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SUFFOLK COUNTY COUNCIL PRE-QUALIFICATION QUESTIONNAIRE



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PART 1- ORGANISATION DETAILS

Company Name MGWSP

We are tendering for the Suffolk Highways Services contract as MGWSP.

MGWSP is collaboration between May Gurney Limited and WSP UK Limited. MGWSP has been established since 2006. The collaboration of May Gurney and WSP brings together an extensive range of complementary skills and experience with the ability to provide full in-house service delivery from conception to completion.

A collaboration agreement exists between May Gurney Limited and WSP UK Limited, who respectively form part of May Gurney Integrated Services Plc and WSP Group Plc.

Please see attached as a supporting document an organogram detailing the operating structure of MGWSP, including the MGWSP Highways Board who will be responsible for managing the Suffolk Highways Services Contract.

We submit separate responses for May Gurney Limited and WSP UK Limited in this PQQ for the following sections.

• Part 1 – Organisation Details • Part 3 – Finance • Part 4 – Insurance • Part 7 – Statement relating to good standing

(signature from each company) • Part 8 – Declaration (signature from each

company)

MGWSP is registered at May Gurney Limited:

Address

May Gurney Limited

The Street

Town/City Trowse

Norwich

Postcode NR14 8SZ

Country United Kingdom

Website (if any) www.maygurney.co.uk

http://www.maygurney.co.uk/�



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(Information only)

May Gurney Limited response 1.1. Full legal name, address and website of the Potential Provider in whose name the tender

will be submitted (the Prime or Single contractor):

1.2. Name, position, telephone number and e-mail address of main contact for this project.

Name Phil Elliott

Position Senior Bid Co-ordinator

Telephone Number 07725 765065

Fax Number (if available)

01438 363945

E-mail (if available) [email protected]

1.3. Current legal status of the Potential Provider (e.g. partnership, private limited company, etc.)

Please Tick √ (One Box Only) Sole Trader Partnership Public Limited Company Private Limited Company Other (Please State)

Company Name May Gurney Limited

Address

May Gurney Limited

The Street

Town/City Trowse

Norwich

Postcode NR14 8SZ


Website (if any) www.maygurney.co.uk

mailto:[email protected]�

http://www.maygurney.co.uk/�



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1.4. Date and place of formation of the Potential Provider and, if applicable, registration under the Companies Act 2006.1

Date of formation

Please provide copies of Certificates of Incorporation (where appropriate) and any changes of name, registered office and principal place of business.

7th October 1926

Place of formation England

Date of registration 7th October 1926

Company registration number

873179

Certificates enclosed

YES

1 Potential Providers established outside the United Kingdom may provide equivalent information. For a list of acceptable equivalent information please refer to Regulation 23(7) of the Public Contracts Regulations 2006.



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Registered Office Trowse, Norwich, NR14 8SZ

Principal place of business

We operate UK wide. Our head office is based in Trowse, Norwich. We manage our public sector contracts (which includes highways contracts) from our office in Stevenage, Hertfordshire.

Principal business activities

We are committed to helping our long term clients in the public and regulated sectors deliver sustainable improvements to front-line service delivery across the UK. We employ over 6,300 staff, of which 1,400 work for our Highway Services sector.

We make sure that the road, utility, rail and waterways networks and public buildings are well maintained and that household waste is collected, managed and recycled.

Our services are delivered through two business divisions – Public Sector Services and Regulated Sector Services – both of which come under the leadership and direction of Phillip Fellowes-Prynne, CEO.

The Public Sector Services division is concerned with the provision of goods and services for local government. Our Public Sector segment includes Highway Services, Environmental Services and Facility Services.

We are the market leader in highways maintenance services to local authorities, maintaining over 37,000 kilometres of roads and more than 500,000 street lights and illuminated signs across the country.

We deliver highway services to eight councils and 10 London boroughs, all under long-term contracts. Our core services include highways maintenance, street lighting and surface dressing.



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1.5. Ownership structure

a) Full legal name and address of Parent Company if applicable:

Company Name May Gurney Integrated Services plc

Address May Gurney Integrated Services plc, The Street

Town/City Trowse, Norwich

Postcode NR14 8SZ


Company registration number 2

4321657

b) Full legal name and address of (ultimate) Parent Company if applicable:

Company Name May Gurney Integrated Services plc

Address May Gurney Integrated Services plc, The Street

Town/City Trowse, Norwich

Postcode NR14 8SZ


Company registration number3

4321657

2 Or, for parent companies established outside the United Kingdom, equivalent information as set out in Regulation 23(7) of the Public Contracts Regulations 2006. 3 Or, for parent companies established outside the United Kingdom, equivalent information as set out in Regulation 23(7) of the Public Contracts Regulations 2006.



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c) If the Potential Provider is a division or subsidiary, what is its relationship with the

Parent Company (ownership, directorship, authority, etc)

Relationship May Gurney Limited is a 100% wholly owned subsidiary of May Gurney Integrated Services plc.

d) Please provide a one-page chart illustrating the ownership structure of the Potential Provider including relations to any parent or other group or holding companies.

Ownership structure enclosed (please tick √)

1.6. Please provide a brief history of the Potential Provider’s organisation.

Brief history of the Potential Provider’s organisation, no more than 400 words, including details of any parent and associated companies and any changes of ownership over the last 5 years including details of significant pending developments, changes in financial structure or ownership, prospective take-over bids, buy-outs and closures, etc which are currently in the public domain.

In 1926 Roland May, a successful contractor, joined forces with Christopher Gurney to form May Gurney & Co Limited, Civil Engineering Contractors.

In the late fifties a policy of controlled growth was initiated which resulted in the formation of the May Gurney Group.

In July 1989 the directors and senior managers achieved a successful management buyout. The newly formed Group became one of the largest construction contractors based in East Anglia. This was followed in 2001 by a second management buyout led by, then Chief Executive and now Chairman, David Sterry.

Since then the company has grown steadily, both through organic growth and through the following acquisitions:

• Street lighting specialists T Cartledge Limited in July 2002

• Cornwall-based utilities specialist TJ Brent Limited in June 2004

• Railway signalling design and testing business, Hawthornes Project Management Limited in June 2005

• Staffordshire based mechanical & electrical contractor AC Chesters & Sons Limited in March 2007



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• Manchester based mobile telecommunications inspection and maintenance specialists FDT Holdings Limited in July 2007

• In February 2008, Southern Household Waste Recycling Centre business from Environmental Waste Controls Limited

• In June 2008, ECT Recycling – a leading operator in the municipal waste recycling market

• In January 2011, Turiff Group Limited

• In November 2011 we acquired Translinc, a market leader in local authority specialist fleet services

In June 2006 the company floated on the Alternative Investment Market (AIM) of the London Stock Exchange.

May Gurney is now an Integrated Service Provider employing over 6,300 people in the UK and delivering a broad range of services including highways maintenance, major highway schemes, street lighting, utilities, waste services, rail structures and signalling, and building for rail and education. Our current turnover is in excess of £570 million and we have an order book exceeding £1.5 billion. More than 95% of our work is carried out through long-term partnering relationships with public and regulated private sector clients.

In November 2006 MGWSP formed, a collaboration between May Gurney and the design engineering and management consultancy, WSP. MGWSP combines the strengths of May Gurney and WSP to deliver integrated local government services across the UK. We are delivering the sustainable transport highway services contract for Northamptonshire County Council, covering the provision of corporate services, consultancy and operational delivery. We are developing and



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introducing innovations in highways services, and using the latest technology to secure best value for money.

392 words (excluding bullets)

1.7. Registration with professional body

Where applicable, is the Potential Provider registered with the appropriate trade or professional register(s) in the EU member state where it is established (as set out in Annex IX B of Directive 2004/18/EC) under the conditions laid down by that member state4

Evidence of registration with appropriate professional/trade body (Either insert required details or state ‘None’)

)?

May Gurney is a member of the following organisations:

Organisation Name Highways Term Maintenance Association Chartered Institution of Highways and Transportation Road Surface Treatments Association Road Emulsion Association Civil Engineering Contractors Association Association of Signals, Lighting and other Highway Electrical Contractors National Inspection Council for Electrical Installation Contracting Royal Society for the Prevention of Accidents British Safety Council Contractors Health and Safety Assessment Scheme (CHAS) Achilles Constructionline, UK Register of Pre-Qualified Construction Services Constructing Excellence Confederation of British Industry Construction Industry Research and Information Association Employers Organisation for Local Government Federation of Piling Specialists British Drilling Association United Kingdom Society for Trenchless Technology Quarry Products Association

4 In the UK this condition is satisfied by registration with Companies House or a declaration on oath that the candidate is carrying on business in the trade in question in the UK at a specific place of business and under a specific trading name.



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Chartered Institute of Waste Management

1.8. Charities or Housing Association or other Registration number (if this applies). Please specify registering body.

Registering body N/A

Registration number N/A

1.9. VAT registration number

VAT Registration number 105 5400 18

1.10. Subcontracting and consortia All Potential Providers must answer question 1.11. Where a Potential Provider at this stage of the process intends to sub-contract; they should also answer questions 1.12 and 1.13 below. Where a Potential Provider becomes aware of the intention to subcontract at later stages in the procurement they are required to notify the Council of this and provide the information requested below at that time. Where a Potential Provider is a consortium they should indicate which members are proposing to deliver the services and the respective percentage of the services each will deliver.

NOTE: The Council may ask you to provide the information contained in questions 1.1 to 1.10 for each provider within the consortium. We submit our response to questions 1.11 to 1.13 inclusive as MGWSP, the tendering company for this contract, at the end of PART 1.



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(Information only)

WSP UK Limited response 1.1. Full legal name, address and website of the Potential Provider in whose name the

tender will be submitted (the Prime or Single contractor):

1.2. Name, position, telephone number and e-mail address of main contact for this project.

Name Phil Elliott

Position Senior Bid Co-ordinator

Telephone Number 07725 765065

Fax Number (if available)

01438 363945

E-mail (if available) [email protected]

1.3. Current legal status of the Potential Provider (e.g. partnership, private limited company, etc.)

Please Tick √ (One Box Only) Sole Trader Partnership Public Limited Company Private Limited Company Other (Please State)

Company Name WSP UK Limited

Address

WSP House 70 Chancery Lane

Town/City London

Postcode WC2A 1AF


Website (if any) www.wspgroup.com


http://www.wspgroup.com/�



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1.4. Date and place of formation of the Potential Provider and, if applicable, registration under the Companies Act 2006.5

Date of formation

Please provide copies of Certificates of Incorporation (where appropriate) and any changes of name, registered office and principal place of business.

The original company was formed in 1969, and was floated at the London Stock Exchange with the name WSP Group in 1987. WSP UK Limited is the latest incarnation of a business that was incorporated in 1978 and has operated continuously as a business since then.

