Construction Capability

Tata Steel Projects

Hollow sections Why hollow sections?

Contents
02
04
06
08
10
12
20
22

Executive Summary
Our Business
Design Capabilities
Construction Capabilities
Past Projects
Managing Health, Safety, Quality and Environmental
How TSP use BIM
Supply Chain Management

EXECUTIVE SUMMARY
Tata Steel Projects have a wealth of experience of integrating
design engineering, manufacture and construction. We are at
the forefront of construction in many sectors.

Tata Steel Projects (TSP) have

been working under a principal
contractors licence since July 2009.
Our business has benefitted hugely
from having in-house expertise in
design and construction, sharing
knowledge of key issues including:
Risk - The identification,
management, ownership and
mitigation of risk and ensuring
all staff are aware of the role
they play which is captured on a
shared risk register
Buildability - Conducting
buildability reviews and
workshops during the design
phase introduces value
engineering gains to the project
early
BIM - Having been working to
BIM Level 2 for several years,
our learnings using BIM have
led to the development of a
comprehensive BIM Execution
Plan which is developed to be
project specific and form part
of the overall Project Execution
Plan

Stakeholders - Stakeholder
identification, planning,
communication and
engagement forms part of our
communication strategy
Supplier Management - We
operate an effective supplier
management processes to
ensure our suppliers have the
ability to provide a safe and
reliable service that meets our
requirements
Collaborative Working - Our
business is at the forefront of
collaborative working and our in
house design and construction
teams gain advantage through
the sharing of knowledge across
our organisation, our team
behaviours have developed
to be open and engaged. We
welcome the opportunity to
bring our own skills, behaviours
and experiences to this scheme
Programme Management
- As an experienced design
and build contractor we know
the importance of the early
agreement of a robust detailed,
logic linked, resourced P6
programme

Access and Possession

Planning - We have an
integrated possession planning
and construction team who
are experienced in delivering
solutions that overcome limited
possession times
Handback and Maintenance
- We have safe working
practices and perform joint site
inspections to confirm the line
can be opened and sign off the
possession.
We look forward to hearing from you
and the opportunity to work with
you on this project in the future.
Kind regards

Niall McCreanor
Director
Tata Steel Projects

OUR BUSINESS
We are an established design and build contractor
with a principal contractors licence and significant
construction capability. Our skills base is drawn
from a rich heritage of railway expertise coupled
with leading edge innovation.
We are a multi-disciplinary business
that provides a full range of turnkey
solutions from consultancy to design
and engineering.
Our core business is in rail and we have
a large portfolio of projects with a
variety of clients including Carillion and
Network Rail.
We have made a strong commitment
to working collaboratively with our
customers which can be seen through
through our joint ventures and we have
seen measurable benefits that this has
provided our staff and our customers.
Our project teams gain advantage
from the sharing of knowledge across
organisations we partner with and
our team behaviours are open and
engaged. Our customers benefit from a
broad and experienced resource pool,
with common systems, tools and lean
management.

Our construction specialists are

involved in some of the UKs most
transformational projects and our
expertise is drawn from the distinctive
skills of our people.
We have over 350 highly experienced
direct employees. Our people are
experts in a variety of disciplines
- construction, permanent way,
civil engineering, mechanical and
electrical engineering, architecture,
electrification, signalling and
telecommunications, project
management and support functions
required to create multidisciplinary
solutions throughout all stages of a
project from concept to handover.
We continue to work collaboratively,
delivering innovative design and
construction solutions to our clients.

We integrate our design, engineering

and constructuion specialists so that
they can learn from each others
expertise and distinctive skills.

DESIGN
CAPABILITIES
As leading railway infrastructure service providers we
play an important role in the design and operation of
the UK rail network.
Our business delivers consultancy,
design and construction services
through the entire project life cycle,
from feasibility studies and business
cases to design to site and contract
management, including
participation in design and build
partnerships. Our expertise includes
railway operations and maintenance,
signalling and telecommunications,
civils and infrastructure, railway
structures, and other vital aspects of
railway engineering.
We have designed significant
improvements to some of Network
Rails major stations, including; Kings
Cross, Reading and Peterborough
stations. Such projects are undertaken
as a multi-disciplinary team.

We have a proven track record of

station and depot design, built up
from the acquired knowledge and
experience gained from a workforce
emanating from the British Rail
Regional Civil Engineers Office.

Design and Build

We have designed a number

of elements of the Thameslink
programme, including; Bedford Depot,
Peterborough Depot and Cricklewood
Depot. Design works for the depots
have incorporated:

Our approach has been to engage

with our client at an early stage to
develop buildable designs. This adds
value to our offering with both cost
and programme savings.

We have gained considerable

experience working in a collaborative
relationship with contractors in both
the rail and energy and power sectors.

