Thameslink Programme. Sustainability Strategy. Strategy. Document Reference Number. Infrastructure Projects Thameslink Programme.

Transcription

1 ID Strategy Sustainability Strategy Prepared by: Kirsty Young Head of Sustainability and Consents Approved: Nick Gray Principal Programme Sponsor Authorised for Issue: Date of Issue: Jim Crawford TLP Major Programme Director This document is the property of Network Rail. It shall not be reproduced in whole or part nor disclosed to a third party without the written permission of the author. Copyright 2014 Network Rail. This document is controlled ONLY when viewed in Thameslink s Integrated Management System. Published & Issued by: Network Rail,, James Forbes House, 27 Great Suffolk Street, London, SE1 0NS.

2 ID Compliance This document is mandated upon the Network Rail. It shall be complied with from date of issue. Disclaimer In issuing this document for its stated purpose, the Network Rail makes no warranty, express or implied, that compliance with all or any documents it issues is sufficient on its own to ensure safe system of work or operation. Users are reminded of their own duties under health and safety legislation. All references made within this document were considered correct at time of approval. Supply Copies of this document are available electronically via the s IMS website. Control This document shall be deemed uncontrolled once printed. History Issue Date Amendments and summary of changes /06/08 First Issue /05/11 Updated to reflect best practice /07/12 Revised to include social, economic and environmental objectives for Key Output 2 works /07/13 Revised to take account of the amendments to targets recommended by the 2012/3 EMS and Sustainability Management Review and to reference Network Rail vision and strategy approved by NR Board in July 2014 Updated to reflect minor changes as agreed at SSG in paper SSG103. This includes the closure of target 3c, minor amendments to 1d and 19a and the merger of 17a and 17g to create 17h. Three new targets have also been introduced 3h, 3i and 9c.Other changes include minor amendments to the general sections of the strategy to update job titles and meeting frequency. Page 2 of 29

3 ID Table of Contents 1. Purpose Objectives and Drivers Value and Efficiencies Hierarchy Scope RACI High level summary of key responsibilities RACI details Abbreviations & Definitions Programme wide Objectives and Targets Workplace and people Community Marketplace passengers Marketplace funders, customers and suppliers Environment Delivery of the strategy Leadership and Governance Sustainability heatmap and sustainable delivery statements requirements, incentivisation and partnering strategy Design and construction review Communication and training Measurement, reporting and continuous improvement Appendix 1: Network Rail Sustainable Development Vision and the TLP...25 Appendix 2: TLP progress towards IP Sustainability targets...27 Appendix 3: Content List for Sustainable Delivery Statement (SDS)...28 Appendix 4: Template for Sustainability Heatmap... Error! Bookmark not defined. Page 3 of 29

4 ID 1. Purpose 1.1 Objectives and Drivers This strategy sets out (TLP) sustainability objectives and targets and outlines how they will be achieved across Network Rail, our designers, and the supply chain The strategy is required to implement the TLP Sustainable Development Policy - N000-NRT-POL-EN and support delivery of Network Rail s Environmental Sustainability Policy and TLP commitments arising from the Transport & Works Act, planning permissions and the Programme s environmental management system The Network Rail sustainable development strategy and vision : A railway fit for the future was approved by the Network Rail Board in May It set out strategic objectives and priorities and those relevant to the TLP are addressed through this document (see Appendix 1) In response to the Network Rail strategy subsequently identified a number of targets to support those corporate objectives and priorities identified in the strategy and this document provides a framework to map, align and monitor progress of the TLPs sustainability targets to that of (see Appendix 2). 1.2 Value and Efficiencies The strategy aims to maximise value and achieve long term efficiencies through: increased organisational performance e.g. a higher achieving workforce and improved customer and external stakeholder satisfaction demand management including energy and raw materials in design and construction and also by considering whole-life costs to seek potential company benefits in maintenance, operations and ultimate disposal of the new/upgraded assets. management of company risk associated with climate change, social change and the long-term depletion of natural resources. 1.3 Hierarchy The TLP Sustainability Strategy is a core strategy document and its relationship with other key documentation is shown in Figure 1. This provides a framework to embed sustainability in the design and delivery of TLP This strategy sets out the programme wide objectives and targets and delivery structure. The sustainability heatmap and sustainability delivery statement (section 6.2) will set out key priorities for each TLP team, designer and Page 4 of 29

5 ID 2. Scope contractor and how these will be delivered. These priorities cascade through project and functional plans to be delivered during design and construction The strategy applies to all works delivered directly by the TLP Key Output 2 Team. The strategy will be delivered by all programme and project teams and our tier 1 supply chain who will cascade this through their supply chain, as required, to meet relevant targets. (1) Includes Environmental Management Plan, CEEQUAL Plan, Health Safety & Assurance Plan, Resourcing Plan, Procurement Plan Figure 1: TLP document hierarchy for definition and delivery of sustainability requirements. (All documents are TLP specific unless stated otherwise) Page 5 of 29