Place of formation United Kingdom

Date of registration WSP UK was registered on 11th January 2008 after changing its name from WSP Buildings Limited

Company registration number

1383511

Certificates enclosed

YES

5 Potential Providers established outside the United Kingdom may provide equivalent information. For a list of acceptable equivalent information please refer to Regulation 23(7) of the Public Contracts Regulations 2006.



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Registered Office

WSP House 70 Chancery Lane London WC2A 1AF

Principal place of business

WSP UK: United Kingdom WSP Group: Worldwide

Principal business activities

WSP Group is an international design, engineering and management consultancy specialising in the property, environmental and transport sectors. We work with Clients to create and maintain built and natural environments for the future. With around 2700 staff operating from a network of offices throughout the UK, WSP UK Limited is one of the UK’s major multi-disciplinary consultancies, with clients in both public and private sectors. Throughout our network of UK offices, we assist clients in both public and private sectors and are supported by over 400 colleagues from our specialist environmental business, WSP Environmental and Energy. This enables our specialists in the UK to provide a full range of services from planning through to design, implementation and maintenance including:

• Highway network management and maintenance

• Environmental, Sustainability and Energy • Public and private transport infrastructure

design • Geotechnical and environmental solutions • Property and asset management • Management Consultancy • Development Planning • Structural and M&E building design • Public relations and media communication • Assistance to local authorities in seeking

funding



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1.5. Ownership structure

a) Full legal name and address of Parent Company if applicable:

Company Name WSP Group plc

Address


Town/City London

Postcode WC2A 1AF


Company registration number 6

02136404

b) Full legal name and address of (ultimate) Parent Company if applicable:

Company Name WSP Group plc

Address


Town/City London

Postcode WC2A 1AF


Company registration number7

02136404

6 Or, for parent companies established outside the United Kingdom, equivalent information as set out in Regulation 23(7) of the Public Contracts Regulations 2006. 7 Or, for parent companies established outside the United Kingdom, equivalent information as set out in Regulation 23(7) of the Public Contracts Regulations 2006.



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c) If the Potential Provider is a division or subsidiary, what is its relationship with the Parent Company (ownership, directorship, authority, etc)

Relationship WSP UK Limited is a 100% wholly owned subsidiary of WSP Group plc.

d) Please provide a one-page chart illustrating the ownership structure of the Potential Provider including relations to any parent or other group or holding companies.

Ownership structure enclosed (please tick √)

1.6. Please provide a brief history of the Potential Provider’s organisation.

Brief history of the Potential Provider’s organisation, no more than 400 words, including details of any parent and associated companies and any changes of ownership over the last 5 years including details of significant pending developments, changes in financial structure or ownership, prospective take-over bids, buy-outs and closures, etc which are currently in the public domain.

WSP UK limited is a wholly owned subsidiary of WSP Group Plc. WSP Group currently employs over 10,000 staff with 2,700 working within WSP UK Limited. WSP Group has operated since 1969.

WSP UK Limited was incorporated in August 1978.

On 11th January 2008, WSP Buildings Limited, a wholly owned subsidiary of WSP Group plc was renamed WSP UK Limited. At the same time, WSP UK Limited acquired the trades and assets of WSP Civils Limited, WSP Development and Transportation Limited, WSP Management Consultants Limited, Edunova Limited and WSP Knowledge Solutions Limited (formerly WSP Knowledge Solutions plc), all of which are and remain wholly owned subsidiaries of WSP Group plc.

WSP UK Limited operates four distinct business streams Buildings, Civils, Development and Transportation and Management Solutions.

These business areas do not exist as legal entities in their own right.

WSP have made the following acquisitions in the last 5 years:

• 2007 Lincolne Scott – Australia • Fitzwalter – Australia • LC Consulting – South Africa



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• Worthington-Smith & Brouwer (GTG) (PTY) Limited - South Africa

• Chas. H. Sells, Inc. – USA • CBP Consulting Engineers AG –

Germany • SEi Design Engineers – USA • CEL International – UK • 2008 Charterhouse Building

Services Limited, UK • Mountain Enterprises, USA

There are currently no further acquisitions or buy outs proposed which are in the public domain.

In November 2006 MGWSP formed, a collaboration between May Gurney and the design engineering and management consultancy, WSP. MGWSP combines the strengths of May Gurney and WSP to deliver integrated local government services across the UK. We are delivering the sustainable transport highway services contract for Northamptonshire County Council, covering the provision of corporate services, consultancy and operational delivery. We are developing and introducing innovations in highways services, and using the latest technology to secure best value for money.

289 Words (excluding bullets)



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1.7 Registration with professional body

Where applicable, is the Potential Provider registered with the appropriate trade or professional register(s) in the EU member state where it is established (as set out in Annex IX B of Directive 2004/18/EC) under the conditions laid down by that member state8

Evidence of registration with appropriate professional/trade body (Either insert required details or state ‘None’)

)?

Abbrev. Organisation Membership/ Account No.

ACE ACE - Association for Consultancy & Engineering (WSP Group) 00030621

AGI Association of Geographic Information 112275 APM Association for Project Managers R26424 APS APS Association for Project Safety C1008

BCO British Council for Offices A/C No. MEM12PRI

BCSC British Council for Shopping Centres 250 BIO BioIndustry Association 110859 BSI BSI (British Standards Institute) 41109872

BSRIA Building Services Research & Information Association (BSRIA) CE427A

CIRIA Construction Industry Research & Info. Association - Book club only N/A

CIWEM Chartered Institution of Water & Environ. Mgt - Bus.& Academic Affiliates & Professional Directory 149106

CON Construction line 67783 Conc Soc Concrete Society 17818

CTBUH Council for Tall Buildings and Urban Habitat ECI European Construction Institute C18402 FPA Fire Protection Association (Silver) 1879

HERS Highways Electrical Registration Scheme SSR427

ILP Institute of Lighting Professionals - ILP Group Membership (Gold Membership) 158

IRF International Road Federation - IRF Subscription

ITS Intelligent Transport Systems - Foundation Membership N/A

LI Landscape Institute 21498 MCSA Midland Construction Safety Association None NEC NEC User's Group - Gold (402) 402 NES Specification Expert (NES) 56181

NGLN New Local Government Network NHD National Hazard Directory (from Network Rail) N/A REA Renewable Energy Association

8 In the UK this condition is satisfied by registration with Companies House or a declaration on oath that the candidate is carrying on business in the trade in question in the UK at a specific place of business and under a specific trading name.



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RFG Rail Freight Group RIA Rail Industry Association

RIBA RIBA

RoSPA RoSPA - Royal Society for the Prevention of Accidents M40900892

SAFE SAFE Contractor NV4188 (was 274331515)

SCI Steel Construction Institute 22 TPS Transport Planning Society

TRADA Timber Research & Development Association (TRADA) 9309

UKGBC UK Green Building Council 10095 WRA World Road Association

1.8. Charities or Housing Association or other Registration number (if this applies). Please specify registering body.

Registering body N/A

Registration number N/A

1.9. VAT registration number

VAT Registration number GB905054942

1.10 Subcontracting and consortia All Potential Providers must answer question 1.11. Where a Potential Provider at this stage of the process intends to sub-contract; they should also answer questions 1.12 and 1.13 below. Where a Potential Provider becomes aware of the intention to subcontract at later stages in the procurement they are required to notify the Council of this and provide the information requested below at that time. Where a Potential Provider is a consortium they should indicate which members are proposing to deliver the services and the respective percentage of the services each will deliver.

NOTE: The Council may ask you to provide the information contained in questions 1.1 to 1.10 for each provider within the consortium. We submit our response to questions 1.11 to 1.13 inclusive as MGWSP, the tendering company for this contract, at the end of PART 1.



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PART 1 – ORGANISATION DETAILS

MGWSP response 1.11 Please tick the box below which applies

a) Your organisation is bidding to provide the services required itself (if ticked, go to question 2)

b) Your organisation is bidding in the role of Prime Contractor and intends to use third parties to provide some services

1.12 If your answer to 1.11 is (b) please indicate in the table below (by inserting the relevant

company/organisation name) the composition of the KEY MEMBERS of the supply chain, indicating which member of the supply chain (which may include the Potential Provider itself or solely be the Potential Provider) will be responsible for the elements of the requirement.

Requirement Company / Organisation

How much of the requirement and what will they directly deliver (%)

Traffic Signals and ITS

To be agreed 80% - Specialist installations and maintenance of Traffic Signals and ITS systems all delivered directly by supply chain partner

Materials testing, road condition surveys and laboratory services

To be agreed 100% - All delivered directly by supply chain partners

Civil Engineering Schemes

To be agreed 35% - General and specialist civil engineering schemes all delivered directly by supply chain partners

Carriageway machine laid surfacing (including surface treatments)

To be agreed 50% - Machine laid surfacing all delivered directly by supply chain partner



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Requirement Company / Organisation

How much of the requirement and what will they directly deliver (%)

Road Marking, Road Studs and High Friction Surface Treatments

To be agreed 100% - Specialist treatments all delivered directly by supply chain partner

Grass Cutting and other horticultural and arboricultural maintenance

To be agreed 70% - All delivered directly by supply chain partner

1.13 If the Potential Provider is a consortium joint venture or other arrangement, please provide details of the constitution and percentage shareholdings. (Please refer to the paragraph Consortia and subcontracting in the Introduction to this PQQ)

Consortium YES

If yes please complete the table below

Organisation Percentage shareholding

May Gurney Limited (Consortium Lead) 60%*

WSP UK Limited 40%*

*The final respective shareholdings of May Gurney and WSP will be determined by the outcome of competitive dialogue



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PART 2 – ORGANISATIONAL CAPABILITY

(15% of Total)

MGWSP response 2.1 Please provide details of the Potential Provider’s principal areas of business activity,

main products and services (for information only)

Brief Description of the Potential Provider’s primary business and main products and services. (1250 characters)

MGWSP is a collaboration between May Gurney Limited and WSP UK Limited that combines the strengths of May Gurney, the largest provider of local authority highways maintenance services, and WSP, a leading design, engineering and management consultancy.

This arrangement brings together an extensive integrated range of complementary skills and experience with the ability to provide full in-house service delivery from conception to completion.

MGWSP has established accredited and integrated management systems and innovative solutions proven to deliver efficiency savings, performance improvements and service satisfaction.

Our highways solutions have resulted in awards from the CIHT, ICE, Green Apple and awards direct from local authorities.

Our proposal is centred on:

• A modern approach with strong technical delivery;

• An excellent understanding of the public sector environment;

• Added-values services that are relevant to our Clients;

• Embedded values that will deliver strong partnership working

• Having systems in place which promote transparency, fulfil the requirements of our contracts and clients and embed good health and safety practice into all our operations

Our approach has provided excellent results; in Northamptonshire, for example, we have achieved cashable efficiency savings of £1m per year and seen public satisfaction rise in every National Transport and Highways survey indicator, the only county, of 23, to do so.

1239 Characters (without spaces)



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2.2 Please provide details of the Potential Provider’s staff numbers engaged on contracts similar to this over the previous 3 years (for information only).