Carriage Washer Machine (CWM)

Controlled Emission Toilet (CET)
facilities
Drainage and building foundations
We have a proven track record
undertaking the main discipline role
within multi disciplinary projects.
Furthermore, we have developed our
3D design capability to become one
of the most advanced 3D designers
within the UK Railway Sector.

We offer support through the following activities:

Tender design support
Outline design development
Detailed design
Contractor site support services
Support during commissioning and handover

CONSTRUCTION
CAPABILITIES
Principal Contractors Experience

Project Management

Risk

We have undertaken the Principal

Contractors Role across a wide variety
of different sectors over the past
5-years; the sectors include;

At the core of our capabilities is our

people, we have a team of dedicated
and experienced Project Managers,
Construction Managers and Site
Agents. This team has multi-discipline
and multi-sector experience through a
varied history of projects both within
our business and also through previous
employment.

Critical to any construction project

is the process of risk identification,
allocation and management. Risk must
be handled in a logical, analytical and
effective manner. We have a proactive
approach to risk which is managed
and controlled at all stages of a project
as part of our company procedures.

Security projects such as the

Physical Counter Terrorism
measures provided across the
Queen Elizabeth Olympic Park
where we were one of the few
Principal Contractors who had to
deal with numerous interfaces with
other major contractors on the
specific venues
Rail projects such as the platform
extensions on Crossrail that,
though they appeared very similar,
each site had to be planned and
delivered in different ways
Building projects such as the
new Visitors Centre on the
Scunthorpe Steelworks
We also deliver schemes as
Principal Contractor in the Energy
and Power and Industrial
(steelwork) Sectors, often these
involve working in constrained
environments and to tight
deadlines

The Project Management team work

hand-in-hand with our Designers and
other support teams to ensure that the
engineering solution for a project is
tailored to suit both the clients needs
and also the specific constraints
that often occur when delivering high
profile rail schemes, both in terms of
the difficulties with access and also the
interface and liaison with the travelling
public.

The project team captures risks at the

earliest stage possible and monitor it
throughout the project lifecycle. A
benefit to the project is the way we
amalgamate our Design, Survey and
Construction teams and include supply
chain partners. The identification (and
subsequent management) of risk also
comes through stakeholder liaison and
so forms part of our Communications
Plan with Third Parties.
The mitigation of risks is also key to
project success. The risk mitigation
process starts early which allows risk
reduction to be collaborative
and managed by the best person
(irrespective of whether they are
TSP, Network Rail or others). More
information about risk management is
included in the HSQE section.

Supply Chain Management

Stakeholders

We operate an extensive supply chain

allowing rapid access to specialist
resources through our purchasing
system. All suppliers are subjected
to a detailed review of their legal,
financial, HSQE and commercial status
in order to maintain the integrity of our
deliverables.

We appreciate that the criteria for

the success of a project, as viewed by
the passengers, employees, train and
Freight operating companies and other
local businesses, is the minimisation
of disruption that works will cause.
Unfortunately some disruption is
almost inevitable but part of our
approach will be to care for Network
Rails customers and other stakeholders
by listening to their needs and
placing them in our programme and
methodology.

We have a number of key suppliers

working under long term framework
agreements which allow for full flow
down of terms from the main contract.
In specific cases; we have agreed
suitable subcontracts with key
suppliers which contain incentivisation
mechanism to ensure full buy in from
suppliers to the spirit of the contract
and full flow down of risks and
obligations (and entitlements) from the
Main Contract.

This will include, as part of our

Communications Strategy, al schedule
of essential and courteous notifications
(or other communications) that will
be delivered to adjacent properties
and others that may be affected. The
communication will provide details
of the works and why they need to be
carried out in the manner proposed.
Also advanced warning of any activity
that may give rise to disturbance (e.g.
noisy work, out of hours working,
disruption to station access).

We will proactively engage, enrol and

inform stakeholders of the benefits
of the project. Disruption will be
minimised through collaborative
working methods and stakeholder
engagement to ensure they have a
clear understanding of what, where,
when and how it is happening and
importantly who to contact for
additional information.

Our offerings provide a swift and costeffective solution - even in the most
challenging of site conditions.
9

PAST PROJECTS
We have a proven track record of
delivering single and multi-disciplinary
projects in a railway engineering
environment. We are skilled and
experienced in working in large and
diverse project teams and understand
the importance of working proactively
and collaboratively with clients,
stakeholders and other designers.

10

We have a wealth of experience in

the design, manufacture, installation,
construction and site management for
both rail and non-rail clients. We hold a
principal contractors licence and have
the experience to deliver this project
safely, on time and within budget. Our
vast capabilities are shown through the
variety of skills highlighted in the three
project profiles shown right.