6 ID 3. RACI 3.1 High level summary of key responsibilities Sustainability Steering Group (SSG): TLP Executive Group provides direction, leadership and commitment, monitors delivery of the strategy across TLP and agrees improvement plans. Chaired by the Major Programme Director. Head of Sustainability and Consents: owner of strategy, responsible for maintenance, development and roll out of strategy and reporting progress to the Major Programme Director and SSG. Environmental Manager: owner of environmental sustainability objectives and programme environmental management system. Directors: deliver the strategy within the scope of their design and construction works Designers and ors: deliver the strategy within the scope of their contracts and feed evolving industry good practice into TLP. Engineers: drive delivery of sustainability requirements through design development and review and consideration of whole life cost in asset design. Commercial Managers: integrate requirements of this strategy into tender and contract documentation, programme estimates and cascade requirements through the supply chain. Sponsors: include sustainability requirements within investment decisions, GRIP processes and functional specifications of the programme. Consents Managers/ Environmental Specialists: support and facilitate delivery of the SDS, CEEQUAL and EMS on their project. All employees: embedding sustainability within their day to day working. Page 6 of 29

7 ID 3.2 RACI details RACI DETAILS RACI is a means of identifying activities to roles, as follows: R Responsible: the individual(s) who perform an activity responsible for action/implementation although usually only one, Rs can be shared. A Accountable: the individual who is ultimately accountable including yes/no decision and power of veto only one A can be assigned. C Consulted: the individual(s) to be consulted prior to a final decision being made or action taken two-way communication. I Informed: the individual(s) who need to be informed after a decision is made or action is taken one-way communication. Sustainability Steering Group (Chair: Major Programme Director) Head of Sustainability and Consents Environment Manager Senior Sponsor Director / Senior Programme Manager Activity Develop and maintain strategy and programme wide A R R C C C C C C I C C C sustainability heatmap Integrate strategy into contract requirements and specifications and cascade through supply I C C A,R R R C I I I I chain Agree and deliver Sustainable Delivery Statement for design I C C I A,R I R R C R I I and construction works Agreement, collection, analysis of period reporting including EPIs and SPIs (EPI and SPI A R R R I R R R R R C R procedures set out detailed responsibilities) Collate and issue programme level progress reports C A,R R C I C C C C C C C Roll out CEEQUAL strategy C A R I C I C R I I I Annual Management Review A R R I C I I C I I I Senior Programme Commercial Manager Engineering Manager Consents Manager Workplace Co-ordination Manager Designers and Senior Communications Manager HR Business Partner HSA Manager Page 7 of 29

8 ID 4. Abbreviations & Definitions Abbreviation BPM BRE CDM CEF CEP CEEQUAL CSF CSPF DoW EMP EMS ECI EPI EST FSC GRIP HSA ISO LBAP LBoS LBS MPD NSC NR PCP PEMS PPM PRS S 106 Scope 1,2 3 emissions SDS SME SPIs SSG SUDS SWMP TLP TWA VfM WLC WPCM WRAP Definition Best Practicable Means Building Research Establishment Construction (Design and Management) Regulations ors Environment Forum Consents, Environment & Property Evidence-based sustainability and awards scheme for civil engineering Critical success factors ors Sustainable Procurement Forum Designing out Waste Environmental Management Plan Environmental Management System Early or Involvement Environmental Performance Indicator Employment, skills and training Forest Stewardship Council Governance for Rail Investment s Health, Safety & Assurance International standard for environmental management systems London Bridge Area Partnership London Borough of Southwark London Bridge Station Major Programme Director National Service Centre Network Rail Pollution Control Plan Planning & Environmental Management Strategy (TWA document and commitment) Public Performance Measure Programme Requirements Specification London Bridge Station s106 agreement associated with the planning permission Greenhouse gas emissions direct from sources owned and controlled by TLP (scope 1), indirectly consumed electricity, heat or steam (scope 2) and other indirect emissions (scope 3) Sustainability Delivery Statement Small and medium [sized] enterprise; a firm with less than 250 employees, and one or both of; turnover of less than 50m, balance sheet of less than 43m Social and economic Performance Indicator Sustainability Steering Group Sustainable Urban Drainage System; practices, structures and strategies designed to efficiently and sustainably drain surface water, while minimising pollution and managing impact on quality of local water bodies Site Waste Management Plan Transport & Works Act Value for money Whole-life cost Workplace Co-ordination Manager Waste Reduction Action Plan Page 8 of 29