2009-10 2010-11 2011-12

Staff numbers 1867 2083 2117

Managerial Staff 158 157 189

2.3 Potential Providers should provide details of up to three significant and similar contracts which it has performed. Contracts should have been performed during the past three

The contracts should have been provision of an integrated highways service, one of which should include fleet management. The scope of the contracts should be consistent with the scope outlined in the OJEU Notice.

years. Acceptable experience may include local government, trunk road maintenance (Highways Agency, TfL etc), other public sector and private sector services.

Potential Providers should ensure that the organisations listed would be willing to provide a reference for them and be willing to discuss the Potential Provider’s performance with the Council. (The evaluation of information from referees is set out in question 6.1). The Council reserves the right to contact any or all of these companies for a reference and may wish to visit their premises.

Where the Potential Provider is a special purpose vehicle, consortium etc experience can be taken from either organisation.

(15% of marks)



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Contract Details Details of Experience

Contract 1 1. Client name

Northamptonshire County Council

2. Contract title Northamptonshire Highways, Ref: NH11

3. Tender price (£) Estimated annual turnover £40m per annum, based on contract notice for between £500m and £665m

4. Value to date (£) £179.5m

5. Type of work (500 words maximum)

MGWSP, an integrated highway services provider formed by a collaboration between May Gurney and WSP, delivers sustainable transport highway services on behalf of Northamptonshire County Council. The scope of the services provided includes the provision of corporate services, consultancy and operational delivery or ‘policy to potholes’. Across 4,095km of highway, we provide:

• Policy support and advice • Prioritisation of works and services • Network and asset management • Development of 4 year programme • Public rights of way • Transport planning • Major scheme development,

implementation and supervision • Bridges and structures maintenance,

design and implementation • Traffic and safety engineering • Traffic signal network monitoring,

management, maintenance and improvement

• Intelligent transport systems • Development control audit and

supervision • Commercial and contract management • Street lighting • All aspects of routine, reactive and

cyclical maintenance, including winter and emergency response

• Surface dressing • Scheme development and delivery up to

€5m, including improvement and maintenance schemes

• Bidding for CIF/GAF funding • Fleet and vehicle Maintenance



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• Safety inspections

We undertook a strategic review of the highway service organisation within Northamptonshire aiming to improve delivery, client and public communication whilst offering greater value for money. We now deliver the service through four geographical areas based on district council boundaries supported by our own Communications Manager. The benefits of this approach at a local level include greater delivery and accountability, ownership for the staff, enhanced accessibility for the public and a local and improved service delivery. This approach is supported by a cultural change programme to reinforce the ‘One Team’ approach. Throughout the life of the contract we have delivered significant cashable efficiencies, innovation, service transformation and improved customer satisfaction. 262 Words (excluding bullets)

6. Contract start and completion date

March 2008 – March 2016 (8 year term with potential to extend for a further 4 years)



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Lincolnshire County Council

2. Contract title Lincolnshire Highways Alliance

3. Tender price (£) £35m per annum



May Gurney forms part of the Lincolnshire Highways Alliance, together with:

• Lincolnshire County Council as Client • Mouchel, as the Professional Services

Partner • PEEK as the Traffic Signals Partner.

As the Highway Works Term provider we are responsible for delivering across 8,960km of highway divided into four divisions for client management and operational delivery. Aligned to the district boundaries the divisions are:

• East Lindsey • Boston and South Holland • Greater Lincoln and West Lindsey • South and North Kesteven.

The scope of our contract includes:

• Traffic safety and management • Cyclic maintenance – sweeping, gully

emptying, grass and hedge cutting and weed control

• Routine maintenance – minor repairs to footways and carriageways, repairs to boundary fencing and safety fences, replacement of road studs, renewal of road markings and repairs to signs

• Maintenance works to kerbs, footways and carriageways including reconstruction, overlay, resurfacing and surface dressing

• Improvement works including provision of new sections of carriageway, new structures and signs

• Highway structures maintenance –routine maintenance works, minor concrete repairs, maintenance painting, repair of bridge parapets and deck



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expansion joints and waterproofing replacement

• Winter maintenance – precautionary salting and snow ploughing

• Emergency measures – immediate mobilisation in response to requests to deal with any emergency situation arising on the network

• Street lighting maintenance and improvement.

The contract allows for May Gurney to undertake works by agreement in adjacent authority areas or in any of the Lincolnshire District Councils. 227 Words (excluding bullets)


April 2010 – March 2015 (5 year term with potential to extend for a further 5 years)



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East Sussex County Council

2. Contract title East Sussex Highways Ref: 2004/S 43-037375




We manage 2,908km of highway network on behalf of the County Council. We undertake the following services:

• Highway maintenance works including routine and reactive maintenance

• Winter maintenance • Emergency out-of-hours service • Cyclic maintenance • Highways structures maintenance,

including bridges, culverts and retaining walls

• Surface dressing • Carriageway and footway surfacing • Patching works • Road markings and studs • Verge grass cutting • Weed-control • Schemes up to £300k in value (<£100k

Option B, >£100k Option D).

We play a central role in engagement with the public, jointly funding a Communication Manager with East Sussex County Council. The Communication Manager is responsible for engagement with all those affected by our works through the Public Engagement Plan, liaison with County Councillors and Parish Councils and capturing and analysing feedback. We undertake scheme specific surveys to gauge public satisfaction and compare to results received from the resident’s panel and NHT survey. We undertake a quarterly survey of the parishes focusing on specific work streams e.g. grass cutting. We have a Service Level Agreement with the East Sussex Contact Centre. We have introduced a ‘Working in the Public Eye’ training



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programme for all front line operatives. In addition, May Gurney is a founder member of the East Sussex Considerate Contractor Scheme, winning the Most Considerate Contractor award in March 2010. We work in partnership with East Sussex County Council to co-ordinate and manage activities on the highway, minimising network occupancy and disruption. Within the first six months of full Street Works noticing, our level of compliance with the Traffic Management Act was higher than most utility companies. Our team of Noticing Co-ordinators and Planners ensure we have achieved year on year improvements with compliance. Following service transformation we were granted a 3 year extension in 2012. 285 Words (excluding bullets)


October 2005 – September 2015 (7 years plus 3 year extension which has been granted)



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PART 3 – FINANCIAL DETAILS

May Gurney Limited response (Pass / Fail – Risk Based Assessment)

The Council will undertake a general assessment of the level of associated risk based upon the information requested below. As part of its assessment, the Council may request Bankers References (Question 3.7) and /or use an independent credit check of your organisation.

3.1 Please provide the following financial information or an explanation as to why the Potential Provider cannot provide this information

a) A copy of the most recent audited accounts for your organisation that cover the last

three years of trading or for the period that is available if trading for less than three years.

b) A statement of the organisation’s turnover, Profit & Loss and cash flow position for

the most recent full year of trading (or part year if full year not applicable) and an end period balance sheet, where this information is not available in an audited form at (a).

Where (b) cannot be provided, a statement of the organisation’s cash flow forecast

for the current year and a bank letter outlining the current cash and credit facility position.

Please find attached our 2011, 2010 and 2009 audited report and accounts for

May Gurney Integrated Services plc and May Gurney Limited.

3.2 Please provide the company’s turnover for the last three complete financial years.

Year Turnover

2011 £571.4m 2010 £483.1m 2009 £470.3m

NB: Turnover figures for 3.2 – 3.4 inclusive are for May Gurney Integrated Services plc. May Gurney Limited results are included within May Gurney Integrated Services plc report and accounts as well as separate May Gurney Limited accounts.



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3.3 What is your forecast turnover for the current year (excluding the value of this Contract)? If this is lower than turnover for any of the previous three years please provide details of why.

Turnover: £668m

3.4 What percentage of your current turnover relates to type of works, goods or services required within this Contract?

37% of our current turnover relates to highways works and services similar to those within the Suffolk Highways Contract.

3.5 Does your organisation or any parent company have any outstanding claims, litigation or judgments against it or other court orders affecting it which could affect its financial stability or continued existence?

If so, please provide details.

NO

Where a consortium or association is proposed, the information in 3.1 to 3.5 is required for each member company.

3.6 Parent company and/or other guarantees of performance and financial standing may be

required if considered appropriate as well as confirmation of the organisation’s willingness to arrange for a guarantee or a performance bond

Where the potential provider is dependant financially on a parent company to support its application for this procurement, it must indicate in the box below whether a Parent Company Guarantee is available if requested. If the answer is No please give reasons.

Where required, Parent Guarantee Available?

YES



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3.7 Name and address of principal banker.

Bank Name Bank of Scotland

Address

Bank of Scotland Ground Floor Black Horse House Castle Park

Town/City Cambridge

Postcode CB3 0AR

If requested, would you be willing to provide a Banker’s reference? YES



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PART 3 – FINANCIAL DETAILS

WSP UK Limited response (Pass / Fail – Risk Based Assessment)

The Council will undertake a general assessment of the level of associated risk based upon the information requested below. As part of its assessment, the Council may request Bankers References (Question 3.7) and /or use an independent credit check of your organisation.

3.1 Please provide the following financial information or an explanation as to why the Potential Provider cannot provide this information

a) A copy of the most recent audited accounts for your organisation that cover the last three years of trading or for the period that is available if trading for less than three years.

Please find attached our 2010, 2009 and 2008 audited report and accounts for WSP UK Limited and our 2010 and 2009 accounts for WSP Group plc. The 2011 preliminary accounts for WSP Group have been included; the year end accounts for WSP UK will not be available until April. The Group Accounts do make reference to the overall trading of UK; the preliminary revenue for WSP UK in 2011 is £217m.

b) A statement of the organisation’s turnover, Profit & Loss and cash flow position for the most recent full year of trading (or part year if full year not applicable) and an end period balance sheet, where this information is not available in an audited form at (a). Where (b) cannot be provided, a statement of the organisation’s cash flow forecast

for the current year and a bank letter outlining the current cash and credit facility position.

3.2 Please provide the company’s turnover for the last three complete financial years.

Year Turnover

2011* £217m 2010 £200.3m 2009 £237.9m

2008** £215.5m

* this is a preliminary figure taken from preliminary 2011 WSP Group Accounts

**Please note that the entire trading operations of the following companies were transferred to WSP Buildings Limited on the 11th January 2008. On the same date the company changed its name from WSP Buildings Limited to WSP UK Limited:

• WSP Civils Limited • WSP Development & Transportation Limited • WSP Management Consultants Limited • Edunova Limited • Knowledge Solutions Limited



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• Furthermore the 2008 statutory financial statements of WSP UK Limited reflect the trading of the company Integrated Building Services Design Partnership plc which was transferred to WSP UK Limited on 1st May 2008. It also includes a proportion of the results of the following unincorporated consortiums:

- Carillion - WSP consortium - May Gurney - WSP consortium

3.3 What is your forecast turnover for the current year (excluding the value of this Contract)? If this is lower than turnover for any of the previous three years please provide details of why.