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

security and access to its 2,000 acre Scunthorpe site. Along with
improved parking and access control, the principal element of
the scheme was the design and construction of a new Visitor
Centre, which was completed in 2012. Our multidisciplinary
design team collaborated with our client at the plant to develop
a design for the centre that made the most efficient use of
available space while achieving the best value for money in
construction. The design was tailored to ensure that the
construction period was as short as possible and that
construction work, which involved accommodating the plants
extensive underground services, minimisedeffects on the plants
day to day operations. The building was designed and procured
as off-site modular construction. The modular elements were
assembled on site and then enveloped in profiled steel cladding.

Scunthorpe Visitor Centre

Client: Tata Steel UK
Programme: 1 Year
Principal Contractor

Langely & West Drayton Platform Extensions

Client: Crossrail
Programme: 14 weeks
Principal Contractor

Olympic Park and External Venues Security

Measures
Client: Olympic Delivery Authority
Programme: 14 weeks
Principal Contractor

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

and construction of a 90m platform extension at Langley and
West Drayton Stations, we were challenged to produce a design
solution to overcome the limitedpossession times imposed. We
produced a bespoke Modular design solution using a 6 bay
system that spanned over 7m between piles. This allowed the
system to be brought onto site using RRVs which reduced the
amount of spoil removed from site, and reduced the amount of
materials that had to be brought to site. This solution also
decreased the timescales for the project, most of the 6 bay
system was fitted in one weekend blockade. We provided an
innovative, cost effective solution, consulting with local residents
and the Environment Agency to deliver the works without
incidents or complaints.The project has been awarded the
prestigious Star Award for sites with a high standard of
Health, Safety and Environmental working practices.

We were selected to supply and install Hostile Vehicle Mitigation

(HVM) measures to locations used for the Olympic games, the
locations included Queen Elizabeth Olympic Park, The Athletes
Village and external games venues. These works required us to
act as Principal Contractor across all the zones on the Olympic
Park; this meant that we had to liaise with all the Main Zonal
Contractors with works ongoing in those zones in order to
negotiate access and complete the necessary arrangements. The
initial scope was limited to supply of our own brand of security
products and this project was valued at approximately 450K.
However based on our performance, this value was significantly
increased with subsequent contract awards and included the
supply and installation of other suppliers equipment and the
undertaking of additional works vital to the successful
opening of the games venues. We brought a proactive and
flexible approach to the project combined with engineering skill
and the knowledge of manufacturing. All installation works were
successfully completed on time prior to the start of the Olympic
events both on the Olympic Park and across the various external
venues.
11

HSQE

12

We detail within this section the systems and processes within our business
which ensure the safe collection of information as well as the capturing and
mitigation of HSQE risks and the wholistic management of a project.
As a recognised designer and principal
contractor we ensure that all issues are
managed throughout the design and
construction phases.
HSQE Management System and
Accreditation
We operate an established and
integrated Business Management
System covering how the business
operates; including Quality, Health and
Safety, and Environmental aspects.
The Business Management System
has many interrelated aspects; our
Clients needs and expectations;
our own business objectives; the
foundation for delivering a safe
business; requirements determined
by BS EN ISO 9001, BS EN ISO 14001
and OHSAS 18001; and demonstrate
our commitment to environmental
protection, prevention of pollution
and where possible environmental
enhancement.
The Business Management System is
certified to the following standards:
BS EN ISO 9001

Since 1994

BS EN ISO 14001

Since 2003

OHSAS 18001

Since 2006

PAS 99

Since 2008

Network Rail Principal

Contractor

Since 2009

Link-up

Various product
groups

CHAS (Contractors
Health and Safety)

Since 2004

Our commitment to achieving

high performance standards with
consideration to our customers and

employees is demonstrated by the

implementation of our integrated
Business Management System. The
system has been designed to achieve
the following aims and benefits:
Use the system as a tool in
achieving best practice;
Ensure continuous improvement
of the quality and consistency of
the service that we provide;
Ensure all staff are competent to
carry out the duties required of
them;
Regularly review the needs and
expectations of our clients and
initiate continuous improvement
activities to meet their
expectations.
Operate an effective supplier
management processes to ensure
our suppliers have the ability to
provide a safe and reliable service
that meets our requirements.
Our Business Management
System
Our Business Management System
operates on three distinct levels: Policy Manual
The Business Management System
Policy Manual is the first level of the
Business Management Systems and
consists of: Business Policy Statement.
The operation and structure of
the quality, health and safety,
and environmental management
systems.
The organisation and
responsibilities in broad terms.