9 ID 5. Programme wide Objectives and Targets There are 20 objectives to address social, economic and environmental sustainability on TLP. The objectives are divided into five key themes of workplace and people; community; marketplace passengers; marketplace customers, suppliers and funders; and environment Since the sustainability strategy was first published, three targets have now been successfully closed out; Objective 3: Target Review the potential to set specific targets to meet TLP policy and commitments on safety in design and behaviours. This target was closed when a suite of specific targets (targets 3d-f). Objective 3: - Target Monitor and report HSA data across NR and our supply chain and implement improvement plans to address any performance issues as appropriate. This target was closed as the monitoring of HSA data is now well embedded and has become business as usual. Performance dashboards, cascade packs and the Hiviz magazine are just a few examples of how this target is embedded. Objective 15: Target To develop and roll out a carbon policy to produce a carbon footprint for the TLP, identify carbon hotspots and target carbon reduction measures. This target was closed following the publication of the TLP Carbon policy and the supporting report that identified our hotspots. This report is helping the suppliers focus their carbon management plans. 5.2 Workplace and people Objective 1: Attract and retain the right people to work on TLP and grow the skills and capabilities needed to successfully deliver the outputs and strengthen succession plans for critical roles in the future 1a 1b 1c 1d 1e Carry out TLP and site-specific employee engagement surveys and develop action plans to respond to issues raised Provide introductory sustainability training to all employees and advanced training specific to role Develop TLP workforce training and development plan to bridge skill gaps and meet succession plans Amendment - 80% of new starters to have undertaken all mandatory induction training sessions within 1 month of joining Develop communication tools to deliver a consistent message to all workers on a single site NR and and NR and NR and NR and Steps to success (High level action plan) HR develops and rolls out TLP people plan, training and induction process. Skill gap analysis for each team. PDP for all employees. Site communication plan (regardless of employer). Annual survey, feedback sessions and improvement plans agreed. Critical Success Factors and CSF: Good two-way communication flow and clear identification of training needs with a plan to deliver. : Key staff engagement issues, evolving NR corporate priorities Page 9 of 29

10 ID Objective 2: To recognise that diverse opinions and inclusive behaviour are vital to enable us to fully maximise the potential of our people and our programme 2a 2b 2c 2d Programme-wide Targets Develop and roll out TLP Diversity and Inclusion Plan Monitor complaints, grievance and whistleblowing issues. Monitor diversity of employees in post, job applicants and applicants for promotions. Train our employees to implement best practice recruitment techniques. and and and NR Steps to success (High level action plan) Nominate TLP Diversity Champion. Roll out NR D&I Policy and Strategy and incorporate in TLP People Plan. Agree diversity plans with TLP. Diversity management training incorporated into induction, recruitment training and team cascades. Develop SPIs for diversity of employees, job applicants, promotions, complaints, grievances and prosecutions Critical Success Factors and CSF: Support managers to recognise the value of diversity. Benchmark and understand our strengths and weaknesses and reinforce right behaviours : legislation, emerging NR Policy and Strategy, peer programmes Objective 3: Encourage our employees to exhibit the right behaviours and work with our suppliers to promote good practice in design and construction so that everyone returns home safety at the end of every day 3a 3b 3c 3d 3e 3f Offer an annual basic health assessment to employees working on site for 12 months or more Deliver training to up skill our First Aiders to meet best practice recommendations. Closed - Monitor and report HSA data across NR and our supply chain and implement improvement plans to address any performance issues as appropriate Run one culture survey across the TLP per annum. Deliver four big picture Culture Workshops within project teams per annum Undertake two compliance checks (WPP/TBS/Topic specific) per period for each Director portfolio NR and NR Target closed see NR NR NR Steps to success (High level action plan) Roll out HSA and CDM strategy. Roll out NR corporate Life Saving Rules. Occupational Health Facility at Beazley House, LBS. Run joint quarterly Step Up events and Directors Safety Forum (or equivalent). Address critical H&S issues and health topics in H&S brief each month. Feedback from safety culture surveys shared and actions proposed with Critical Success CSF: Behaviours : NR Policy and SE Territory commitments, peer programmes 3g 75% of significant design risks in ARM to have a mitigation plan in place NR Page 10 of 29

11 ID 3h 3i New - Production of 12 Safe by design best practice guides per annum New - Roll out of safety conversations training across NR and the supply chain NR NR 5.3 Community Objective 4: To minimise trespass on the railway 4a 4b 4c Evaluate best practice in access controls at site of works and roll-out across TLP Build security and trespass considerations into design and development reviews as a standard requirement Promote safety message regularly by carrying out 12 community initiatives, such as school visits, across the programme per annum ors and NR and Steps to success (High level action plan) ID trespass hotspots on TLP route and local schools and youth clubs. Worksite risk identification plans. Nominate resources to maintain educational visitor centre, develop educational material and run / carry out school visits. Critical Success CSF: good site access control : key risk area Objective 5: To deliver a social legacy of employment, skills and training to individuals within communities around TLP works 5a 5b 5c All to produce Employment, Skills & Training (EST) plans and share with local agencies. Monitor number of job applicants, apprenticeships and training opportunities by residency and previous employment status. Achieve s106 targets for local employment, training and apprenticeships across LBAP. ors NR and NR and LBAP Steps to success (High level action plan) NR Workplace Coordination Manager appointed and reps in place. LBAP apprenticeship plan. EST Plans developed, maintained and regular review with local agencies. Co-ordinated Training Programme. SPIs and reports to TLP & LBoS. Critical Success CSF: Full visibility of opportunities and recruitment process with support before and after recruitment. : s106 requirements, current and emerging NR policy and strategy, peer programmes Page 11 of 29

