity and Ecology.

    As standard, our project managers follow our

    documented management system process

    which requires that a checklist of environmen-

    tal risks (amongst others) is considered at the

    conception stage of our projects. This results

    in the production of a comprehensive risk

    register leading to the development of a

    strategic environmental framework. External

    auditing bodies, including the BSI and Achilles

    Verify, regularly undertake external audits of

    our system to determine conformance with

    standard and client requirements.

    Sustainability is at the heart of everything we

    do as a company and the principles set out in

    this policy reflect the Tata Values of integrity,

    understanding, excellence, unity, and

    responsibility.

    We are dedicated to managing our business

    operations responsibly and to the continuous

    improvement of our environmental, economic

    and social performance.

    We will:

    Encourage all of our suppliers to adopt

    responsible marketplace practices and

    ensure that all appropriate suppliers

    are accredited through our ApprovedSupplier process.

    Work collaboratively with our partners

    both up and down our supply chain to

    improve the sustainable production and

    delivery of goods and services.

    Promote a diverse and inclusive supply

    chain by providing local suppliers and

    subcontractors an equal opportunity to

    compete for appropriate contracts.

    Work with suppliers to identify issues that

    do not match our expectations and help

    to support and collaborate with suppliersin addressing any gaps identified.

    Ensure that we uphold the principles and

    values set out in the Tata Code of

    Conduct and aspire to work only with

    those companies who share these values.

    Ensure that when procuring material

    goods, due consideration is given to

    re-use and recycling and the environ-

    mental effects of products throughout

    their life-cycle.

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    HOW WE USE BIMWe have been providing scheme designs for several years using

    various Building Information Technologies at Level 2 and also

    with elements at Level 3 BIM.

    Our BIM Standard is fully compliant

    with BS1192:2007 and the AEC (UK) BIMStandards 2009. We are experienced

    in sharing project information within

    a common data environment using

    Bentley Projectwise. This common

    environment is used to manage and

    share the information designed using

    BIM.

    Business Processes for BIM

    We have an intranet based Business

    Management System (BMS), which

    contains all documents, protocols andsystems under which we work. The

    BMS includes a BIM Execution Plan

    which outlines how we undertake all

    BIM projects. The BIM Execution Plan

    is developed to be project specific

    and forms part of the overall Project

    Execution Plan.

    BIM Experience

    For the past four years the architectural

    team have used BIM as the primary

    delivery tool. Over this period they

    have worked as architectural consultantproviding multidiscipline services. We

    are currently providing the full service

    multi-disciplinary design role on six

    Energy from Waste facilities, extensions

    to Peterborough and several other Train

    Stations, offices and laboratories.

    Project BIM Strategy

    Paul Parker will undertake the role of

    BIM coordinator for this scheme. He will

    manage all BIM activity to ensure

    compliance with the project protocols.

    Paul will manage all interactionexternally, and all coordination and

    clash detection between the various

    different discipline models. He would

    undertake this task using Autodesk

    Navisworks.

    Developing BIM

    We are proactive in the implementation

    of aspects of BIM which are not

    currently in regular use within the

    construction industry. In accordance

    with the Tata Steel Projects BIMstandards all disciplines are required to

    have a designated BIM Champion who

    along with the BIM Manager attend

    regular BIM stakeholder meetings in

    order to identify roles, responsibilities

    and potential impacts on schemes,

    Project BIM Execution Plans, and the

    progression of BIM within the company

    As we continue to develop BIM services,

    improvements are being considered

    such as incorporating the software

    package Solibri Model Checker toanalyse models for integrity, quality

    and physical safety prior to issuing out

    to external consultants and also the

    contractor

    For this project, we would like to

    incorporate 4D (time) and 5D (cost)

    elements to integrated and link the

    construction programme into Synchro

    use Autodesk Quantity Takeoff to

    understand cost management in real

    time.

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    KEY ADVANTAGES

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    SUPPLY CHAIN

    MANAGEMENTTo provide the highest levels of service and value we encourage our suppliers,

    sub- contractors and supply chain providers to adopt a partnering approach

    whenever practicable.

    Partners are normally decided through

    a selection process that includes

    a quality offering and technical

    interview. Partnering is combined with

    a sensible risk management approach

    both before a project starts and during

    its progress.

    In order to help achieve the desired

    benefits of partnering, the Project

    Manager will in conjunction with thePurchasing Manager ,

    Adopt a transparent approach on

    client requirements and risks

    Adopt good legal risk and contract

    management practices

    Establish trust and commitment

    based upon long term

    relationships

    Principal Contractor

    As principal contractor for Network

    Rail, we have spent a number of years

    developing our construction offeringand as such have undertaken a wealth

    of modular station, platform, car park

    and other construction works.

    We have all of our own in house

    management and supervision to

    manage the construction works

    however, we rely on our supplier

    relationships to deliver specialist

    elements where appropriate.

    We have checked and measured

    awareness in a number of ways,

    ranging from weekly bulletins outlining

    one rule in detail through to a monthly

    inclusion in the companys safety briefs

    and freshly updated information on our

    intranet.

    Promoting a Culture of Openness

    Quarterly Reviews between Lead

    Engineers and the PurchasingManager are held to monitor

    framework suppliers performance. It

    is the responsibility of the Purchasing

    Manager to work closely with the

    supply chain to ensure relationships

    are maintained and enhanced when

    required.

    It is recognised that good client/

    supply chain behaviours are essential

    for business support and as such this

    is closely managed. We cannot work

    successfully without our supply chainsupporting us.

    Our Procurement Manager works

    closely with the Head of Construction

    and the Site Team to vet, appoint and

    maintain relationships with suppliers.

    We work together with them on site

    to give them the best opportunity to

    carry out there works right first time as

    well as safely and in a timely manner.

    We are open and honest with our

    supply chain and we communicate

    both success and disappointment

    in equal measures. If we are to

    establish positive relationships then

    it is vital that we have these open and

    honest conversations so we can drive

    improvement.

    Driving Value

    Despite our established workingrelationships and the healthy

    informality this can lead to, we will

    not allow this to compromise our role

    as manager of the sub-contractors.

    Our success in the projects we have

    delivered has been underpinned

    by an awareness of our symbiotic

    relationship. Quite simply, we

    depend on each other to perform.

    One off relationship means that the

    subcontractor is highly likely to price

    in significant risk which adds in cost

    as well as programme contingency.Working with our supply chain has

    added value in that over time the

    relationship develops, performance is

    enhanced, lessons are learned, trust

    is built, all of which helps to drive out

    value.

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    www.tatasteelprojects.com

    For more information please contact:

    Tata Steel ProjectsHead Office

    Meridian House

    The CrescentYork

    YO24 1AW

    T: +44 (0) 1904 454600

    E: [email protected]

    Tata Steel ProjectsAlpha Tower

    Crowne Plaza

    Suffolk Street

    Birmingham

    B1 1TT

    T: +44 (0) 121 242 1240

    E: [email protected]

    h l h b k h h f d h bl h l l l d b d

    Tata Steel Projects1st Floor

    Fairbairn Building

    70-72 Sackville StreetManchester

    M1 3NJ

    T: +44 (0) 161 242 2990

    E: [email protected]

    Tata Steel ProjectsDukesbridge House

    23 Duke Street

    Reading

    Berks

    RG1 4SA

    T: +44 (0) 8434 878 776

    E: [email protected]


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