Operating Procedures
The second level is made up of the
Operating Procedures which contain
the systems and procedures operated
by the company that can affect the
quality of the products or services
provided. These procedures also
include the requirements of BS EN ISO
9001: 2000, BS EN 14001: 2004 and
OHSAS 18001.
Work Instructions
The Work Instructions are the
third level of documentation and
supplement the operating procedures
by providing instructions regarding a
particular service being provided.
HSQE Management of our Projects
Managing Health and Safety
Safety is our number one priority.
On all projects we are awarded we
seek to exceed the expectations and
deliverables of our client. Should we be
awarded this work, during subsequent
tendering processes we will review
all hazards and risks identified in the
tender documents and ensure we have
a good working knowledge of the
project and deliverables.
With extensive experience delivering
similar schemes we understand the
application of the CDM Regulations
across a wide variety of scenarios.
We have undertaken an initial
assessment of any other hazards and
risks in the tender documents and, if
successful, we will ensure this is
repeated and that we have a robust
methodology and approach in place
for managing and mitigating the risks.

13

We are very proud that, at the time of

writing this proposal, our company has
no prosecutions, pending or otherwise, of
improvement notices served for breach of
Health, Safety or Environmental legislations
in the past five years.
The last significant incident that we had
occurred in 2012 and resulted in a Lost
Time incident (however, it was not RIDDOR
reportable). This was the first Lost Time
(and RIDDOR Reportable) incident that we
have had in 7 years.
Documentation
Upon award of a contract we develop
a Health and Safety Management Plan.
The document is based on our approved
internal template and will be developed by
the relevant members of the design teams.
The plan provides a structured process
for dealing with all site-based operations
including survey works required for design.
The Health and Safety Plan is the starting
point for the project team in identifying the
hazards, mitigation measures and approved
methods of working.
In addition to this, items which are included
in the plan are:

Identification and use of approved

specialist suppliers.
Arrangements for pre-start safety
meetings with specialist suppliers.
Seeking support from external experts
if necessary.
Where possible, use of other methods
/ materials to eliminate or reduce
hazards and risks.

The plan includes the following meetings

to ensure that the project management
team maintain a consistent and best
practice approach to health and safety
management.

Pre-start Health and Safety meeting

Monthly Health and Safety Review
meetings
2 weekly safety planning meetings
Subcontractor discussions and
workshops

The Health and Safety Plan dictates how

the safety paperwork will be developed
and whether any of the documents will
be categorised as High Risk and so require
sign-off by Network Rail

14

It is the responsibility of the schemes

dedicated Project Manager, Project
Engineer, HSQE Manager and the
Professional Head of Railway Safety
to review, approve and sign safety
paperwork. This hold point ensures all
risks are recognised and addressed. The site
supervisor then briefs the workforce, with
written records kept on site, before work
starts.
Our procedures require the safety
paperwork to be adhered to at all times.
If the situation on site changes such that
the safety paperwork cannot be complied
with, then work will cease immediately. An
agreed amended method of working will
be formulated and signed-off as above,
and the personnel involved re-briefed. Only
then is work permitted to restart.
Risk Assessment
We will review each work activity as part of
our IDR Interdisciplinary Review Meetings.
The IDR meetings review the planned
activities and ensure that the hazards and
risks are identified and assessed.
An electronic file of generic risk
assessments is available and assists
in preparing and developing safety
paperwork. The generic assessments are
reviewed and amended to account for sitespecific hazards and work processes.
On Site Operatives Briefing
When on site, all personnel are briefed,
by one of the Site Supervisors, on the
method of working, the residual risks and
the control measures to be adhered to
throughout the operation.
The Site supervisors are responsible for: Ensuring appropriate resources are
provided
Monitoring activities
Recording briefings
Advising management of any
proposed changes to working
methods as changes can only be made
on approval by management.
All site activities are then: Monitored daily by the site management
Recorded weekly
Formally reviewed at every 2-weekly
safety planning meeting.
In addition Site Supervisors ensure that
operatives are fully aware of our company
safety awareness and behavioural safety
initiatives such as:

Zero Harm
An in depth review our business
activities to ensure that ample controls are
in place as part of our risk control process.
This is led by the Risk
Assessment Panel and each disciplines
Health and Safety Representatives.
Take Time
A behavioural safety initiative where
employees carry out a mental and visual
point of work risk assessment to ensure safe
working practices.
The Point of Work Risk Assessment Take
Time is used as one of the triggers to
identify a learning point. Take Time is
designed to be a simple point of work
assessment of the task about to be carried
out and is recorded on a simple form that
all supervisory staff carries.
Once an accident, incident, near miss,
close call or observation has been reported
by any of the personnel, it is formally
logged, and either an investigation team
or actionee is identified to ensure that the
situation is fully investigated and reviewed
and learning points are identified. The Take
Time will remain live until we are satisfied
with the outcome. Learning points are
then shared in a number of ways involving
toolbox talks, newsletters, briefings,
posters, intranets. They are also highlighted
at our board meeting so management
can understand trends and if appropriate
put corrective action in place. We operate
a Fair and Just model approach as part
of our investigation process to ensure
that everyone is treated fairly, and that
we identify the true route cause of the
particular situation.
This continuous improvement exercise
extends to learning from incidents from
our wider business (parent company), and
also from other external organisations.
Every individual receives on a weekly basis
a personal e-mail from our Managing
Director which details any safety incidents
which have occurred in the business. When
details of incidents are received, they are
formally logged into the business, and an
appropriate person is identified to review
the incident for relevance to our business,
and to identify what we can learn from it.
Trends from all incidents are analysed and
reviewed on a regular basis. On an annual
basis, a Behavioural Safety assessment
is carried out and the results of this is
combined with the incident trends, to
develop our Annual Safety Improvement
Plan.