12 ID Objective 6: To provide local suppliers with the fair opportunity to compete for supply chain opportunities 6a 6b 6c All to produce Procurement Plan to identify opportunities for SMEs and local suppliers and how these will be communicated Monitor SME and local supplier participation within procurement processes across TLP supply chain. Achieve s106 targets for supply chain seminars and SME and local supply chain participation across LBAP contracts. ors NR and ors NR and LBAP Steps to success (High level action plan) Nominated Commercial Reps for NR and Tier I to develop and communicate plans. Procurement plans and pipelines developed and shared with local enterprise agencies. Procurement rules to be reviewed to enable use of local suppliers where VfM. Specify use of nearest depot for regional / national companies. Quarterly TLP Meet the Buyer events held locally. Materials management plan to identify source and proximity to works. Quarterly reports on supplier selection by size, postcode of HO and operational office. Critical Success Factors and CSF: Full visibility of opportunities and risks and procurement process. Assessment of good practice activity. Supply chain cascade : s 106 requirements, emerging NR vision, central government target, peer programmes Page 12 of 29

13 ID Objective 7: To pro-actively engage with communities around TLP to minimise negative impact and to work in partnership to maximise our social contribution 7a 7b 7c 7d 7e 7f Monitor trends in complaints, informal stakeholder feedback, press and social media coverage to develop and implement improvement action plans Establish public information points for each site. Register all worksites operating for over 3 months for the CCS and achieve an excellent score as a minimum (40+) with a stretch target to achieve exceptional standard (45 and above). Hold annual charity fundraising event(s) open to all TLP and delivery partners. To implement Green Travel Plans during construction and for operation of London Bridge Station Hold one community open day per year for each of our projects. Deliver an annual community improvement project in partnership with local business or community groups. NR and ors ors NR and NR and ors NR and Steps to success (High level action plan) Monitoring and reviewing of complaint etc trends. TLP Communications Steering Group and project working groups in place. Joint NR and delivery partner Community Relations Plan in place for each project and suitable resources allocated to deliver and report on progress. Identify local groups and initiatives for partnerships, agree funding contributions. Charitable giving fundraising plan covering NR, local and other relevant charities for TLP and our delivery partners. Critical Success CSF: Visibility of community perception and continual improvement. Develop partnerships to maximise our contribution. : s 106 requirements, legislation, NR current and emerging Policy, peer programmes Objective 8: To identify and manage sites during construction where heritage is to be maintained and enhanced Steps to success (High level action plan) Critical Success 8a tain register of heritage assets, seek to reuse/salvage assets where practical and beneficial and carry out and publish records of all assets lost. and Pre-demolition audits to target key demolition products for reuse, recycling and recovery. Heritage register with reuse and salvage opportunities identified. Archaeology and building recording : legislation, planning requirements, current and emerging NR Policy, "Heritage Dividend" Page 13 of 29

14 ID 5.4 Marketplace passengers Objective 9: To optimise the passenger experience in access and use, for all groups of people, during both construction and post construction to make best use of the improved transport facilities and service 9a 9b 9c Set benchmarks to monitor passenger experience both during and post construction for London Bridge Station and implement improvement plans to address any underperformance. Achieve best practice targets for provision of passenger information systems in the final station design. To deliver an inclusive design action plan for London Bridge Station to meet relevant interoperability standards and the Equalities Act 2010 NR and NR NR and Steps to success (High level action plan) Performance requirements specified in PRS and monitored during interim Sponsor Reviews during construction. Monitor satisfaction using passenger focus National Passenger Survey (twice yearly) Review design performance in 2019 Critical Success : Corporate NR and TLP priority Objective 10: To improve the performance of the Thameslink route as a result of TLP investment 10a 10b Achieve programme PPM targets during construction Validate that the infrastructure can support the programme PPM targets post construction. NR Steps to success (High level action plan) Critical Success Factors and : NR requirement Page 14 of 29

15 ID 5.5 Marketplace funders, customers and suppliers Objective 11: To reduce the cost of delivery of TLP 11a Programme-wide Targets Achieve efficiency targets set for each project NR Steps to success (High level action plan) Efficiency plans Designing out Waste workshops, Materials Management Plans and associated logistics plans Critical Success CSF: make our financial decisions more sustainable : NR Policy and targets Objective 12: To use CEEQUAL to help us strike a balance to achieve high standards of environmental and social benefits whilst achieving value for money 12a Achieve CEEQUAL target of Excellent for civils projects and Steps to success (High level action plan) Critical Success 12b Achieve CEEQUAL target of Very Good for the Track & Signalling term contracts award with emphasis on continual improvement during the assessment stages. and : peer programmes Objective 13: To understand the whole life cost implications of project and purchasing decisions 13a Identify opportunities for 10 whole-life costing studies across TLP covering high impact and/or priority processes and materials. and Steps to success (High level action plan) workshops to identify and review top WLC opportunities with our suppliers - ID top 10 per project Guidance on what WLC means for TLP Business case developed for top 10 WLC opportunities Critical Success : NR Policy, peer programmes Page 15 of 29