Broadly in line with last year’s turnover figure of £217m.

This is lower that our turnover in 2009 due to the worsening economic situation in 2009/10 and the impact of government spending cuts; it was also impacted by the ending of the Area 12 Highways Agency MAC contract.



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3.4 What percentage of your current turnover relates to type of works, goods or services required within this Contract?

27% relates to highways works and services similar to those within the Suffolk Highways Contract.

3.5 Does your organisation or any parent company have any outstanding claims, litigation or judgments against it or other court orders affecting it which could affect its financial stability or continued existence?

NO If so, please provide details.

N/A

Where a consortium or association is proposed, the information in 3.1 to 3.5 is required for each member company.

3.6 Parent company and/or other guarantees of performance and financial standing may be

required if considered appropriate as well as confirmation of the organisation’s willingness to arrange for a guarantee or a performance bond

Where the potential provider is dependant financially on a parent company to support its application for this procurement, it must indicate in the box below whether a Parent Company Guarantee is available if requested. If the answer is No please give reasons.

Where required, Parent Guarantee Available?

YES



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3.7 Name and address of principal banker.

Bank Name Barclay’s Corporate

Address

Business Service Team Level 27 Canary Wharf

Town/City London

Postcode E14 5HP

If requested, would you be willing to provide a Banker’s reference? YES



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PART 4 – INSURANCE

May Gurney Limited (Pass / Fail – Insurance must be held to the minimum levels stated)

Please provide evidence by means of broker’s certificate of the employers' liability, public liability insurance, product liability insurance and professional indemnity insurance held by the Potential Provider. The evidence should include the name of the insurers, policy numbers, expiry dates and limits for any one incident and annual aggregate caps and the excesses under the policies.

4.1 Employers’ liability insurance (This contract requires a minimum of £5m Employers Liability Insurance per occurrence)

Name of insurer Zurich Insurance plc

Address

Zurich Global Corporate UK

London Underwriting Centre

3 Minster Court

Mincing Lane

London

EC3R 7DD

England

Type of insurance Employers liability insurance

Policy numbers LB1115848

Expiry date 31st May 2012

Limits of indemnity (per occurrence and aggregate)

£25,000,000 each and every occurrence or series of occurrences arising out of one source or original cause including all costs and expenses, limited to £5,000,000 in respect of Terrorism.

Excess (if any) Nil



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4.2 Public liability insurance (This contract requires a minimum of £10m Public Liability Insurance per occurrence)


Address

Zurich Global Corporate UK London Underwriting Centre 3 Minster Court Mincing Lane London EC3R 7DD England

Type of insurance Public liability insurance




£10,000,000 each and every occurrence

Excess (if any) £10,000 each and every loss.



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4.3 Product Indemnity Insurance (This contract requires a minimum of £5m per occurrence)


Address


Type of insurance Product Liability Insurance




£10,000,000 each and every occurrence and in the aggregate in the period of insurance plus one automatic reinstatement.

Excess (if any) £10,000 each and every loss.



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4.4 Professional Indemnity Insurance (This contract requires a minimum of £5m Professional Indemnity Insurance per occurrence)


Address


Type of insurance Professional Indemnity Insurance




£10,000,000 any one claim or series of claims arising from one single incident and in the aggregate for the period of insurance (plus two automatic reinstatements "Round the Clock" basis and unlimited reinstatements where required by contract).

Excess (if any) £250,000 each and every claim or series of claims arising out of one single incident.



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PART 4 – INSURANCE

WSP UK Limited (Pass / Fail – Insurance must be held to the minimum levels stated)

Please provide evidence by means of broker’s certificate of the employers' liability, public liability insurance, product liability insurance and professional indemnity insurance held by the Potential Provider. The evidence should include the name of the insurers, policy numbers, expiry dates and limits for any one incident and annual aggregate caps and the excesses under the policies.

4.1 Employers’ liability insurance (This contract requires a minimum of £5m Employers Liability Insurance per occurrence)

Name of insurer Zurich Insurance Ltd

Address Zurich Insurance, Sunley House, 4 Bedford Park, Croydon CR0 2AP

Type of insurance Employers Liability Insurance

Policy numbers EA466314

Expiry date 31/12/2012


£10,000,000 any one event

Excess (if any) Nil



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4.2 Public liability insurance (This contract requires a minimum of £10m Public Liability Insurance per occurrence)

Name of insurer Zurich Commercial

Address Zurich Insurance, Sunley House, 4 Bedford Park, Croydon CR0 2AP

Type of insurance Public Liability Insurance

Policy numbers AB466320



£10,000,000 any one claim

Excess (if any) Nil

4.3 Product Indemnity Insurance (This contract requires a minimum of £5m per occurrence)

Name of insurer COBRA London Markets Ltd. Underwritten by ACE Europe

Address

110 Fenchurch Street, London, EC3M 5JT

Type of insurance Contractors All Risks

Policy numbers GB00009325EV10A

Expiry date 31 December 2012


£10,000,000 any one loss

Excess (if any) Nil



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4.4 Professional Indemnity Insurance (This contract requires a minimum of £5m Professional Indemnity Insurance per occurrence)

Name of insurer Lockton Insurance Brokers Various underwriters at Lloyds

Address

Lockton Companies LLP The St Botolph Building 138 Houndsditch London EC3A 7AG

Type of insurance Professional Indemnity Insurance (PII) is the insurance policy which responds to claims of negligence and/or breach of contract made by a client against WSP.

Policy numbers P1033919



Not Less than £5,000,000 and any one claim and in the aggregate subject to unlimited reinstatements

Excess (if any) £250,000



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PART 5 – BUSINESS PRACTICES

(20% of Total)

MGWSP Response

5.1 Does the Company have a written Equal Opportunities Policy? Please note that this may be requested at a later time

YES

5.2 Please summarise your policy and procedures for management of health and safety. Please note that copies of Health and Safety Plans and other procedures may be requested at a later time.

Please state the Accident Frequency Rate (AFR), numbers of RIDDORs, details of health and safety enforcement actions and prosecutions against the company for each of the past 3 years and what actions you have taken as a result.

(1000 words maximum)

MGWSP has a health and safety (H&S) policy statement, reviewed annually as a minimum by the MGWSP Board. This policy has been created using both May Gurney and WSP’s company H&S policies to reflect both companies’ best practice in delivering operations safely, both from an operational and professional services perspective.

We have a moral and legal duty to look after the H&S not only of our employees, but also of everyone with whom we come into contact whilst carrying out our duties. This includes a "duty of care" to give advice and assistance, if necessary, to our customers to enable them to meet the same H&S criteria. In line with our policy we:

• Identify, plan, reduce, control and monitor risks arising from our undertakings • Develop best practice throughout the company • Consult and communicate our H&S values to develop and implement best practice

from external and internal sources • Inform and develop our supply chain duties and responsibilities • Ensure that employees understand that they are responsible for H&S

All our employees have responsibility for H&S. Our policy and procedures specifically identify responsibilities and accountability including the reporting of incidents; refer key roles to figure 5.2a.

The MGWSP Board has responsibility for ensuring compliance with H&S policy and procedures. H&S performance standards are set and monitored at all Board and management team meetings on a monthly basis.



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Fig. 5.2a: MGWSP H&S governance

The Operations Director is responsible for H&S across all contracts and receives instruction and guidance from the SHE Director who, in turn, benefits from H&S best practice from May Gurney and WSP.

At contract level the General Manager is responsible for H&S performance, management system, communication and sets a personal example to all contract employees. Managers, Team Leaders and Supervisors provide the first H&S point of contact for all employees and are responsible for H&S on a daily basis, and will deliver regular toolbox talks and H&S briefings. The contract SHE Advisor will provide advice to all employees on H&S matters and will be responsible for maintaining near miss records, carrying out regular auditing and inspections.



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To comply with H&S legislation and our H&S policy statement at contract level we:

• Employ our Integrated Management System (IMS) • Ensure compliance with CDM Regulations and prepare a Pre and Construction

Phase Plan • Ensure employees receive appropriate training • Ensure employees understand their H&S responsibilities and that H&S issues are

communicated regularly • Ensure that employees have correct PPE • Ensure that all works are carried out in accordance with CDM Regulations and

nominate a CDM Co-ordinator as appropriate • Carry out a regime of regular audit and inspection • Monitor performance at monthly meetings.

As part of our ISO 9001, ISO 14001 and OHSAS 18001 accredited IMS we operate a H&S management system which governs H&S on all our contracts. The system is a set of comprehensive, controlled documents, maintained in electronic format on our intranet. The system contains our policies, plans, processes, procedures, and risk assessments

We adhere to our duties under CDM regulations including that of Designer and Principal Contractor and ensure that a CDM Co-oordinator is appointed as necessary.

We assess the competency of all TUPE transferred employees and our subcontractors to ensure they are suitably trained and experienced to carry out their duties. We compare qualifications against our highways specific training and competency matrix which details minimum standards (see attached). All our employees and subcontractors undergo an extensive safety-training programme.

Site inductions, briefings and toolbox talks are used to ensure a consistent H&S message is relayed to all employees and supply chain. Toolbox talks are undertaken at least monthly, and in response to any revisions of the Site Management Plan or following a SHE incident. Toolbox Talks provide a 'top-up' of H&S awareness and allow relevant H&S topics to be discussed with a view to continual improvement. They also ensure that any changes to legislation or industry best practices are cascaded to employees.

We have introduced our award winning behavioural safety training initiative Making a Difference (MAD). MAD training is mandatory for all employees and is based on the way the mind works. ‘Take 10’ evaluates the potential risks of each situation and plan, ‘lead by example’ and to 'walk over' address potential hazards instead of walking by.

We have a continuous programme of inspections and internal audits. Senior managers and directors from across the business carry out a series of regular focused inspections in addition to ad-hoc inspections. We also undertake a range of additional audits and reviews:

• External: six monthly by LRQA • Internal: nominated auditors to review processes, procedures, KPI, non compliances

or improvements raised as corrective actions • SHE inspection: Minimum of one depot or site inspection per month reported and

discussed at monthly management meetings • Focus Inspections by Managers and Supervisors



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• Regular CDM reviews • Depot and Office Inspections • Management Review: six monthly reviews to define the actions required to review

the effectiveness of our IMS and develop improvement plans • Risk assessment review: SHE Advisor will review all risk assessments annually. Staff

and operatives informed through briefings and tool box talks • Near Miss reporting: hazard observations recorded on a daily basis from the

site/depot employees • Accident and incident investigations • Regular review of SHE Business Improvement Plan

We hold the following meetings:

• Monthly Contract Safety review meeting - attended by the Operations Manager, Team Leaders, Supervisors, our subcontractors and SHE Advisor, to discuss H&S issues

• Monthly Contract review - this involves Managers, Supervisors, employees reps, unions and CDM Co-ordinator, to review H&S performance

• Quarterly General Manager meetings - to share best practice and discuss lessons learnt from across all our contracts

• Monthly Operations meetings - Held by the Operations Director and attended by all the Regional Directors

934 Words (excluding bullets and figure captions)

RIDDORs

The RIDDOR events for MGWSP for the past three years are detailed in the table below:

Accident Severity 2009 2010 2011 to date

RIDDOR 0 0 1 Fatal 0 0 0 3+day 0 0 0 Dangerous Occurrences 0 0 0 Major 0 0 0 AFR 0.0 0.0 0.13

Within the last three years there have been no enforcement notices issued against MGWSP. We have had one reportable disease in September 2011; this means our current AFR because of this is 0.13.