15

We have expertise in build off site

construction techniques which
minimises waste and transport,
and is a sustainable form of
construction with excellent Green
credentials.

16

Life Saving Rules

Few initiatives can be more important than
the introduction of the Lifesaving Rules. The
20 lives that could have been saved over
the last 10 years had the rules existed then
are stark proof of that especially as seven
of those fatalities were caused by trains.
Their importance is difficult to overstate.
However successful application of
Lifesaving Rules is only possible if the
working environment is open, transparent
and collaborative. Our culture drives out
negative behaviours in order to deliver
projects and to guarantee everyone home
safe every day. All Tata employees and
our subcontractors will work together
in this manner. That way we will capture
even more concerns and ideas from all our
colleagues.
We have adopted Lifesaving Rules and
they have improved safety. They play
a prominent part in our site induction
sessions, including those for any
subcontracted staff. Within our safetyfocused collaborative culture, awareness
of them continues to flourish. It has made
working safer for all, and our formalised
approach to promotion will ensure we carry
on improving safety throughout the period
of CP5.
Embedding Lifesaving Rules
The effectiveness of Lifesaving Rules
depends on staff awareness and buy-in.
Fortunately the benefits they bring
increased safety for workers across all our
business means that additional incentives
are not needed. The value is plain to see.
Even so, we took a proactive and focused
approach when first embedding Lifesaving
Rules, as described below.
Promotion of the rules
We have completed this task in ways
tailored around the operational demands
and management systems. The Lifesaving
Rules briefs were delivered during 2012
and they continue to be key part of the
induction for site works. We promote
Lifesaving Rules using a variety of
methods, including, on site induction ID
cards, posters, ad hoc presentations and
handouts.
Checking understanding of the rules
This stage is crucial, insofar as awareness of
the Lifesaving Rules could save someones
life. So we need to know for certain that
every single worker understands every
aspect of the rules their colleagues rely
on it.

We have checked and measured

awareness in a number of ways, ranging
from weekly bulletins outlining one rule in
detail through to a monthly inclusion in the
companys safety briefs and freshly updated
information on our intranet.
Living by the rules, working by the rules
When adopting the Lifesaving Rules, our
goal has always to make them an
entrenched part of our working approach.
That applies to every aspect of our delivery
and to all phases of delivery. Making sure
this is achieved calls for sustained effort by
every one of our managers, as well as
peer-to-peer sharing.
This sustained effort means taking the
opportunity to promote the rules whenever
possible. For example, we have included the
rules in our work package plans (WPPs) and
task briefs. We raise them at whiteboard
meetings, and ensure interactive discussion
so we can harvest all the insights of the
track staff and use these insights to improve
our approach further.
Lifesaving Rules are an established element
of the positive safety culture of our
business. As a result, they will make a
significant contribution to our safe delivery
of this project.
Managing CDM
It is our firm belief that the framework can
be carried out to without risk to health and
safety and the key to ensuring so is communication and the careful and conscientious
planning of the project. The fact that we
have internal multi-discipline design teams
means that this communication runs indelibly through the way the company operates.
This planning will commence prior to the
start of the design phase as the design
must take account of:

The constructability of the overall aim

of the design
The access that will be afforded for
survey and to the construction teams
The interfacing between disciplines
and with other contractors such as
NWR Maintenance
The interface with the public
Works required to maintain, operate or
remove the scheme

We will provide the arena to allow these

issues to be openly discussed to ensure that
every opportunity is taken to eliminate and
reduce any major hazard or risk.