16 ID Objective 14: To identify opportunities to implement new technologies and processes to future proof the rail network against climate change 14a Programme-wide Targets To identify technologies and processes that will future proof the rail network against a changing climate and develop business case for top 5. and Steps to success (High level action plan) LBS Climate Change Adaptation Report tenance opportunities identified Joined up working with NR to achieve climate change adaptation Critical Success : legislation, NR current and emerging policy 5.6 Environment Objective 15: To minimise the levels of carbon generated over the whole life of TLP 15a To undertake a carbon and energy demand assessment for each project, set reduction targets and to monitor & report progress in line with the TLP Carbon Policy Designers and Steps to success (High level action plan) energy and carbon assessments Carbon EPIs for each project and office Critical Success CSF: To truly understand our carbon emissions and where we can make reductions : legislation, planning requirements, current and emerging NR Policy Objective 16: To reduce building and project reliance on potable water supplies 16a 16b 16c Reduce operational water use through building design by incorporating water efficient fittings and appliances, water meters and leak detection equipment and rainwater harvesting. Incorporate sustainable drainage systems (SUDS) in the design where feasible Each project will develop a Water Reduction Plan Designers and Designers and ors Steps to success (High level action plan) Water reduction measures included in design specifications. Site metering Critical Success CSF: Minimising reliance on potable water supplies : legislation, planning requirements, current and emerging NR Policy, peer programmes Page 16 of 29

17 ID Objective 17: To increase the life of materials and reduce the consumption of virgin and unsustainable sources of materials 17a 17b 17c 17d Closed - Design our structures to reduce future material use in maintenance and replacement and to accommodate future retrofits by increasing durability, reuse potential in deconstruction. Specify materials to reduce environmental impact by using WRAP Construction Material Guidance and BRE Green Guide to Specification (no worse than B rating) Not use insulation and other materials containing substances known to contribute to stratospheric ozone depletion and global warming. Procure 100% certified timber and hold full chain of custody in line with NR Timber Policy Target removed and incorporated into target 17h and and Designers and Steps to success (High level action plan) Agree TLP Responsible Sourcing Policy. Implement policy across supply chain. Materials management plan for each project. Work with NDS on key materials. Critical Success CSF: to know what our key materials are, where they come from and what their impact is. : Current and emerging NR Policy; peer programmes 17e 15% (stretch of 25%) reused or recycled content by value of new construction material. Designers and Work with NDS and others to update NR standards. 17f 25% recycled content in aggregates Designers and 17g Closed - Identify key materials across TLP and procure in line with TLPs Responsible Sourcing Policy. Target removed and incorporated into target 17h 17h New - Identify key materials across TLP and procure and design in line with TLPs Responsible Sourcing Policy Designers and Page 17 of 29

18 ID Objective 18: To reduce waste generated and disposed of on TLP 18a 18b 18c All projects to divert at least 90% of waste from landfill using the waste hierarchy (with stretch target of zero waste to landfill for stations and civils projects and 95% waste diverted from landfill for railway system projects). Reduce waste during the design process Identify proposed locations for building waste storage facilities with adequate space for waste segregation. Designers and ors and and Steps to success (High level action plan) Pre-demolition audits to target key demolition products for reuse, recycling and recovery. SWMP for each project from GRIP 4 Apply DoW workshop principles and actions through TLP and supply chain Work with NDS Critical Success CSF: Embedding waste reduction in design : legislation, current and emerging NR Policy, WRAP commitments, peer programmes Objective 19: To maintain and enhance current land conditions and reduce risk of pollution and nuisance 19a 19b 19c 19d 19e Amended - Implement and monitor delivery of Work Package Plans and task briefings sheets that comply with NR requirements for environment, community and consents management The design review criteria will include the assessment, consideration and mitigation of risk of pollution to land and water Apply BPM to minimise impact from noise & vibration and air pollutants and monitor performance Each Tier 1 contractor shall identify and audit areas of their supply chain with the potential for high pollution risk Demonstrate continual improvement through a decrease in trends in incidents and noise & vibration complaints and increase in trends in close calls and and Designers and and ors Steps to success (High level action plan) EMPs and PCP produced for all design and construction contracts and approved by CEP before works start Contaminated land and groundwater risk assessment where relevant Monthly monitoring of EPIs, surveillance of quality of EMPs, PCP etc % engines conforming to Eurocat 5 or above Critical Success CSF: To realise the benefits of TLP by managing and reducing our areas of risk. Moving away from responsive action to pro-active management of design and close calls. : legislation, current and emerging NR Policy, peer programmes Page 18 of 29

