HS2 Supply Chain FAQs
|
|
- Lauren Ball
- 6 years ago
- Views:
Transcription
1 HS2 Supply Chain FAQs As part of our ongoing market engagement activity, High Speed Two (HS2) Limited contacted four key umbrella, industry and trade associations. Our aim was to poll a sample of their membership and ascertain the supply chain s key questions about the HS2 project. We have categorised the most-asked questions and provided our responses as follows: Contents Contents... 1 Contracting strategy... 4 Supplier engagement... 5 Fair payment... 7 Early Contractor Involvement... 8 Skills and employment... 9 Sustainability BIM/ Innovation Design stages Workforce HS2 as an organisation Should you have any queries or further questions, which are not covered by this document, please contact the HS2 Supply Chain Team using the supply chain communications mailbox: SCC@hs2.org.uk 1
2 Programme and packaging 1. Can you summarise the packaging strategy for delivery of Phase One of the project? The packaging strategy sets out the main categories of procurement required to deliver Phase One. These range from design, tunnels, surface route and stations, to railway systems and rolling stock. Further information on the packaging strategy is included within our Supplier Guide, which can be downloaded from The Supplier Guide will be updated as more detailed plans for procuring the individual works packages are developed under each of the main categories. 2. Has HS2 Ltd decided how it will procure the railway systems? Will it be a single package with long-term operations and maintenance included? We are working to develop the proposed packaging arrangements for the railway systems category. It is expected that the packaging strategy will be based around the procurement of large, networkwide packages, with operations and maintenance provisions being considered as a part of the scope. We are also looking at the scheduling of the procurement of the railway systems, so as to minimise the risks associated with equipment obsolescence. Further information will be made available in due course. 3. How will the rolling stock category be procured? We will be responsible for procuring the high-speed rolling stock. We are establishing a specialist team to develop the procurement strategy for rolling stock. The strategy will be based on feedback from potential rolling stock suppliers, as well as on current best practice. It will also draw on lessons learned from recent projects, including the Intercity Express Programme, Thameslink, Crossrail, and major international high-speed rail projects. We are considering packaging the rolling stock and depot contract(s) as a long-term service-level provision. As a result, the rolling stock contract is likely to require a bespoke contract solution to support these complex requirements. 4. How will HS2 ensure proper systems integration that includes design input from rolling stock manufacturers and suppliers, operators and maintenance suppliers? We understand the importance of a robust and comprehensive approach to systems integration. We envisage that the railway systems will be delivered on a network-wide basis. In developing our delivery strategy, we are considering the optimal approach for the systems integration role and requirements. We will engage with potential suppliers at a category-level once our plans have been sufficiently developed. 5. How will the operator be chosen? We envisage that infrastructure operations and train service operations will be provided by separate entities. Therefore, the safe, efficient and successful operation of the complete railway system will require robust management systems that will integrate all elements throughout the operating phase this will include track, trains, stations and the customer information and traffic management systems. We will be the infrastructure operator and will act as proxy passenger train operator until a commercial passenger train operator is procured. The commercial and technical arrangements for the operator will be the subject of further development. Until such time as the procurement process for this begins, we will develop the train service specification options that takes account of passenger, community and freight priorities across the whole rail network. 2
3 Procurement process 6. Will HS2 specify the pre-qualification process to be used for its supply chain - and if so, what will it be? We will endeavour to use a pre-qualification process based on Publicly Available Specification 91 (PAS91), as developed by the British Standards Institute (BSI) for our Tier 1 (ie, direct) contracts. We are also working with industry organisations to consider the possibility of cascading a similar approach to other tiers of the supply chain; we would prefer to achieve this through agreement with the supply chain, rather than by imposition. PAS91 is freely available from the BSI through the following link (registration is required to access the document): HS2 Ltd is a utility company as defined in the Utilities Contracts Regulations As such, any procurement actions that are subject to the provisions of the regulations will be administered so as to comply with the regulations (or any amendments or updates to the regulations that may be enacted prior to the commencement of a procurement). 