Managing and Mitigating Risks

The process we follow for managing risks in
design is also detailed in our internal
Business Management System and
associated procedures.
On projects we are awarded, it is the Project
Manager that actively engages with the
Contractors Responsible Engineers (CREs)
of each discipline in design reviews to
ensure we have competence and resources
to address the health and safety issues
likely to be involved in the design. This
approach allows the Project Manager to
make sure that all conflicts and hazards are
captured from a full multi-disciplinary
perspective and ensure that a fully
integrated approach to designing out any
hazard is achieved.
One of the main tools our procedures
dictate to be used for managing risk is a
Design Risk Log which will be developed
and maintained. The log will show design
decisions where they have been made,
demonstrating how these hazards/ risks
have been designed out and where
hazards/ risks remain they will be
highlighted not only in the risk register but
also on the general arrangement drawings
such that the construction team have clarity
on both the type of risk and exactly where
this appears on the site.
The risk register is then reviewed and developed by both the design and construction
teams in the IDR (Inter Disciplinary Review)
meetings. The design log will be
incorporated into the Health and Safety
Plan for the construction phase as
appropriate. However on completion of the
design there will be a final review of the
Design Log with the construction.
Importantly, in this meeting, our Design
team will convey any residual risks that
could not be designed out and as a
consequence remain during construction.
It will then form part of the construction
phase Health and Safety Plan.
Safe by Design
One of the tools we use to encourage
Design Engineers to embrace their
requirements under CDM is a monthly
competition to showcase how they have
ensured projects are Safe by Design. All
Safe by Design entries are reviewed by the
board of directors and a prize given to the
best submissions. The award rewards excellence in design and ensure that innovations
and best practices are captured and are
shared throughout the company.
17

Sustainability and the Environment

We operate a structured and strategic
approach to sustainability and environmental
design that is embedded in our Business
Management System (BMS) and the policies
and processes it covers.
We have an excellent track record of
incorporating sustainability principles into
designs. Our environmental team strategically
influences and encourages clients, designers
and contractors to improve the sustainability
performance throughout the project life-cycle.
Our environment team is a member of the
Thameslink KO2 Contractors Sustainable
Procurement Forum. This is a sustainability
working group of contractors, consultants,
and sustainability professionals. The group
are offered advice to shape the sustainability
strategy of the overall Thameslink project with
particular focus on carbon reduction, through
design and construction.
The experience and knowledge gained from
this working group will assist in shaping the
sustainability performance of the project and
drive through design efficiencies. The main
areas being developed, improved and agreed
by the working group are:

Waste minimisation
Carbon reduction and monitoring
Local employment
Materials specification and developing
Whole-life costing
Process improvements

This excellence was displayed recently on the

Peterborough Spital Sidings Project, where
we proactively engaged with the Contractors
Environment Manager to create a selected
BREEAM/CEEQUAL focussed checklist to
evaluate the sustainability performance of the
project.

18

We have licensed BREEAM Assessors to

BREEAM 2011 scheme and one licensed
CEEQUAL assessor who can assess the
sustainable performance of design to a nationally recognised scheme.
Our Project Engineers encourage the design
teams to positively influence the project such
as reducing the work scope, creating a more
cost effective solution, improving whole life
cost, developing a more sustainable method,
re-risking work activities by capturing
innovative ideas and efficiencies generated.
Getting Environmental Issues Right from
the Start
Our environmental team have tablet
computers which efficiently gather survey
data from site, rationalising survey time and
improving accuracy in gaining data. The
output is downloaded remotely and provides
instant and accurate results and information.
We ensure that CEEQUAL and BREEAM are
embedded into the entire project management and document control regime.
Our gap analysis identifies key strategies
which need adopting to assist in maximising
the sustainability performance of the projects
we are involved in and ensure we obtain
the highest practicable score for each topic
addressed with CEEQUAL.
We are an established leader in sustainability.
Our identity as a company has been shaped
by a longstanding commitment to
environmental stewardship and problem
solving. We employ environmental specialists
and by involving them throughout project
delivery, we ensure that project managers and
engineers know their responsibilities to
identify and address environmental concerns.

Sustainability Policy
In addition to our corporate Sustainability
Policy, we maintain a Construction
Sustainability Handbook. The handbook is
closely aligned with Network Rails
sustainability objectives, as detailed below:
Sustainability Experience
We have extensive experience in identifying
key sustainability risks and opportunities on
projects, as exemplified by our work on the
Thamelink Projects for Network Rail. We
identified key opportunities and risks by
assessing and understanding sustainability
issues at the site, and likely impacts, activities
and processes of the project life cycle.
These were captured in a Design
Environmental Management Plan (DEMP)
which comprised the following elements:
Environmental Data Search
A desk top study will be undertaken to obtain
information from statutory and non-statutory
authorities (e.g. Marlin, the Multi-Agency
website, the Environment Agency, the relevant
Local Council, County Council - Planning and
Environment Departments, Local Wildlife Trust
or Biological Records Centre, English Heritage
and Natural England). This data search would
be aimed at identifying any key designations
(TPOs, Conservation Areas) or environmental
features (watercourses) that could impact
on or be impacted by the proposed works.
Information obtained in the data search will
be included in the Risk Register / Action Plan,
Consents Register and Features Map.
Liaison With Design Engineers
Meetings will be held with our design
engineers to obtain information on their
designs, waste that will be produced, materials
required for construction and any sustainable
design solutions they are implementing.