This disease was picked up during an Occupational Health assessment. The following actions were taken to prevent a reoccurrence:

• We reviewed the relevant risk assessments • We communicated the incident during operative safety meetings • The HSE undertook a full review of our systems and gave us a clean bill of health



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5.3 Has the Company received approval of its Quality Assurance Systems, with regard to ISO9001/2 or equivalent, and its Environmental Management Systems to ISO14001 or equivalent? If yes, please enclose copies of the certificates of accreditation

If not, please indicate if the Company has made efforts to achieve them and what they are

YES Please find attached our certificates from LRQA accrediting MGWSP to ISO 9001, 14001 and OHSAS 18001 standards.



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PART 6 – EXPERIENCE AND REFERENCES

(65% of Total)

MGWSP Response 6.1 Please provide three referees relating to the Potential Provider’s experience of contracts for

similar goods, services or works to this. The referees must correspond to the reference contracts in Question 2.3. The Council will contact 2 of the referees, of its own choosing, to discuss the Potential Provider’s performance and, whilst unlikely, will reserve the right to visit their premises.

Contract 1 1. Client name, address, telephone

Northamptonshire County Council

Highways, Transport & Infrastructure Northamptonshire County Council Riverside House Bedford Road Northampton NN1 5NX Tel. 01604 364401

2. Contact name and position Steve Lilley Contracts Management Team Leader Transport & Highways Northamptonshire County Council Email: [email protected]

3. Contract title Northamptonshire Highways Services Contract Ref: NH11

4. Tender price (£) Estimated annual turnover £40m per annum, based on contract notice for between £500m and £665m


6. Type of work MGWSP, an integrated highway services provider formed by a collaboration between May Gurney and WSP, delivers sustainable transport highway services on behalf of Northamptonshire County Council. The scope of the services provided includes the provision of corporate services, consultancy and operational delivery or ‘policy to potholes’.




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Across 4,095km of highway, we provide: • Policy support and advice • Prioritisation of works and services • Network and asset management • Development of 4 year programme • Public rights of way • Transport planning • Major scheme development,

implementation and supervision • Bridges and structures

maintenance, design and implementation

• Traffic and safety engineering • Traffic signal network monitoring,

management, maintenance and improvement

• Intelligent transport systems • Development control audit and

supervision • Commercial and contract

management • Street lighting • All aspects of routine, reactive and

cyclical maintenance, including winter and emergency response

• Surface dressing • Scheme development and delivery

up to €5m, including improvement and maintenance schemes

• Bidding for CIF/GAF funding • Fleet & vehicle Maintenance • Safety inspections

We undertook a strategic review of the highway service organisation within Northamptonshire aiming to improve delivery and client and public communication whilst offering greater value for money. We now deliver the service through four geographical areas based on district council boundaries supported by our own Communications Manager. The benefits of this approach at a local level include greater delivery and accountability, ownership for the staff, enhanced accessibility for the public and a local and improved service delivery. This approach is supported by a cultural change programme to reinforce the ‘One Team’ approach.



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Throughout the life of the contract we have delivered significant cashable efficiencies, innovation, service transformation and improved customer satisfaction.

7. Contract start and completion date March 2008 – March 2016 (8 year term with potential to extend for a further 4 years)



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Lincolnshire County Council

County Offices Newland Lincoln LN1 1YL Tel: 01522 552 222

2. Contact name and position Paul Rusted Head of Highways Client Services Tel. No. 01522 782070 [email protected]

3. Contract title Lincolnshire Highways Alliance



6. Type of work May Gurney forms part of the Lincolnshire Highways Alliance, together with:

• Lincolnshire County Council as Client

• Mouchel, as the Professional Services Partner

• PEEK as the Traffic Signals Partner.

As the Highway Works Term provider we are responsible for delivering across 8,960km of highway divided into four divisions for client management and operational delivery. Aligned to the district boundaries the divisions are:

• East Lindsey • Boston and South Holland • Greater Lincoln and West Lindsey • South and North Kesteven.

The scope of our contract includes:

• Traffic safety and management • Cyclic maintenance – sweeping,

gully emptying, grass and hedge cutting and weed control

• Routine maintenance – minor




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repairs to footways and carriageways, repairs to boundary fencing and safety fences, replacement of road studs, renewal of road markings and repairs to signs

• Maintenance works to kerbs, footways and carriageways including reconstruction, overlay, resurfacing and surface dressing

• Improvement works including provision of new sections of carriageway, new structures and signs

• Highway structures maintenance –routine maintenance works, minor concrete repairs, maintenance painting, repair of bridge parapets and deck expansion joints and waterproofing replacement

• Winter maintenance – precautionary salting and snow ploughing

• Emergency measures – immediate mobilisation in response to requests to deal with any emergency situation arising on the network

• Street lighting maintenance and improvement.

The contract allows for May Gurney to undertake works by agreement in adjacent authority areas or in any of the Lincolnshire District Councils. (264 Words)

7. Contract start and completion date April 2010 – Match 2015 (5 year term with potential to extend for a further 5 years)



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East Sussex County Council

East Sussex County Council St. Annes Crescent Lewes East Sussex BN7 1UE Tel: 01273 482272

2. Contact name and position Roger Williams Head of Highways East Sussex County Council [email protected]

3. Contract title East Sussex Highways Ref: 2004/S 43-037375



6. Type of work We manage 2,908km of highway network on behalf of the County Council. We undertake the following services:

• Highway maintenance works including routine and reactive maintenance

• Winter maintenance • Emergency out-of-hours service • Cyclic maintenance • Highways structures maintenance,

including bridges, culverts and retaining walls

• Surface dressing • Carriageway and footway surfacing • Patching works • Road markings and studs • Verge grass cutting • Weed-control • Schemes up to £300k in value

(<£100k Option B, >£100k Option D).




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We play a central role in engagement with the public, jointly funding a Communication Manager with East Sussex County Council. The Communication Manager is responsible for engagement with all those affected by our works through the Public Engagement Plan, liaison with County Councillors and Parish Councils and capturing and analysing feedback. We undertake scheme specific surveys to gauge public satisfaction and compare to results received from the resident’s panel and NHT survey. We undertake a quarterly survey of the parishes focusing on specific work streams e.g. grass cutting. We have a Service Level Agreement with the East Sussex Contact Centre. We have introduced a ‘Working in the Public Eye’ training programme for all front line operatives. In addition, May Gurney is a founder member of the East Sussex Considerate Contractor Scheme, winning the Most Considerate Contractor award in March 2010. We work in partnership with East Sussex County Council to co-ordinate and manage activities on the highway, minimising network occupancy and disruption. Within the first six months of full Street Works noticing, our level of compliance with the Traffic Management Act was higher than most utility companies. Our team of Noticing Co-ordinators and Planners ensure we have achieved year on year improvements with compliance. Following service transformation we were granted a 3 year extension in 2012.

7. Contract start and completion date October 2005 – September 2015 (7 years plus 3 year extension granted)



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6.2 Please provide details of contracts similar to this contract where you have managed multiple TUPE transfers from different sources and restructured teams to produce more efficient and effective highways service delivery and maintained service continuity. How was this achieved and what outcomes were realised? (1,000 words maximum)

We have experience of effectively managing multiple TUPE transfers from different sources ensuring seamless transfer and service continuity. Over the past four years we have successfully mobilised over £2bn worth of contracts delivering services similar to this, and carried out 1st, 2nd and 3rd generation TUPE transfers of over 1,000 personnel as detailed below:

Contract Contract Start Date Mobilisation Period

TUPE Transfer No. (Generation)

Number of TUPE sources

LB Richmond Street Lighting

Aug 2011 3 months 10 (Various) 1

Medway Street Lighting

April 2011 3 months 11(1st) 1

Surrey Highways April 2011 5 months 140 (3rd) 2

Torbay Joint Venture Company

July 2010 4 months 320 (1st) 1

Lincolnshire Highways

April 2010 4 months 318 (1st & 2nd) 3

Norwich City Highways

April 2010 2 months 35 (2nd) 1

LB Merton Street Lighting

Sept 2009 3 months 5 (3rd) 1

LB Waltham Forest Street Lighting

April 2009 3 months 8 (1st) 1

Area 8 Highways Agency MAC

Sept 2008 3 months 87 (Various) 1

Northamptonshire Highways

April 2008 2 months 195 (1st& 3rd) 2

Wokingham Highways Term Commission

April 2008 3 months 15 (various) 2

Our approach to all TUPE transfers focuses on achieving agreed short, medium and long term service outcomes:

• Short Term – Service continuity, develop relationships, create “One Team” culture, instil new ways of working, provide service resilience

• Medium Term – Service consolidation, service development, service transformation, service integration, consolidate service resilience

• Long Term – Continuous improvement on short and medium term outcomes ensuring a flexible and resilient service.



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Our effective management of the TUPE process creates the foundation for achieving these service outcomes. We do this through;

• Early proactive engagement with the current employers human resources (HR) teams

• Early communication through group presentations to all TUPE transferees • Early assessment of skills, competencies and capabilities of all transferees

particularly where multiple sources are involved • Detailed Day 1 induction involving all TUPE transferees.

A summary of our TUPE transfer process is detailed below:



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Fig 6.2a: TUPE transfer process



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Surrey Highways Contract Surrey Highways Contract involved TUPE transfer of 140 3rd generation employees from 2 incumbent providers. The contract involved merging 2 previous contracts East and West of the County into a single countywide contract. We delivered an efficient and effective service and maintained service continuity by;

• Ensuring 90% TUPE transfer of staff through robust early engagement and clear communication ensuring retention of skills and knowledge and service continuity

• Carrying out a thorough assessment of transferees’ skills and competencies resulting in a restructuring of fragmented unbalanced teams into focused functional service area teams ensuring efficient and effective operational delivery. This resulted in £700,000 of savings within the first 4 months of service

• Process mapping of “as is” and “to be” operational practices resulting in restructuring and optimising winter service delivery team from 7 depots to 4 depots achieving a reduction of 4 gritters whilst maintaining the road length treated and releasing capital from existing Council assets. This enabled SCC to add an additional 107miles of network to be treated.

• Implementing a cultural change programme involving all May Gurney and Council employees creating “One Team” with a single culture and aligned objectives improving customer satisfaction in the service.