7. Will separate pre-qualification questionnaire (PQQ) applications be required for each separate work package? Wherever possible, we will endeavour to group contracts together as lots under a single Contract Notice to be advertised in the Official Journal of the European Union (OJEU). This will help to make the procurement action more efficient, allowing for greater simplification of the PQQ process, and assist with managing the pre-qualification process for the suppliers. 8. When and where will information about individual procurement actions be published? For direct procurement opportunities (i.e. opportunities with HS2 Ltd), details of those live and forthcoming opportunities will be published on: the business section of our website ( as they develop and when it is appropriate to do so; and the OJEU as Contract Notices are published; and the UK Government Contracts Finder ( We will also encourage our supply chain to promote details of all appropriate indirect procurement opportunities (i.e. opportunities in the HS2 supply chain) via CompeteFor ( 3
4 Contracting strategy 9. What forms of contract are likely to be favoured? We will use the Third Edition of the New Engineering Contract (NEC3) suite of contracts for most project requirements. Specifically, we are likely to use the Professional Service Contract (PSC) for consultancy services opportunities and the Engineering and Construction Contract (ECC) for the works contracts. However, NEC3 may not be suitable or appropriate in some cases for example, the rolling stock and depot contract(s), or in the delivery of the Phase One ground investigation works. We will remain flexible in our choice and use of standard forms of contracts. Where we use the NEC3 suite of contracts, we will also promote the use of NEC3 for our Tier 1 suppliers own sub-contracts, the wording for which will be pre-approved for use on HS2 contracts (provided that they are not unnecessarily or significantly amended). We will expect a cascading of similar terms and conditions to our Tier 1 suppliers contracts, particularly those provisions that relate to fair payment. 10. Will any incentivisation mechanisms be developed collaboratively within workshops and be linked to the delivery of the project objectives? We are developing and considering incentive mechanisms that may operate at three levels: within each individual contract; within geographical areas; and across Phase One. The incentivisation mechanisms that we use will take into account the feedback we have obtained from market research exercises. We expect that our suppliers will develop innovative approaches to deliver successful outcomes that respond to these incentivisation mechanisms, and these approaches are likely to be considered as a part of the award criteria during the tendering stage of a procurement. 11. How will HS2 ensure a whole-life costing approach? We are developing the approach to the delivery of best whole-life value, and we are reviewing the comments received during our recent market engagement exercises. The approach we adopt will include the use of appropriate standards, and we will further consider the operation and maintenance requirements (that require consideration within the contracts) so as to take into account whole-life cost as an element of any award criteria. 12. What are HS2 s views on the acceptability and use of joint ventures (JVs) and consortia? We recognise that JVs and consortia may be essential for the delivery of the larger works packages and thus welcome the establishment of sensible and appropriate JV and consortia. Compliant expressions of interest or PQQ applications received from JV and consortia will be treated on an equal basis to submissions from single-entity organisations. 4
5 Supplier engagement 13. How does HS2 propose to drive engagement with small and medium enterprises (SMEs)? Does HS2 propose to engage directly with SMEs? And what is HS2 looking for from SME organisations? The delivery of the project represents an opportunity for businesses of all sizes to get involved during all phases. We will ensure that all potential suppliers (including SMEs) are engaged, informed and prepared to compete for the business opportunities most suited to them. We will actively encourage SMEs to participate in the delivery of the project. For the construction and infrastructure works associated with Phase One, we expect to contract directly with several larger entities (Tier 1 level) on a low number of very high-value works contracts; this means that at a Tier 1 (direct) level, there are unlikely to be many opportunities for SMEs. However, throughout the supply chain, there are likely to be many thousands of opportunities for SMEs and other suitable organisations. Furthermore, there will be an ongoing and sustained requirement for corporate services to support the delivery of the project (in areas such as marketing and finance), as well as the development of the plans and proposals for Phase Two. These may present further opportunities for SMEs. Where appropriate, some direct opportunities will be sourced through existing public sector frameworks visit the Crown Commercial Services website to find out how to join an existing framework: We will be adopting a range of initiatives to facilitate SME involvement in the project, which will include: encouraging our Tier 1 suppliers to advertise all appropriate internal supply chain opportunities on CompeteFor ( and providing guidance to SMEs on our website; requiring our Tier 1 suppliers to hold regular meet the contractor events that will maximise the transparency of opportunities