Information obtained from liaison with the

design engineers will be used in the high level
carbon assessment, waste capture sheet and
all will be captured in the Environmental and
Sustainability Design Audit in the EMP. During
these meetings, the updated Sustainability
Delivery Strategy will be briefed out and a
record of training kept on file in Projectwise.
Indicative Embodied Carbon Assessment
This item will be undertaken to quantify the
carbon impact of the project. The assessment
will focus on the use of materials only (i.e. will
not include transport of materials to site and
use of electricity or water for the project) and
all information used in the assessment will be
obtained through liaison with other design
engineers.
Environmental Risk Register and Action
Plan A qualitative assessment of potential
environmental risks will be produced.
The Risk Register will contain mitigation
measures which can be implemented to
reduce the impact of the environmental risk
and an Action Plan which will detail who
is responsible for each action and give a
timescale for completion.
Environmental Consents Register
Will be developed as the proposed works
are likely to require a number of consents or
permits to be obtained. The consents register
identifies the appropriate consents that will
be needed and sets out the process and
timescales required to obtain them.
An Environmental Features Map
Will be produced which will display the
locations of all the environmental
designations (statutory sites, built heritage
etc) on an OS tile. The information to
complete this map will be obtained from the
data searches.

Waste Capture Sheet

Will capture the waste that will be produced
during each stage of the project. The Sheet
will detail how the waste should be handled
off site (recycled / re-use / landfill etc). We will
ensure that relevant information is cascaded
through the design stages to allow designers
to consider ways to minimise waste generation and apply the Waste Management
Hierarchy.
Environmental Design Management
The design drawings created by our business
will be audited against the environmental
objectives, also set out in the DEMP.
Diverse and Inclusive Supply Chain.
Our diversity vision promotes an inclusive
supply chain by partnering with local small
business firms and providing business
opportunities, training, mentoring, and other
resources to help them develop and grow.
Communities.
Executing projects to improve quality of life
is only part of our commitment to build and
improve our communities. We also volunteer
time, donate funds, and contribute in-kind
gifts to support worthy causes in the communities where we live and work. Onsite, we pay
attention to site traffic patterns and volume to
mitigate potential effects on soil and ecosystems, as well as minimising disruptions to the
local community.
Bio-diversity and Ecology.
As standard, our project managers follow our
documented management system process
which requires that a checklist of environmental risks (amongst others) is considered at the
conception stage of our projects. This results
in the production of a comprehensive risk
register leading to the development of a

strategic environmental framework. External

auditing bodies, including the BSI and Achilles
Verify, regularly undertake external audits of
our system to determine conformance with
standard and client requirements.
Sustainability is at the heart of everything we
do as a company and the principles set out in
this policy reflect the Tata Values of integrity,
understanding, excellence, unity, and
responsibility.
We are dedicated to managing our business
operations responsibly and to the continuous
improvement of our environmental, economic
and social performance.
We will:
Encourage all of our suppliers to adopt
responsible marketplace practices and
ensure that all appropriate suppliers
are accredited through our Approved
Supplier process.
Work collaboratively with our partners
both up and down our supply chain to
improve the sustainable production and
delivery of goods and services.
Promote a diverse and inclusive supply
chain by providing local suppliers and
subcontractors an equal opportunity to
compete for appropriate contracts.
Work with suppliers to identify issues that
do not match our expectations and help
to support and collaborate with suppliers
in addressing any gaps identified.
Ensure that we uphold the principles and
values set out in the Tata Code of
Conduct and aspire to work only with
those companies who share these values.
Ensure that when procuring material
goods, due consideration is given to
re-use and recycling and the environmental effects of products throughout
their life-cycle.

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HOW WE USE BIM

We have been providing scheme designs for several years using
various Building Information Technologies at Level 2 and also
with elements at Level 3 BIM.
Our BIM Standard is fully compliant
with BS1192:2007 and the AEC (UK) BIM
Standards 2009. We are experienced
in sharing project information within
a common data environment using
Bentley Projectwise. This common
environment is used to manage and
share the information designed using
BIM.
Business Processes for BIM
We have an intranet based Business
Management System (BMS), which
contains all documents, protocols and
systems under which we work. The
BMS includes a BIM Execution Plan
which outlines how we undertake all
BIM projects. The BIM Execution Plan
is developed to be project specific
and forms part of the overall Project
Execution Plan.
BIM Experience
For the past four years the architectural
team have used BIM as the primary
delivery tool. Over this period they
have worked as architectural consultant
providing multidiscipline services. We
are currently providing the full service
multi-disciplinary design role on six
Energy from Waste facilities, extensions
to Peterborough and several other Train
Stations, offices and laboratories.
Project BIM Strategy
Paul Parker will undertake the role of
BIM coordinator for this scheme. He will
manage all BIM activity to ensure

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compliance with the project protocols.