19 ID Objective 20: To maintain and enhance biodiversity on TLP 20a 20b Enhance our habitat footprint to achieve a net biodiversity gain via the mitigation hierarchy in line with TLP Delivering Biodiversity Benefits Policy Identify and implement Green Infrastructure Initiatives and Designers and Steps to success (High level action plan) Develop and roll out Ecological Management Plan for TLP Each project to undertake an ecological assessment of what is being removed and replaced and to implement an Ecological Plan Critical Success CSF: Seek avoidance before mitigation. : legislation, planning requirements, current and emerging NR Policy, peer programmes 6. Delivery of the strategy 6.1 Leadership and Governance The TLP Executive holds a Sustainability Steering Group (SSG) every eight weeks to provide visible and active leadership for sustainability and monitor progress The Major Programme Director and Executive Group publish a TLP Sustainable Development Policy which is communicated to all staff and issued to designers and via contract requirements and made available to the public This Sustainability Strategy is a part of the TLP Programme Execution Plan (PEP) - N NRT-PLN-CL which outlines the management and execution of the programme. The TLP Executive has set out a number of overarching commitments to define how TLP will deliver sustainable Page 19 of 29

20 ID requirements through the day to day management of the programme. These will be cascaded through team objectives and activities. Sustainability requirements will be delivered through existing management processes, including design review, value engineering, construction planning and management and contract management. 6.2 Sustainability heatmap and sustainable delivery statements A sustainability heatmap is produced for each TLP team, designer and contractor to identify key sustainability risks and opportunities for the scope of works and for resource to be allocated where it can make the most impact This involves consideration of; Scope of team or package to contribute to each sustainability objective Extent to which delivery plans and processes are in place to achieve each objective The heatmap will inform production of sustainability action plans (by TLP functional teams) and sustainable delivery statements (by designers and ). See Appendix 3 for a contents list of a sustainability delivery statement and Appendix 4 for a copy of a heatmap template A roll-up heatmap - N972-NRT-MTX-CN records contributions across TLP to each sustainability objective and progress in establishing activity to achieve them. This will be updated annually and used to support the annual EMS and Sustainability Management review and thus help direct management effort and the strive towards continual development The development and implementation of the Sustainable Delivery Statement (SDS) by the designer/contractor will be undertaken in agreement with the TLP project delivery team and CEP team at the start of each contract and is a working document reviewed and updated through the contract period. Delivery teams will facilitate transfer of knowledge between designers and to develop sustainability objectives across GRIP stages Delivery of the SDS is monitored through contract management processes (led by the Manager and Consents Manager) and via the quarterly reporting process (section 6.6). The SDS is a key project GRIP deliverable TLP Functional teams are required to develop and implement sustainability action places relevant to the scope of works and report progress via the quarterly reporting process (section 6.6). The CEP will support functional teams in their development as necessary. 6.3 requirements, incentivisation and partnering strategy Delivery of sustainability objectives is driven through the processes of supplier selection and contract award. This includes use of relevant requirements Page 20 of 29

21 ID within invitations to tender (ITT) and contract terms and conditions. Requirements are cascaded through supply chains Sustainability is integrated into incentivisation mechanisms within TLP contract and supply chain management NR TLP promotes the use of BS 8903, the British Standard in Sustainable Procurement, through its supply chain. This is a guidance standard relating to best practice. There is currently no system of accreditation A partnership approach to sustainability amongst NR TLP teams, designers, and supply chains is facilitated by the TLP ors Environment Forum (CEF), ors Sustainable Procurement Forum (CSPF), London Bridge Area Partnership (LBAP) through its Relationship Management Plan, and by other key partnership meetings held across TLP TLP and its supply chain works with relevant national agencies e.g. WRAP and agencies local to sites of works to help in the achievement of sustainability objectives. Local agencies include The Princes Trust, Supply Cross River, Southwark Works, Southwark College, Lewisham and Southwark Business Advisory Service, Team London Bridge, Better Bankside and the economic development teams within local authorities. 6.4 Design and construction review The CEEQUAL assessment and awards scheme is used across many TLP projects to assess, drive and benchmark sustainability performance and support collaborative working across the project team and supply chain. The Environment team will support co-ordination of this activity and share best practice and lessons learnt across different projects Sustainability requirements are integrated into design development and review, value engineering and construction methodology and programmes Cost / benefit analysis will be used when needed to support design and construction solutions that achieve sustainability benefits; this will include whole-life costing for priority areas. Any changes to a project sustainability delivery statement that will affect delivery of project or programme-wide sustainability targets will be reviewed via the appropriate change control process and communicated to SSG if the decision will have an impact on delivery of this strategy NR Standards will influence delivery of this strategy. delivery teams will identify any standards that prevent delivery of the sustainability objectives for review by the TLP Standards Impact Assessment group. 6.5 Communication and training TLP and supply chain employees are supported to contribute to sustainability objectives through workplace induction, communication and engagement. Page 21 of 29