for SMEs; hosting regional roadshows which will update local businesses on the project s progress, so that SMEs can get ready to respond to future and forthcoming opportunities; and working with local enterprise partnerships, British Chambers of Commerce and national enterprise agencies (including the Welsh Assembly Government, Scottish Enterprise and Invest Northern Ireland) to ensure that SMEs are made aware of opportunities when they are published on the various portals, and promoting our regional roadshows to their networks. Further information on these initiatives is available in our Supplier Guide, which can be downloaded from the business section of our website Will HS2 provide contact information for a HS2 representative for every procurement that will be promoted? Contact arrangements for HS2 supply chain enquiries will be published on our website. The contact details for those appointed as Tier 1 suppliers will also be published, and we will actively encourage our suppliers to provide contact details for an appointed representative when they promote an opportunity. Supply chain enquirires can be directed to our Supply Chain Communications mailbox SCC@hs2.org.uk 5
6 15. When will HS2 award Tier 1 contracts? We have already started procuring as part of Phase One and will need to do so until completion in Many of the major works packages under each category will be procured between 2015 and 2019, with Contract Notices for the first major packages expected to be published from mid We will use Early Contractor Involvement (ECI) for our civil engineering contracts where possible and appropriate. As part of this, we anticipate the progressive early involvement of Tier 1 suppliers in the development of the designs and the development of innovative and best-value solutions that will meet the requirements of the project. A high-level timeline of our latest procurement and delivery schedule can be found in our Supplier Guide, under When will we be buying?, available via 6
7 Fair payment 16. What are the payment terms on HS2 contracts likely to be? Will HS2 specify the payment terms throughout the supply chain? Does HS2 support the commitments in the Supply Chain Payment Charter (published by the Construction Leadership Council)? Payment terms within our contracts will be aligned to UK government policy and will meet all statutory and mandatory requirements. We will work to: ensure prompt payment of the supply chain; help protect suppliers - particularly SMEs - from poor payment practices; and support adherence to the commitments in the Supply Chain Payment Charter. Furthermore, we will monitor the payment performance of our Tier 1 suppliers to ensure that they adhere to the fair payment requirements in their agreements with us. Finally, we are monitoring the introduction of any future amendments to the regulations that may permit us to make direct payments to sub-suppliers in the event that it is appropriate to do so, and when the commitments setdown in the Supply Chain Payment Charter are not being adhered to. 17. Will HS2 use project bank accounts (PBAs) and, if so, will they be used throughout the supply chain? We recognise that there are advantages and disadvantages associated with use of PBAs. However, at this stage, we are still considering the use of PBAs and a range of other options for ensuring fair and prompt payment throughout the supply chain. At the appropriate time, we will confirm these arrangements. 18. Will HS2 withhold retention from its Tier 1 suppliers? Will they be required to implement the same terms with their sub-suppliers? We do not intend to withhold retention from our Tier 1 suppliers. Any proposals to apply retention by a Tier 1 supplier (or one of their sub-suppliers) will need to be fair, reasonable and approved by us. We will monitor the application of any such arrangements. 7
8 Early Contractor Involvement 19. Can HS2 confirm its commitment to ECI? How will these contracts be procured? What will suppliers have to commit? Will the works package be re-tendered at the end of Stage 1 of the ECI process? The use of ECI on appropriate packages is a fundamental part of our Phase One procurement strategy, and will be used on our civil engineering contracts where possible and appropriate. The ECI approach integrates design development and construction planning at a relatively early stage of delivery, which in turn permits the contractor, designers and key supply chain partners to develop innovative solutions. We intend that the appointment of the Tier 1 suppliers procured using ECI will be on the basis of a two-stage process that allows for the design, development and construction planning (Stage 1) to be followed by the detailed design and construction (Stage 2). There will be a potential break point between the two stages, and progression from Stage 1 to Stage 2 will depend on satisfactory performance during Stage 1 (which will include the development of a cost-effective solution and the agreement of an affordable target price for the construction). A guidance note on the use of ECI and its implications for the supply chain can be downloaded from the business section of our website: How will HS2 promote collaboration? Collaborative working arrangements underpin HS2 s whole approach to the procurement of the project. The principles of British Standard 11000: Collaborative Business Relationships are forming the basis of our working methods, and we will expect to see good evidence from businesses applying for HS2 opportunities that they have successfully worked in a collaborative culture on previous projects. Furthermore, we are developing collaboration arrangements and performance mechanisms which will require suppliers to collaborate both horizontally with other suppliers of a similar level, and vertically throughout the different tiers of their supply chain. 