Paul will manage all interaction
externally, and all coordination and
clash detection between the various
different discipline models. He would
undertake this task using Autodesk
Navisworks.
Developing BIM
We are proactive in the implementation
of aspects of BIM which are not
currently in regular use within the
construction industry. In accordance
with the Tata Steel Projects BIM
standards all disciplines are required to
have a designated BIM Champion who
along with the BIM Manager attend
regular BIM stakeholder meetings in
order to identify roles, responsibilities
and potential impacts on schemes,
Project BIM Execution Plans, and the
progression of BIM within the company
As we continue to develop BIM services,
improvements are being considered
such as incorporating the software
package Solibri Model Checker to
analyse models for integrity, quality
and physical safety prior to issuing out
to external consultants and also the
contractor
For this project, we would like to
incorporate 4D (time) and 5D (cost)
elements to integrated and link the
construction programme into Synchro
use Autodesk Quantity Takeoff to
understand cost management in real
time.

KEY ADVANTAGES

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SUPPLY CHAIN
MANAGEMENT
To provide the highest levels of service and value we encourage our suppliers,
sub- contractors and supply chain providers to adopt a partnering approach
whenever practicable.
Partners are normally decided through
a selection process that includes
a quality offering and technical
interview. Partnering is combined with
a sensible risk management approach
both before a project starts and during
its progress.

We have checked and measured

awareness in a number of ways,
ranging from weekly bulletins outlining
one rule in detail through to a monthly
inclusion in the companys safety briefs
and freshly updated information on our
intranet.

In order to help achieve the desired

benefits of partnering, the Project
Manager will in conjunction with the
Purchasing Manager ,
Adopt a transparent approach on
client requirements and risks
Adopt good legal risk and contract
management practices
Establish trust and commitment
based upon long term
relationships

Promoting a Culture of Openness

Quarterly Reviews between Lead
Engineers and the Purchasing
Manager are held to monitor
framework suppliers performance. It
is the responsibility of the Purchasing
Manager to work closely with the
supply chain to ensure relationships
are maintained and enhanced when
required.

Principal Contractor
As principal contractor for Network
Rail, we have spent a number of years
developing our construction offering
and as such have undertaken a wealth
of modular station, platform, car park
and other construction works.
We have all of our own in house
management and supervision to
manage the construction works
however, we rely on our supplier
relationships to deliver specialist
elements where appropriate.

It is recognised that good client/

supply chain behaviours are essential
for business support and as such this
is closely managed. We cannot work
successfully without our supply chain
supporting us.
Our Procurement Manager works
closely with the Head of Construction
and the Site Team to vet, appoint and
maintain relationships with suppliers.
We work together with them on site
to give them the best opportunity to
carry out there works right first time as
well as safely and in a timely manner.

We are open and honest with our

supply chain and we communicate
both success and disappointment
in equal measures. If we are to
establish positive relationships then
it is vital that we have these open and
honest conversations so we can drive
improvement.
Driving Value
Despite our established working
relationships and the healthy
informality this can lead to, we will
not allow this to compromise our role
as manager of the sub-contractors.
Our success in the projects we have
delivered has been underpinned
by an awareness of our symbiotic
relationship. Quite simply, we
depend on each other to perform.
One off relationship means that the
subcontractor is highly likely to price
in significant risk which adds in cost
as well as programme contingency.
Working with our supply chain has
added value in that over time the
relationship develops, performance is
enhanced, lessons are learned, trust
is built, all of which helps to drive out
value.

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For more information please contact:

Tata Steel Projects

Tata Steel Projects

Tata Steel Projects

Tata Steel Projects

Head Office
Meridian House
The Crescent
York
YO24 1AW
T: +44 (0) 1904 454600
E: tatasteelprojects@tatasteel.com

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Crowne Plaza
Suffolk Street
Birmingham
B1 1TT
T: +44 (0) 121 242 1240
E: tatasteelprojects@tatasteel.com

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Fairbairn Building
70-72 Sackville Street
Manchester
M1 3NJ
T: +44 (0) 161 242 2990
E: tatasteelprojects@tatasteel.com

Dukesbridge House
23 Duke Street
Reading
Berks
RG1 4SA
T: +44 (0) 8434 878 776
E: bi-steel@tatasteelprojects.com

www.tatasteelprojects.com

While care has been take to ensure that the information contained in this publication is accurate, neither Tata Steel UK Rail Consultancy Limited, nor its subsidiaries, accept
responsibility or liability for errors or for information which is found to be misleading. Copyright 2014 Tata Steel UK Rail Consultancy Limited. Tata Steel UK Rail Consultancy
Limited trading as Tata Steel Projects is registered in England under number 3033290 with registered office at Meridian House, The Crescent, York, YO24 1AW
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