22 ID Sustainability is integrated into personal targets of NR TLP staff and competency profiles Staff training is delivered to support the development of sustainability skills and knowledge in line with TLP training plan Best practice case studies are shared in period progress reports and at the TLP Sustainability Forum facilitated by Network Rail and attended by and designers. The forum undertakes development activity to increase the capabilities of the supply chain. 6.6 Measurement, reporting and continuous improvement Health, Safety and Environmental Performance Indicators are collated from across TLP supply chain via the NR HSE KPI tool in accordance with the TLP Safety & Sustainability KPI Reporting Process (N000-NRT-PMP-EN ) Social performance indicators are also collated from across the TLP supply chain via the NR HSE KPI tool in accordance with the Measurement and reporting delivery of the TLP Sustainability Strategy procedure (N000-NRT- PRO-EN ) Economic performance indicators are those financial measures being captured in TLP financial progress reports All performance indicators are reported each period at project level via contract management and Director Progress reviews Programme level monitoring of performance and trends will be reported each period via the HSA dashboard and the Environmental and Social Performance dashboard. These will all be presented to the Major Programme Director for review Quarterly progress against SDSs and functional team action plans shall be captured via templated reports using the Quarterly Update template N000- NRT-TEM-DM and presented at the Sustainability Steering Group (SSG) each quarter, in accordance with the process set out in the Measuring and reporting progress against the TLP Sustainability Strategy procedure (N000-NRT-PRO-EN ) A joint EMS and Sustainability management review will be conducted by the SSG on an annual basis, see Annual EMS Management Review Agenda N000-NRT-TEM-DM Lines of communication are described in figures 2 and Continuous improvement is established by a feedback loop at each stage of reporting and through delivery of TLP environmental management system and CEEQUAL strategy Compliance with sustainability requirements will be integrated into the TLP Audit Plan and site inspections. Suppliers will identify and audit members of their supply chains whose activities have a high sustainability risk. Page 22 of 29

23 ID Reporting to external stakeholders is undertaken by relevant staff as required, including progress reporting on s.106 requirements to London Borough of Southwark. Figure 2: Progress reporting on Sustainability Strategy and outputs during design stage (up to GRIP 5) Page 23 of 29

24 ID Figure 3: Progress Reporting on Sustainability Strategy and outputs during construction phase Page 24 of 29

25 ID Appendix 1: Network Rail Sustainable Development Vision and the TLP Network Rail TLP VISION Our vision is to deliver "A railway fit for the future". We TLP Sustainable Development Policy supports this vision. believe that good management of our economic, social and environmental impacts is key to maintaining a strong and prosperous business. We will drive efficiency, build trust and create long term value for our stakeholders. The following STRATEGIC OBJECTIVES will underpin delivery of the vision Outcome objectives to achieve: Rail travel is a cornerstone of economic growth Rail travel supports a greener environment Rail travel improves social and economic opportunities Sustained community support recognising the importance of rail Network Rail as a great place to work The purpose of the TLP is to unlock capacity constraints on the Thameslink route and provide a step change in capacity thus providing significant congestion relief and capacity for future growth in passenger demand on National Rail and London Underground. In doing so the TLP contributes to continued economic growth, and improved accessibility and increased availability of a more environmentally sustainable mode of transport. TLP s goal is to deliver transport benefits to budget that represent value for money creating an overall positive effect on the community and environment thus supporting the Network Rail and DfTs strategic outcomes. Output objectives to deliver: 1. Deliver outstanding value for money to taxpayers, customers and funders 2. Make efficient use of natural resources, innovate with sustainable materials, and reduce, reuse or recycle any waste 3. Be energy efficient across our infrastructure, operations, and across the rail industry as a whole 4. Use low carbon energy sources to minimise rail's carbon footprint 5. Make our network and operations resilient to future changes in the climate 6. Manage our land sustainably, enhancing its biodiversity, and increasing its economic and social value 7. Protect land, air and water from pollution and other negative impacts 8. Improve the accessibility and inclusivity of stations and rail services, enabling more people to enjoy rail travel 9. Make a lasting positive contribution to our neighbours and the communities we serve 10. Respect the rights of our employees and those working in our supply chain 11. Work together so that everyone returns home safely at the end of every day 12. Invest in our people and develop their skills and talents within a culture of diversity, inclusion and mutual respect The following TLP objectives in the Sustainability Strategy align with each of these strategic outputs and 10 priority areas: Output 1 To improve the performance of the Thameslink route as a result of TLP investment To reduce the cost of delivery of TLP To use CEEQUAL to help us strike a balance to achieve high standards of environmental and social benefits whilst achieving value for money. To understand the whole life cost implications of project and purchasing decisions. Output 2 To increase the life of materials and reduce the consumption of virgin and unsustainable sources of materials. To reduce waste generated and disposed of on TLP. To reduce building and project reliance on potable water supplies. Output 3 and 4 To minimise the levels of carbon generated over the whole life of TLP. Output 5 To identify opportunities to implement new technologies and processes to future proof the rail network against climate change. Output 6 To maintain and enhance biodiversity on TLP To identify and manage sites during construction where heritage is to be maintained and enhanced Output 7 To maintain and enhance current land conditions and reduce risk of pollution and nuisance Output 8 To optimise the passenger experience in access and use, for all groups of people, during both construction and post construction to make best use of the improved transport facilities and service Page 25 of 29