Our overall approach has provided long term benefits for Surrey. David Hodge, Deputy Leader of Surrey County Council, said, “Driving down supplier costs, like bringing in the new highways contractor, May Gurney, will save £20 million over four years.”

Northamptonshire Highways Contract Northamptonshire Highways Contract involved TUPE transfer of 195 1st and 3rd generation employees from the County Council and incumbent provider. We delivered an efficient and effective service and maintained service continuity by:

• Providing existing staff as “buddies” to transferees providing support and guidance to ensure systems and procedures were followed. This facilitated smoother transition into the new ways of working

• Carrying out early induction of winter and emergency staff prior to transfer ensuring we were able to carry out full winter service on day 1 providing service continuity and to date no KPI failures

• Undertaken cultural change workshops with the Client to facilitate a customer focused service

• Restructuring service delivery into area based teams with greater ownership and accountability resulted in a more responsive service that has enabled us to deliver the budget with increases workload, year-on-year savings, and continuous improvement of public satisfaction ratings with the service. We have improved delivery and feedback of large capital schemes (CPDU) and a Green Apple award for our gulley emptying service. Integration with the Council will result in savings of £1.9m when complete.

A staff survey and interviews held six weeks after contract commencement showed that 82% of the transferred staff found our induction day informative and useful.



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The following are extracts from these interviews:

“I can’t fault the mobilisation, you all did an amazing job in such a short period of time”

“I was impressed by the professionalism of the induction day”

“We were out working and fixing faults on the second day, a pretty good seamless change over”

Lincolnshire Highways Contract Lincolnshire Highways contract involved TUPE transfer of 318 1st and 2nd generation employees from Lincolnshire County Council, and two incumbent providers. We delivered an efficient and effective service and maintained service continuity by;

• Embedding “Integration Managers” within the mobilisation team who promoted integration creation of single culture across the Alliance

• Co-located early during mobilisation with incumbents, LCC and other Alliance partners creating a foundation for smooth service transition and delivery

• Holding a single induction day including other Alliance partners ensuring a single message and visible demonstration of Alliance working. This resulted in a consistent standard of service delivery aligned to the same objectives

• Assessing staff training and capability during mobilisation and identifying gaps ensuring additional staff were brought in prior to day 1 whilst training was undertaken

This ensured a consistent standard of service delivery in a safe manner resulting in Zero AFR for the first year of the contract, 100% safety inspection compliance, reduced service strikes and reduction in lost time.

985 words (excluding bullets and figure caption)



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6.3 Please provide details of contracts similar to this contract where you have taken a proactive approach to seeking efficiencies and savings in service delivery and the implementation of ongoing efficiency gains, innovation and continual improvement throughout the life of the contract. How was this achieved and what outcomes were realised? (1,000 words maximum)

We take a proactive approach to achieving ongoing service efficiencies on our contracts by:

• Having a parent company structure that supports the sharing and benchmarking of data, resources, skills and best practice across our business.

• Removing waste in delivery through our ‘driving performance’ daily review process • Using our R&D teams and membership of professional and trade organisations to

ensure access to the latest products, innovations and industry best practice • Embedding our Integrated Management System, including continual improvement

loop for all processes and procedures • Using contract business improvement plans and transformational route maps,

linked to a performance framework to identify strategic service changes • Creating an innovative culture, where people are valued and incentivising them to

deliver improvements through our ‘Ideas of the Month’ programme • Supporting our teams by employing Business Improvement specialists • Using contract specific innovation working groups to provide tactical service

improvements and innovations with formal savings sharing mechanism

As a result of the implementation of the approach described above, we are able to provide examples of similar contracts where we have delivered service efficiencies and savings:

Project How this was achieved Outcomes

Transformation project, East Sussex

A joint working team of May Gurney, and East Sussex County Council reviewed the highways service and developed a road map of transformation, based on the MGWSP approach, which includes:

• Improving asset data and management, moving to a ‘needs based approach’

• Establishing joint business processes for all operations

• Implementing a joint control hub for works programming, scheduling and management

• Integrating the organisation structure into one team

The transformation will be completed by April 2012 with anticipated saving of £1.7m.



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New Highways Maintenance Initiative (NHMI), Northants

The purpose of the NHMI was to tackle the worsening road and footway condition through a more effective way of working. We developed budget expert, a system to allocate budgets to individual assets based on a priority weighting system. We reviewed intervention levels, extending urgent (24 hour) but not emergency repairs to 5 days and lower category (28 day and 3 months) work to 6 months. We focused on first time permanent repairs and preventative maintenance.

£450k + efficiency savings in 2011/12; preventative maintenance surface treatments increased by 46%, temporary repairs reduced to <10%, third party claims reduced by 48%, and customer reports of potholes fell by 23%. Only County Council to achieve improvement in NHT survey for ‘condition of road surfaces’ and ‘speed of repair to damaged road surfaces’.

Street lighting end to end process review, Essex

A joint working team of May Gurney and Essex County Council reviewed the street lighting delivery process from initial demand through to payment. A simpler end-to-end workflow was introduced. The Council and May Gurney became co-located.

Improved repair time from 5 working days to 4. Ongoing savings of £280k p.a. (10% of the budget).

Depot improvements, Surrey

We undertook a 5 day rapid improvement exercise (Kaizen blitz) to reorganise the principal depot to improve flow in/out of the depot.

45 minutes per gang per day saved in non-productive time.

Operational control hub, Northants

We constructed a ‘control hub’, managed by our programming and network co-ordination team. Operational controllers challenge performance and productivity, manage incidents, programme and schedule works. The hub manages 25,000 ‘work events’ per annum.

£550k saved through more time spent carrying out works, reduced fuel usage and fewer abortive jobs.

Street lighting replacement programme, Royal Borough of Kingston

We installed Philips CosmoPolis lighting, which provides natural white light and is 30% more energy efficient than conventional lighting, replaced illuminated bollards with solar bollards and non-illuminated bollards and implemented of electrical control gears which are permanently dimmed by 25%. We installed a PECU array at our depot for dynamic energy monitoring.

17% reduction in energy consumption, 2,294 tonnes of CO2 saved per annum

Winter service review, Essex

Introduced Exactrak and digitised and optimised routes. Consolidated the weekly plant and emergency standby into an annual lump sum, replaced conventional 6mm salt with an ABP treated salt (Safecote)

£175k saved and 25% reduction in spread rates.

Walk, talk and build approach, Surrey

Implementation of walk, talk and build on the surface treatment maintenance programme. Enabled delivery of a 1,680,000m2 of carriageway in 2011.

50% increase in the area surface treated from previous year. 25% reduction in resources required to deliver the surface treatments programme



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Winter service review, Northants

We amended the Policy on winter treatment times as part of an optimisation and thermal mapping process, reduced the number of routes from 31 to 27, changed salt type and introduced liquefied de-icing solution for use on footways.

£340k saved with increase in network coverage to cover an additional 80 villages.

Gully emptying service, Northants

We developed a needs based service, based on asset and condition data we collected, focusing on areas of highest risk. Moved the service to lump sum and constructed two de-watering facilities.

£110k p.a saving. Green Apple award received in 2010.

Efficiency and Scrutiny Group (ESG), Norfolk

The ESG is chaired by the Councils’ Transport Programme Manager and driven by senior managers. The ESG ensures innovations are introduced and savings realised. The value of savings is dependent on where the innovation initiative is generated based on a sliding scale, with the Council retaining a minimum of 50%.

£7.5m savings generated to date through staff integration, combined depots and offices, target cost savings and other service innovations.

Structure and service review, Wokingham

Developed a single management structure – team appointed on best person for the job. Co-located teams. Further service integration.

£250k saving, equating to 10% of budget.

Integrated team review, Northants

Working with the Council we are moving to a totally integrated team based on best person for the job. Phase 1 is complete with Phase 2 being implemented resulting in the wider integration of the full service. We have a road map for total integration.

£1.9m p.a saving once the process is complete.




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6.4 Please provide details of contracts similar to this contract where you have implemented service management systems that are integrated between Employer, contractor and supply chain. How was this achieved and what outcomes were realised? (500 words maximum)

Northamptonshire Highways contract We operate an Integrated Management System (IMS) that defines interaction with Client processes, procedures and systems to give an integrated, transparent and flexible approach. Our IMS has been developed specifically for our highways contracts and therefore contains procedures and systems tailored to that sector, with the objective of continual improvement in service provision.

Fig. 6.4a: IMS front page

Our approach is one of full integration between ourselves, our supply chain and the Client. We have achieved this by using Microsoft SharePoint, which facilitates the sharing of information and documentation between all parties and has negated the need the time consuming transfer of hardcopy information between parties.

MGWSP Manager is the backbone of our ICT systems. MGWSP Manager is fully flexible and scalable for differing contract arrangements. Being web-based the system can be accessed by our Client and key subcontractors via a secure Internet connection. MGWSP Manager has interfaces with the Client’s Exor system and comprises of a suit of permission-based contract management modules including:



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• Schemes management • Works Management (Defects) • Financial Reporting and Spend Profiling • Performance Reporting

The system enables a transparent approach to our operations by allowing the Client to view all related data and information, including the ability to drilldown to the cost of individual defect repairs and purchase orders. The operational activities of both the supply chain and MGWSP are monitored through our control hub in real-time. Through MGWSP Manager Dashboards the Client, supply chain and MGWSP have the ability to monitor works as they happen.

Fig. 6.4b: Snapshot of MGWSP Manager showing financial reporting tools

Performance is managed through a suite of 35 jointly agreed and developed contractual KPIs, which our supply chain also works towards. These KPIs align to the Client Transport and Highways strategy and comprises of service provider and whole service measures. We have our own performance dashboard that assesses a wide range of themes. The two tools give a strong alignment to the Council’s objectives, EFQM outcomes and a value for money assessment.

As a result we have seen year-on-year improvements including community satisfaction up by 18% (see figure 6.4c) and yearly efficiency savings of £1m.



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Fig. 6.4c Community satisfaction results 2008/09 – 2010/11

We have demonstrated continuous improvement over the life of the contract and our system is recognised as market-leading.

East Sussex County Council (ESCC) We are working with ESCC on a transformation project that will change the traditional client/contractor arrangement to that of an integrated service. This meant eliminating ‘man-marking’, aligning and maximising complementary skills and creating an integrated governance structure.

We have developed over 50 end-to-end processes with ESCC that are focussed on measuring and improving customer services. These processes are communicated through the next generation of business process management systems, Barium Live. This innovative system drives workflow. This means that the progress of each project, task or work order is open and visible. As result it is easier to identify working effectiveness and efficiency opportunities. The process is expected to generate a saving of £1.7m.