21. How will HS2 deal with potential conflicts of interest relating to the engagement of designers and professional advisers? As many designers and consultants that are likely to provide advice to us may also be engaged in advising our Tier 1 suppliers, there is the potential for perceived or actual conflicts of interest, some of which may be unacceptable. We will ensure that transparency is achieved in relation to the management of any such conflicts. As we finalise our proposals for the procurement of the works and services that we will require, we will also develop our supplier requirements and will publish a policy note on how we propose to manage the risks associated with any potential conflicts of interest. 8
9 Skills and employment 22. How is HS2 working with the industry to address current and future skills shortages? We have conducted a labour and skills forecasting and gap analysis in order to understand the demands that the project will create in the construction and railway engineering sectors. We propose to extend these studies in future to cover digital engineering and environmental disciplines. In light of the expected demand from a step-change in investment stemming from the UK Government s National Infrastructure Plan, we are working with Infrastructure UK and other major programmes and projects to examine current and potential skills pinch points and identify potential mitigation measures. The National College for High Speed Rail will be based in Birmingham and Doncaster and will open in It will help to train world-class engineers and deliver the higher vocational skills that HS2 and the UK industry need. We have developed a range of different programmes to address the skills shortage at different levels of the educational and labour system. For example, as part of our schools programme, HS2 Educational Ambassadors are helping students to explore a full range of potential roles in the construction and rail industries, so that they can subsequently build a skill-set that is in demand by future employers. 23. Will HS2 set targets regarding employability and skills? We propose to use a Balanced Scorecard that will help us to describe the value-for-money criteria across our procurement actions and when awarding contracts. The scorecard is based on the realisation of a number of strategic goals for the project, one of which relates directly to building a skilled workforce and the creation of opportunities that will provide benefit (in the form of investment and employment prospects) for local businesses and disadvantaged and underrepresented people. We will monitor performance in these areas both throughout the life of the project and during the term of individual contracts. We are also undertaking a project with the Construction Industry Training Board's Major Projects Team to develop a full range of benchmarks which will form the basis of expected supplier commitments to employment and skills. Further information on our strategic goals is available in our Supplier Guide, which can be downloaded from the business section of our website How can stakeholders get involved in employability and skills? The National College for High Speed Rail will deliver the training that employers need in order to create and develop the workforce required for the project. We believe that getting employers involved in the design, development and delivery of the curriculum for the National College is key to the successful delivery of its contribution to the project. In partnership with the National Skills Academy for Railway Engineering, we are talking to the industry to ensure they can contribute as we further develop the scale, scope and curriculum for the National College. If you would like to take part in this consultation, please skills@hs2.org.uk to register your interest. 9
10 Sustainability 25. How will you recognise sustainability performance in the procurement of HS2? Our Balanced Scorecard is all about sustainability, be it environmental, social or economic. As part of this, a number of strategic goals have been developed, against which value for money will be assessed when letting contracts. The proportion of marks that will be allocated to sustainability (at the shortlisting and/or tendering stages) during procurement will be sufficient to demonstrate that sustainability is a high priority and that it will have a significant influence on the development of a tenderer s proposals. Further information on our strategic goals is available as part of our Supplier Guide, which can be downloaded from the business section of our website Will suppliers be required to report on sustainability performance? We are in the process of developing a set of sustainability Key Performance Indicators (KPIs) that are suitable to enable the production of a regular sustainability report. As part of this, we will also be developing reporting requirements for suppliers. 10