26 ID Network Rail A sustainable development plan sets out 10 priorities to target action plans in the following key areas: safety and wellbeing communities accessibility and inclusivity employees energy and resources environmental protection climate change adaptation buildings land outstanding value TLP Output 9 To proactively engage with communities around TLP to minimise negative impact and to work in partnership to maximise our social contribution To deliver a social legacy of employment, skills and training to individuals within communities around TLP works To provide local suppliers with the fair opportunity to compete for supply chain opportunities Output 10 To recognise that diverse opinions and inclusive behaviour and vital to enable us to fully maximise the potential of our people and our programme Output 11 Encourage our employees to exhibit the right behaviours and work with our suppliers to promote good practice in design and construction so that everyone returns home safely at the end of every day To minimise trespass on the railway Output 12 Attract and retain the right people to work on TLP and grow the skills and capabilities needed to successfully deliver the outputs and strengthen succession plans for critical roles in the future To recognise that diverse opinions and inclusive behaviour and vital to enable us to fully maximise the potential of our people and our programme Activity objectives to undertake: Communicate the role rail plays in making Great Britain more sustainable Communicate the benefits of a more sustainable approach to business Focus our investment on enhancing the sustainability of the railway Design sustainability into everything we do Innovate and introduce technology to make us more sustainable Invest in our capacity and capability to make us more sustainable Simplify processes to make us more efficient Risk assess our operational activities to make them more sustainable Learn from all incidents so we continuously improve Promote the sustainable nature of rail travel to the public Put in place the foundations to deliver and maintain a sustainable business through our business function and routes. By delivery of the TLP Sustainability Strategy and objectives outlined above, TLP contributes to these activities. Sustainability leadership is demonstrated through the Sustainability Steering Group when the TLP Executive meet every 4 weeks to set direction, drive and review progress on the sustainability strategy and embed a sustainable culture on TLP. Page 26 of 29

27 ID Appendix 2: TLP progress towards IP Sustainability targets IP Target To advance the standard of environmental management in IP Reduce the pressure on water resources Reduce carbon emissions within IP to help UK target TLP Progress TLP is certified to ISO14001 All TLP projects incorporate water efficient fixtures and fittings within the design. Water use is measured each period and water management plans are in place to reduce consumption during construction TLP has undertaken a carbon footprint and have rolled out a Carbon Policy across the programme and supply chain. We are taking measures to reduce emissions in three key hotspot areas embodied carbon (steel/concrete), construction (use of mains vs generators) & operational (incorporating energy efficient design and renewable energy). Carbon use is measured each period and plans are in place to reduce emissions Optimise resource consumption TLP is one of the first UK projects to roll out WRAPs resource efficient construction pilot scheme to reduce consumption across three areas energy, materials and waste. A number of best practices around maximising resource efficiency in our track & signalling works has been generated from this scheme 100% responsibly sourced timber on all our projects Improve supply chain sustainability Make a measurable net positive contribution to biodiversity in the UK Lead the industry in zero waste to landfill Be externally recognised for our sustainability credentials TLP specifies 100% responsibly sourced timber for all our projects TLP has cascaded its sustainability requirements through our contracts and procurement process and implements responsibly sourcing practices through the TLP Responsible Sourcing Policy. The programme works collaboratively with all suppliers to deliver our commitments, improve performance and encourage innovation. TLP is the first project in NR to launch a net positive biodiversity scheme and is leading the rest of IP to achieve this. Our work in this area is now a Defra UK demonstration project and has attracted national and international attention TLP achieved 99% diversion of waste from landfill in 2013/2014 with many suppliers consistently achieving zero waste to landfill TLP has achieved CEEQUAL Excellent for all its design and construction projects to date and achieved one of the highest scores in the industry at 98.2%. We have received numerous external awards CEEQUAL Outstanding Achievement Awards, Renewable Energy Awards, National Rail Awards & Partnership Awards for our sustainability work. Our net positive biodiversity scheme has been recognised on an national and international platform featuring in many industry journals, local press and presentations at national and international conferences. Page 27 of 29

28 ID Appendix 3: Content List for Sustainable Delivery Statement (SDS) 1. Scope and purpose 2. overview; including overview of packages being delivered 3. Reference to key documents 4. Drivers to sustainability Regulation and compliance TLP Sustainable Development Policy & Sustainability Strategy (this document) Planning requirements as applicable Any new or evolving NR strategy and policy Good practice of contractor, peer projects and companies e.g. evolving work of Constructor s Sustainable procurement Forum Objectives of London Bridge Area Partnership (LBAP) or any equivalent 5. Roles & responsibilities 6. Training and communication 7. Supply chain cascade 8. Monitoring, reporting and management review 9. Heatmap of contribution to delivery of sustainability objectives; Scope of each workpackage to contribute to each sustainability objective, H/M/L/NA RAG rating of activity already in place within each work package to support delivery of each objective (if such analysis has previously been undertaken) 10. Action planning for achievement of sustainability objectives Activity Responsible person Measurement/ performance indicator (PI) Timescales Key steps to implementation Issues, barriers or key dependencies Page 28 of 29