478 words (excluding bullets and figure captions)



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6.5 A key objective of this contract is to support the local economy and encourage business growth. Please provide details of how you have achieved this whilst delivering a contract similar to this one and what outcomes were realised? (1000 words maximum)

Our policy is based on six key policy objectives that ensure we support the Council’s key objective of ‘driving Suffolk’s economic development’. Underpinning these is the principle that ‘we spend the money where we earn the money’. Our six objectives are to:

• Increase the number of people we employ directly • Use local based companies • Manage our works so as to minimise congestion • Bring in additional money into the area • Support young people into work • Play an active role in the local business community

Our success is best demonstrated by our (similar) contract for Northamptonshire County Council (NCC).

Increasing the number of directly employed staff At contract start we wanted to ensure that we had a well-trained, managed and motivated workforce that provided a resilient and flexible approach to delivering the service. Over the first two years we increased the number of directly employed operatives from 56 to 74 (32% increase). As a result, all our responsive and medium sized construction gangs are currently directly employed local people. We use our own staff for professional services: over 95% live in the local area.

This increase in directly employed operatives has encouraged the development of local skills and knowledge, provided greater flexibility of resource use and enabled better succession planning. We also support skills and learning for the future by investing around £1,000 per operative per year in training and development. This provides a stronger skills base for the county for incoming businesses.

Using local businesses We always use local companies where they have the skills and are competitive.

For example, in our Northamptonshire contract 76% of our subcontractor expenditure (£16 million of £21 million) is spent on local suppliers. As well as supporting the economy of the area we have benefited from a good value and responsive supply chain.

We also intervened to keep an important local subcontractor operational. NORDIS signs was a County Council run company that employed around 18 disabled staff making road signs. However from 2007 it was making a loss and facing closure. We took over the business in 2010 and by improving the operation including sourcing new clients returned the company to



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profit. As a result the 18 jobs were saved and two new jobs were created.

Minimising congestion Congestion impacts on business viability. We plan and time our works effectively through our control hub to minimise our effect on network users. For example we now repair 90% of defects permanently first-time. The figure was 20% at the start on the contract – this translates to over 4,000 reduced working hours per year on the network.

The £2.3m Kingsthorpe corridor scheme, in a very busy urban area in Northampton, had allocated funding across two financial years. This would have meant both working during the worst winter period and impacting on Christmas trading. We forward funded £1.5m so that the scheme could be undertaken in 2011.

The outcome was works completed three weeks ahead of time and before the Christmas shopping period. This was very beneficial to the local retail community.

Bringing additional money into the area We have developed a focused approach to bidding for additional funds and have bid successfully for £12m of Community Infrastructure Fund money for schemes within Northamptonshire County. In addition we obtained major scheme funding from DfT for the Corby Link Road. This £35m project will directly support local businesses.

Similarly, we have supported NCC by forward funding work in order to unlock schemes. For Northampton bus interchange we funded approximately £0.5m design work, in advance of budget approval. This unlocked the £6.5m scheme; the project will be substantially delivered by local contractors.

We are also working with NCC, West Northamptonshire Development Corporation and Network Rail to move forward a multi-million project to rebuild and remodel Castle Station in Northampton by providing rail design and construction advice and linking this to the commercial benefits of retail development on the site.

Our approach has facilitated over £50m of additional construction related income to Northamptonshire.

Supporting people into work In February 2010 we took part in the Future Jobs Fund (FJF). This aimed to create 200,000 new jobs across the country, primarily for 18-24 year olds, who had been out of work for nearly a year.

MGWSP took on 3 candidates to provide a robust programme of skills based work. One joined our operative gang for eight months, another learnt office based skills before entering further education and one is now part of the Control Hub team.

In other examples, we have worked with the Nene Valley Trust, Northamptonshire Probation Service and Norwich Prison to provide training and employment. The May Gurney Foundation has recently provided £50,000 to 17 social enterprises, including, for example, Workwise which caters for people with mental health issues.

We take part each year in the Engineering Education Schemes and have worked with students in schools across Northamptonshire to give hands-on experience of engineering projects. We are active members of STEMNet and have sponsored a ‘Bridge-to-School’ event at Duston School, Northampton for the last two years.



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Playing an active role in the business community We are strategically involved in business development as members of the Northamptonshire Chamber of Commerce, the Northamptonshire Construction Forum and Northamptonshire Cares that provide opportunities for effective local networking and business support.

We have worked with the local LEP – Northamptonshire Enterprise Partnership (NEP) – to support development at a more strategic level. For, example, though WSP’s Delhi office we facilitated a link between the Jaypee Group (the company developing the grand prix motor racing circuit in Nodia, India) and Silverstone. We gave linguistic, organizational and cultural support to create economic opportunities based on specialist technology.

Similarly we hosted, with NEP, a visit of a delegation of highway maintenance engineers and managers from Jiangsu province in China – we are able to use WSP’s three offices in China for follow-up work.

These examples support the local enterprise partnership in meeting its objective of ‘creating innovative and diverse economies’. 988 words (excluding bullets)



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6.6 Please provide details of contracts where you have taken steps to ensure service continuity both at the start of a new contract that is transitioning to you from existing incumbent(s) and when you have handed on service delivery to incoming provider (s) on completion of a contract. (500 words maximum)

For mobilisation and de-mobilisation we deliver a seamless transfer from one contract to another, ensuring service continuity. We have established mobilisation and de-mobilisation processes with flexible and adaptable systems, developed and improved through 7 highways service contracts and 10 street lighting contracts over the past 5 years. We mobilise contracts and ensure continuity of service by:

• Engaging with transferring staff early to allay their fears, identify training and start cultural change

• A dedicated and experienced mobilisation team led by a specialist mobilisation manager, remaining until the contract has stabilised

• Continuity of our bid team through to delivery • Developing and monitoring a detailed programme and communicating progress to

all stakeholders • Ensuring all systems and interfaces are in place and fully tested prior to day 1 • Testing essential services such as winter and emergency to ensure continuity of

service • Having Business Continuity processes and systems are in place • Working collaboratively with our clients and other providers to ensure a smooth

transition • Compiling all data, files, reports, procedural documents and specifications in a form

agreed ready for transfer.

Contract details are provided below:

Contract Service continuity outcomes

Northamptonshire Highways 8+4 year partnership

TUPE transferred staff and operatives from County Council and incumbent provider Inducted Emergency Response and Winter maintenance Crews prior to day-1 and delivered full winter maintenance on day-1 Systems in place with data available, performance and transformation acknowledged by NCC Scrutiny Committee Early ‘One Team’ ethos through joint cultural workshops and training

Lincolnshire Highways Alliance 5+5 year Alliance

Identified skills and competency gaps within street lighting TUPE staff during mobilisation and brought in additional resources to provide cover whilst training was undertaken Inducted Emergency Response and Winter maintenance Crews prior to day-1 and delivered winter maintenance on day-1



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Wokingham District Council Highways Term Commission 10 + 5 years

The Contract Manager led the mobilisation providing continuity with the client and TUPE staff. Immediate and open engagement with the transferring people to understand and alleviate their concerns. Accurate data transfer from the existing provider enabled service continuity. Simultaneous reorganisation of the service for the establishment of a more integrated operation on day one. Setting up of IT systems for the operation of our staff from a co-located office on day-1 of the contract.

West Sussex Highways De-mobilisation (completed July 2011)

Dedicated demobilisation team, led by a Transition Manager, appointed six months prior to transfer of service. Detailed communication with incoming providers. Specialists appointed to manage each area of the plan; IT, Plant & Transport and HR. Regular tripartite demobilisation meetings with agreed timescale and actions, transfer plan, transfer of highway asset and performance data, and historical records. Completion of outstanding works or agreement on unfinished works, provision of TUPE data and access for general presentations and 1:2:1 interviews with transferring staff to incoming provider. Agreement of quantum and handover of stocks, review staff and operatives training, detailed handover plan for staff and operational vehicles, commercial and financial arrangements post transfer date. Agree protocol for dealing with defects post transfer.



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6.7 Please provide details of contracts where you have taken steps to ensure service continuity and resilience throughout the life of the contract, in relation to both external factors such as extreme weather, and internal factors such as key staff, supply chain partners, critical systems and infrastructure (500 words maximum)

We ensure service continuity and resilience throughout the life of contracts through Business Continuity (and disaster recovery) Planning. Management of internal and external factors is achieved through three key plans:

• Business Continuity Plan • Major incident plan • Severe Weather Plan

Our plans follow standards set out in BS25999:2007 and adopt any contract specific Good Practice Guidance. They set out:

• Our corporate resilience; from both parent companies providing full resilience for specific contracts

• A clear framework for responding to emergency incidents • A regular training and testing regime, with full documentation and totally transparent

audit trail.

Within our highways contracts, activities are managed through our Control Hubs which brings together aspects of our service delivery – technology, resource management, performance, flexibility, communications, testing, review and audit – to provide consistency and continuity and ensure resilience of standards, processes and procedures across our operations and reduce risk.

Teams are fully integrated with key staff and suppliers co-located in our offices to facilitate service planning and the management and training of employees and suppliers to a consistent and defined standard.

Surrey Highways On our integrated Surrey Highways Contract, we have carried out a 4 stage approach to ensure service continuity and resilience.

Stage 1: We carried out a Contract Business Impact Analysis to ensure all foreseeable events, preventative measures and recovery activities were considered.

Stage 2: We assessed the risks specific to the local Surrey area determining impact severity and likelihood scores

Stage 3: The business continuity strategy that considered the most appropriate approach to take to ensure effective service delivery at local level and in terms of management arrangements

Stage 4: The Business Continuity Plan sets out the arrangements regarding the continuity of business from a corporate and an operational local level. The Plan is reviewed annually to maintain resilience throughout the life of the contract.

Fig 6.5a: Business continuity process



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Northamptonshire Highways Our Control Hub manages emergencies and incidents during working hours. This is extended to a 24/7 operation when required if there is severe weather, a major incident or high profile operations being undertaken out of hours on the network. Out of hours, we have a dedicated Duty Officer on standby with a single telephone number for emergency services and key stakeholders.

During winter 2010, over 100 farmers and supply chain were enlisted; hand salting footways in major shopping and pedestrian areas enabling schools, vital services and deliveries to continue.

Our asset management approach ensures key data in Exor is used effectively to make informed decisions, namely budget allocation against need and risk including the assessment of asset and user need. Supported by our developed “Budget Expert”, a system to model different budget scenarios and changes to priorities including the needs of our customers. For example, this has enabled a proactive approach to flooding hotspots resulting in efficiency savings and reduced trends in drainage defects.

Norfolk Strategic Partnership We are active members of Norfolk Major Incident Team – NORMIT. In November 2011 members of our staff participated in Norwich Airports’ Emergency Exercise “Avro 2”.


Fig 6.7b: Control Hub in Northamptonshire



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6.8 Please provide details of your supply chain strategy and how you have selected, engaged with and managed the supply chain on similar contracts and how your customers benefitted from this approach. Max 1000 words

We are committed to reviewing and challenging the need to subcontract any part of the service. Where required our clients are party to the decision.