11 BIM/ Innovation 27. Will HS2 require the use of Building Information Modelling (BIM)? If so, to what extent? BIM will be integral to the success of HS2 as such we will require the use of BIM technology in the delivery of the project. BIM will enable us to save money by eradicating waste. It will deliver a digital asset model fit for operation and maintenance. In line with targets contained in the UK Government s Construction Strategy, we are committed to operating at Level 2 maturity by The UK Government s Construction Strategy is available for download here: -Construction-Strategy_0.pdf 28. How will BIM be incorporated across the scheme? We will continue to develop our plans for the implementation and use of BIM across the project, and we will provide further information on this in due course. However, in broad terms, we propose to adopt a client-led approach, in which we will: own the BIM model; up-skill our staff to manage and drive the use of the data; support the up-skilling of the supply chain to ensure the successful application of BIM; and future-proof our approach (by using a software-agnostic approach, for example). 29. How will the design of the project cater for subsequent developments in technology? We will look to ensure, where appropriate, that upcoming technology is anticipated. We will also safeguard any provisions that are necessary (by considering how we may future-proof the project) and ensure that the timing of decisions recognises the need for future-proofing. This will be factored into our decision making on railway systems and rolling stock procurement actions, and also with whole-life value considerations. 30. How will innovation be encouraged and shared? Successfully deployed innovation will be critical to the success of HS2. We know the market is capable of high levels of innovation in both design and delivery. We are continuing to develop our proposals for innovation; we will provide further information on this in due course. However, in general, we aim to foster an approach that: is led by the client; develops a collaborative culture; is proactive; takes a practical approach to risk management; and engages with other programmes and the industry at large. We will be encouraging innovation from the supply chain at an early stage, and the use of the ECI contract process will help to facilitate this. Further work is being conducted to finalise how innovation incentives will be applied. A guidance note on the use of ECI can be downloaded from the business section of our website 11
12 Design stages 31. What is HS2 s approach to scheme design and why have these design stages been adopted as opposed to GRIP or RIBA? We found that the usual stages of others plans of work (such as GRIP and RIBA) could not adequately cover the stages of the project s activities. Therefore, we have written our own system to track design stages for each discipline (e.g. civil engineering and rolling stock). The approach we propose tracks the design from parliamentary design, through specification design and scheme design (which produces a single approved, buildable scheme), to the detailed design (which will typically be carried out by a contractor s designers). At present, we are focused on developing our plans for the delivery of the scheme design specifically, how much of this will be done by the designers working directly for us, and how much will be delivered via an ECI-type contract. There is likely to be a saw-tooth cut through the overall scheme design, as some elements will need to be taken further by us than others. Our focus is on ensuring that the integrated design of all parts of HS2 is developed in a coordinated way. 12
13 Workforce 32. Will there be a consistent and project-specific induction process recognised across all HS2 projects? We are preparing a supplier induction process that will be integrated into the supplier s own induction procedures 33. Will Construction Skills Certification Scheme (CSCS) cards - or cards carrying the CSCS logo - be required by all personnel on HS2 projects? We are continuing to develop proposals for the use of CSCS, and we will provide further information on this in due course. No policy decision has yet been made for our main works contracts. However, our ground investigation works contracts require that any person who will carry out or supervise construction works will be required to carry the appropriate level of CSCS card. 34. Will supply chain members be required to join Constructing Better Health (CBH)? No commitment to membership of CBH has been made for Phase One works contracts at present, although we support efforts to create and maintain a national database for occupational health in construction. CBH membership has been mandated in our ground investigation works contracts. 35. Will HS2 require specific occupational health requirements or monitoring of workers health? HS2 will develop an occupational health standard in due course, one that will be based on good practice emerging from other major projects. The standard will be mandatory for all of our construction suppliers and will thus set a minimum requirement for the evaluation of personal health risks and health monitoring. 13