Our strategy is to create a one team approach, using open, honest relationships to provide an outcome based, resilient, sustainable, value for money service for our clients. We use local suppliers wherever possible, engaging the supply chain for the services that best suit their capabilities, and fit our contractual requirements.

Supplier selection On similar contracts with Northamptonshire and Surrey County Councils we met each supply chain member to ensure adherence to the following principles:

• Understanding of us and the vision for the service over the contract term • Understanding client requirements and service outcomes • Providing a flexible, open book, value for money approach to delivery with back to

back contract arrangements, and shared risk allocation • Support for local economy and employment, using local skills and knowledge • Delivery of a quality product, seeking to achieve a right first time approach • A commitment to develop service delivery solutions from tender start, beginning the

process of integration

We establish a database of approved local suppliers, agreed with our clients and reviewed annually.

Our service delivery selection process for identifying the need for, and category of, any subcontract partner is detailed in Figure 6.8a.



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Tier 1-Key supply chain partners Key supply chain partners are integrated members of our team. The requirements for selection of Tier 1 are shown below.

Stage Activity Alignment, capability, capacity

Face to face meetings with us to: • Discuss requirements of the service • Give opportunity to raise concerns or questions about how the tasks

will be managed and delivered • Assess commitment/ability to provide, open book accounting.

Technical and Quality assessment

Assessment against: • Recent and appropriate experience • References for performance and quality of work • Evidence of delivering continuous improvement • Approach to innovation, research and development • Previous 360° performance assessments from other contracts • SHEA credentials • Ability and experience of their management team • Resource availability • Value for money.

Cultural assessment Demonstration of commitment to adopting contract values and objectives, in particular transparency.

Fig 6.8a: Service delivery decision making process



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A competitive pricing process, including a comparison of rates between individual pricing packages and across comparable contracts within our business, identifies lead providers. Suppliers are engaged on a NEC3 based sub-contract embedding main contract KPIs as appropriate.

For some key suppliers, we agree to enter into a ‘pass through’ arrangement, where our fee is not applied to their works; providing clients with improved value for money.

Tier 2-Specialists, infrequent and top-up suppliers For specialist appointments we use local suppliers wherever possible as they are best placed to provide flexible, responsive services and value for money.

We obtain a minimum of three quotations on work packages; broken down to labour, plant, materials, productivity rates, overhead and profit to enable us to fully understand cost components. Final selection is by verification after meetings with MGWSP.

Tier 3-One-off, short duration and low value suppliers Our selection process involves:

• Completion of a Health, Safety, Quality and Environmental questionnaire • References from previous customers • Value for money assessment based on price, availability and location.

We provide guaranteed payment profiles to SMEs to assist cash flow.

Supplier engagement and management We operate fully integrated teams with key staff from our suppliers co-located in our offices to facilitate local contact. This integrated, managed, environment engages suppliers through open and honest relationships assisting value management and ECI. It also:

• Embeds supply chain staff within our organisation structure and supply chain board • Enables back to back contract arrangements with shared risk and reward • Maximises the benefits of respective buying arrangements • Supports local SME to be part of the supply chain.

Within this environment, supplier activities are managed through our Integrated Control Hub (ICH). In Northamptonshire the ICH has saved £550k through more time spent carrying out works, reduced fuel usage and fewer abortive jobs, providing consistency, improved product, right first time with fewer defects;. It also:

• Provides a continuous flow of ‘live’ information to/from the supply chain through the ICH

• Enables the adoption of consistent approaches to managing and training employees, and the supply chain, to the same standards, processes and procedures

• Incentivises service innovations.

Outcomes and benefits for customers Our integration strategy maximises the benefit of supply chain involvement through early and full participation in the planning and programming process providing:

• Works programme visibility, and pre-planning to smooth workflow



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• Sufficient time for ECI on work packages and evaluating financial benefit • Understanding the impact of key local events, roads clear of activity over critical

periods such as holidays • Continuation of local skills and knowledge • Bringing latest industry knowledge and expertise to contracts e.g. surfacing

materials • Flexibility to respond to year end budget changes • Driving best practice and value for money in supplier areas of expertise • Participating in producing whole life cost solutions • Informing designers of safety critical activities • Identifying opportunities to streamline supervision and testing.

Benefits for Northamptonshire and Surrey County Councils

• High percentage use of local employees and local supply chain, in Northamptonshire this is 76% of subcontractors employed

• Improved planning and programming, buildability and maintainability, better use of road space,

• Improved service resilience, resource smoothing and supply chain support • Continuity of supply chain from previous contracts into the current contracts • Service delivery innovations e.g. walk and build, generating scheme savings • Combined training and cultural workshops (including clients) • Improved communications, including supply chain newsletters. In Northamptonshire

our key supply chain Managers for the machine laid surfacing, traffic signals and ITS, are co-located and fully integrated into our delivery teams managing their works through our ICT systems. All their works are managed in real time through our ICH reducing local overhead and providing over £200k of annual cashable saving to NCC.

In Surrey, ACL joined us at contract dialogue sessions enabling us to simplify the mobilisation process. ACL were able to mobilise, procure fleet, and be involved with TUPE, enabling the existing staff from the two incumbent providers to TUPE directly to ACL through agreements in place. Service delivery therefore commenced on Day 1, continuing established delivery cycles.

1000 Words (excluding bullets)



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PART 7 - STATEMENT RELATING TO GOOD STANDING(Pass / Fail – Statement must be completed))

The following Statement confirms the Potential Providers eligibility to be considered for short listing in accordance with Regulation 23 of the Public Contracts Regulations 2006 (as amended). Failure to sign both of the declarations means that the Authority will not consider your application further.

PROJECT TITLE: CD657-1 Highways Services Contract We confirm that, to the best of our knowledge, the Potential Provider is not in breach of the provisions of Regulation 23 of the Public Contracts Regulations 2006 (as amended) and in particular that:

GROUNDS FOR MANDATORY REJECTION (INELIGIBILITY)

The Potential Provider or its directors or any other person who has powers of representation, decision or control of the named organisation has not been convicted of any of the following offences:

(a) conspiracy within the meaning of section 1 of the Criminal Law Act 1977 where that conspiracy relates to participation in a criminal organisation as defined in Article 2(1) of Council Joint Action 98/733/JHA (as amended);

(b) corruption within the meaning of section 1 of the Public Bodies Corrupt Practices Act 1889 or section 1 of the Prevention of Corruption Act 1906 (as amended);

(c) the offence of bribery;

(d) fraud, where the offence relates to fraud affecting the financial interests of the European Communities as defined by Article 1 of the Convention relating to the protection of the financial interests of the European Union, within the meaning of:

(i) the offence of cheating the Revenue;

(ii) the offence of conspiracy to defraud;

(iii) fraud or theft within the meaning of the Theft Act 1968 and the Theft Act 1978;

(iv) fraudulent trading within the meaning of section 458 of the Companies Act 1985 or section 993 of the Companies Act 2006;

(v) defrauding the Customs within the meaning of the Customs and Excise Management Act 1979 and the Value Added Tax Act 1994;

(vi) an offence in connection with taxation in the European Community within the meaning of section 71 of the Criminal Justice Act 1993; or

(vii) destroying, defacing or concealing of documents or procuring the extension of a valuable security within the meaning of section 20 of the Theft Act 1968;

(e) money laundering within the meaning of the Money Laundering Regulations 2003 or Money Laundering Regulations 2007; or

(f) any other offence within the meaning of Article 45(1) of Directive 2004/18/EC as defined by the national law of any relevant State.



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Organisation Name May Gurney Limited WSP UK Signed

Position Regional Director

MGWSP Board Member

Director

MGWSP Board Member

Date 2nd March 2012 2nd March 2012



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DISCRETIONARY GROUNDS FOR REJECTION The Potential Provider also confirms that it:

(a) being an individual is not bankrupt or has not had a receiving order or administration order or bankruptcy restrictions order made against him or has not made any composition or arrangement with or for the benefit of his creditors or has not made any conveyance or assignment for the benefit of his creditors or does not appear unable to pay or to have no reasonable prospect of being able to pay, a debt within the meaning of section 268 of the Insolvency Act 1986, or article 242 of the Insolvency (Northern Ireland) Order 1989, or in Scotland has not granted a trust deed for creditors or become otherwise apparently insolvent, or is not the subject of a petition presented for sequestration of his estate, or is not the subject of any similar procedure under the law of any other state;

(b) being a partnership constituted under Scots law has not granted a trust deed or become otherwise apparently insolvent, or is not the subject of a petition presented for sequestration of its estate;

(c) being a company or any other entity within the meaning of section 255 of the Enterprise Act 2002 has not passed a resolution or is not the subject of an order by the court for the company’s winding up otherwise than for the purpose of bona fide reconstruction or amalgamation, nor had a receiver, manager or administrator on behalf of a creditor appointed in respect of the company’s business or any part thereof or is not the subject of similar procedures under the law of any other state;

(d) has not been convicted of a criminal offence relating to the conduct of his business or profession;

(e) has not committed an act of grave misconduct in the course of his business or profession;

(f) has fulfilled obligations relating to the payment of social security contributions under the law of any part of the United Kingdom or of the relevant State in which the organisation is established;

(g) has fulfilled obligations relating to the payment of taxes under the law of any part of the United Kingdom or of the relevant State in which the economic operator is established;

(h) is not guilty of serious misrepresentation in providing any information required of him under this regulation;

(i) in relation to procedures for the award of a public services contract, is licensed in the relevant State in which he is established or is a member of an organisation in that relevant State when the law of that relevant State prohibits the provision of the services to be provided under the contract by a person who is not so licensed or who is not such a member.

Organisation Name May Gurney Limited WSP UK Signed

Position Regional Director

MGWSP Board Member

Director

MGWSP Board Member

Date 2nd March 2012 2nd March 2012



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PART 8 - DECLARATION(Pass / Fail – Declaration must be completed)

1) We certify that our answers to the above questions are true to the best of our knowledge and belief. We have in our possession evidence in support of our answers to the questions in Section A1 and Part B will make such evidence available on request.

2) We accept the Conditions of Participation set out at the beginning of this PQQ.

3) We certify that we have not done and undertake that we will not do at any time any of the following acts:

a) communicating to a person other than the Authority the amount or approximate amount of our proposed tender other than in confidence in order to obtain quotations necessary for the preparation of the tender or for insurance; or

b) entering into any agreement or arrangement with any other person that he shall refrain from tendering or as to the amount of any tender to be submitted; or

c) offering or agreeing to pay or paying or giving any sum of money, inducement or valuable consideration directly or indirectly to any person for doing or having done or causing or having caused to be done any act or omission in relation to this application or any other application or any tender or proposed tender for the Service.

FORM COMPLETED BY

Name: Nigel Dyer Mike Batheram

Position (Job Title): Regional Director, May Gurney Director, WSP UK

Date: 2nd March 2012 2nd March 2012

Telephone number: 01603 727319 07795 236 963

Signature:

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