14 HS2 as an organisation What are HS2 Ltd s governance structure, key goals and values? Details of our governance structure, key goals and values can be viewed on pages of the Corporate Plan: o% pdf We are currently reshaping our organisational structure and Executive Team. In summary, under the Chief Executive there will be three delivery units Development, Operations and Infrastructure each headed up by a Managing Director and a number of enabling functions such as Technical, Finance, Human Resources, Commercial, etc. that will provide support to the delivery units. Further details will be made available in due course. 37. How does HS2 plan to deliver the project within the budget constraints? For the project as a whole, we have prepared budgets set at a core cost level. To this, contingency has been added to ensure a high degree of confidence that the project can be delivered within the available funding envelope. The core budget provides a baseline against which we will control and manage costs. Any changes to this baseline must be justified via the change control mechanism. We continue working closely with the Department for Transport (DfT) to: manage the overall project delivery costs and seek opportunities for cost reduction; take a critical look at the value-for-money and affordability of any proposals which might potentially add to costs; and apply the principles of Managing Public Money (as published and mandated by HM Treasury) to all of our activities. We have assembled a team within our Programme and Strategy Directorate to lead the development of people, processes, systems and behaviours that will be required to achieve ontime, on-budget delivery and manage the change control process effectively. Each in-year annual budget is closely controlled within the pre-agreed expenditure limits, with contingency held centrally. We will continue to work with our audit team through the Internal Audit Programme to ensure that the quality of our financial control systems remains high and supports a rigorous cost control framework throughout the HS2 project. 38. Will the Stage 1 ECI teams be co-located with HS2 s construction team in their Birmingham offices? We announced in July 2014 that our Phase One construction headquarters will be housed in Birmingham, at the heart of the full HS2 railway. The office where 1,500 employees will ultimately be based - is scheduled to open in Some of our employees will move from existing offices in London to the new offices, but the majority of our staff based at Birmingham will be filling new positions and performing highly skilled jobs - they will include engineers and designers responsible for detailed construction plans for the track, stations and signaling, as well as staff needed to support their work. The plans for the future co-location of the ECI teams will be developed prior to issue of an Invitation to Tender (ITT). 39. How will assurance of the project be undertaken? Building on both the latest industry standards and practical lessons from other large-scale projects in the UK and abroad, we will build our integrated assurance framework in order to be responsive to project risks and stakeholder requirements. This approach will ensure that we inspire confidence
15 that the project is being delivered efficiently and economically, and in compliance with the stated requirements. 40. What is the approach HS2 will take to the management of risk? We recognise the importance of adopting a collaborative approach to risk management and of working closely with all of our supply chain, demonstrated by other comparable mega-projects. We will implement an Enterprise Risk Management Framework, in order to support the organisation, its supply chain and other third party partners in identifying, analysing and managing risks identified throughout the project delivery. Risk will be fairly allocated throughout the supply chain to parties best placed to take ownership, ensuring that the level of risk taking is appropriate for them. In addition, there will be a shared expectation that every player will take ownership of the risks they could create for anyone downstream from them we recognise that risk is very rarely an isolated event within a supply chain network on this scale. We therefore see collaboration as being the absolute foundation for risk management in the supply chain. Openness and trust will be critical to enable parties to come together, to identify and assess inter-company risks that would otherwise be missed. 15
HOW TO DO BUSINESS WITH BANGOR UNIVERSITY A GUIDE FOR SUPPLIERS
HOW TO DO BUSINESS WITH BANGOR UNIVERSITY A GUIDE FOR SUPPLIERS Produced by Bangor University s Corporate Procurement Team July 2016 Version 1.0 CONTENT About this Guide.. 3 Background.. 4 The Procurement
More informationProcurement Department PROCUREMENT POLICY
Procurement Department PROCUREMENT POLICY Document Number: CR/QMS/PROC/POL/1101 Documentum Number: Document History: Revision: Date: Prepared by: Checked by: Authorised by: Reason for Issue: 8.0 15.04.10
More informationCAN DO the. toolkit 2. RESOURCE 1: Can Do Toolkit 2. Funded by. MerthyrValleys. Quality Living Striving for Excellence Working Together
SMEfriendly procurement CAN DO the toolkit 2 Funded by MerthyrValleys H O M E S Quality Living Striving for Excellence Working Together RESOURCE 1: Can Do Toolkit 2 IMPORTANT: All three resources that
More informationLevel 5 NVQ Diploma in Management and Leadership. Qualification Specification
Level 5 NVQ Diploma in Management and Leadership Qualification Specification ProQual 2017 Contents Page Introduction 3 Qualification profile 3 Qualification structure 4 Centre requirements 6 Support for
More informationLevel 3 Diploma in Management. Qualification Specification
Qualification Specification ProQual 2017 Contents Page Introduction 3 Qualification profile 3 Qualification structure 4 Centre requirements 6 Support for candidates 6 Assessment 7 Internal quality assurance
More informationRelease of amendments to the Transport Agency Procurement Manual
Public Transport Operating Model (PTOM) Release of amendments to the Transport Agency Procurement Manual Questions and answers General Questions What is PTOM? The Public Transport Operating Model (PTOM)
More informationNational Civil Engineering & Infrastructure Framework. London 8 th December 2017
National Civil Engineering & Infrastructure Framework London 8 th December 2017 Matt Carrington-Moore Chief Marketing Officer Adrian Hill Head of Frameworks John Simons Head of Procurement & Audit Agenda
More informationLevel 6 NVQ Diploma in Construction Site Management (Construction)
Level 6 NVQ Diploma in Construction Site Management (Construction) Qualification Specification ProQual 2014 Contents Page Introduction 3 The Qualifications and Credit Framework (QCF) 3 Qualification profile
More informationDiploma in Public Service Leadership. Syllabus
Diploma in Public Service Leadership Syllabus 2015-16 Sept 2015 Contents Summary of Diploma in Public Service Leadership Page Key Benefits 3 Accreditation 4 Assessment 4 Fees & Funding 4 Frequently Asked
More informationAsset Management Policy
Asset Management Policy January 2018 Introduction Our Asset Management Policy was last published in 2014. It is being updated to reflect our commitment to regularly review and improve all of our Asset
More informationBIS Research & Evaluation Framework. Guide for Buyers
BIS Research & Evaluation Framework Guide for Buyers Framework reference: CR150025BIS BIS Research & Evaluation Framework: Guide for Buyers Update 22 June 2016 1 P age Research & Evaluation Framework Contract
More informationPublic Contracts Regulations A Constructionline guide
Public Contracts Regulations 2015 A Constructionline guide Introduction The construction industry has a high risk and complicated procurement process. This has been recognised in a Cabinet Office guidance
More informationFinance and Investment Committee Tuesday 26 May hours
Meeting Finance and Investment Committee Date and Time Tuesday 26 May 2015 1000-1330 hours Location Pacific Quay Title of Paper Facilities Management Item Number 12.1 Presented By Susan Mitchell Recommendation
More informationGLASGOW WEST HOUSING ASSOCIATION PROCUREMENT STRATEGY
GLASGOW WEST HOUSING ASSOCIATION PROCUREMENT STRATEGY 2016-2020 Glasgow West Housing Association Limited Registered with The Scottish Housing Regulator HEP126 Registered under the Co-operative and Community
More informationParliamentary Procurement Rules
Parliamentary Procurement Rules Document Revision History and Key Facts Version Issue date Policy owner Date of next review Comments/ brief description of main changes in this revision 001 01/01/15 PPCS
More informationHS2. Beth West Commercial Director, HS2 Ltd
HS2 Beth West Commercial Director, HS2 Ltd What is HS2? 2 Addressing the capacity crunch In 2011/12 passengers made around 1.5 billion journeys, almost doubled since 1994/95 125 million long distance journeys
More informationInternational Seminar on Strengthening Public Investment and Managing Fiscal Risks from Public-Private Partnerships
International Seminar on Strengthening Public Investment and Managing Fiscal Risks from Public-Private Partnerships Budapest, Hungary March 7 8, 2007 The views expressed in this paper are those of the
More informationA framework guide for Off-Site Construction of New Homes (NH1)
A framework guide for Off-Site Construction of New Homes (NH1) Better buying for homes and local communities WWW.SCOTTISHPROCUREMENT.SCOT Introducing the SPA What makes the SPA different? The Scottish
More informationICSA consultation. Academy governance maturity matrix
ICSA consultation Academy governance maturity matrix 1 May 30 June 2015 1 About ICSA ICSA is the membership and qualifying body for governance professionals, including company secretaries, working across
More informationCrossrail project: procuring infrastructure for London s Elizabeth line
Proceedings of the Institution of Civil Engineers Civil Engineering 170 November 2017 Issue CE6 Pages 35 41 http://dx.doi.org/10.1680/jcien.17.00002 Paper 1700002 Received 27/01/2017 Accepted 07/06/2017
More informationLevel 5 NVQ Diploma in Management and Leadership Complete
Learner Achievement Portfolio Level 5 NVQ Diploma in Management and Leadership Complete Qualification Accreditation Number: 601/3550/5 Version AIQ004461 Active IQ wishes to emphasise that whilst every
More informationQualification Specification 601/3691/1 icq Level 5 NVQ Diploma in Management and Leadership (RQF)
Qualification Specification 601/3691/1 icq Level 5 NVQ Diploma in Management and Leadership (RQF) Qualification Details Title : icq Level 5 NVQ Diploma in Management and Leadership (RQF) Awarding Organisation
More informationAssessment Plan Civil Engineer Non-Integrated Degree Apprenticeship Level 6
Assessment Plan Civil Engineer Non-Integrated Degree Apprenticeship Level 6 Introduction This End Point Assessment Plan (EPA) is to accompany the Civil Engineer Level 6 Degree Apprenticeship Standard.
More informationCommissioning and Procurement Toolkit
Commissioning and Procurement Toolkit A Resource for the Voluntary and Community Sector and Social Enterprises January 2016 Commissioning and Procurement Toolkit With government increasingly funding the
More informationSEWSCAP CONTRACTORS FRAMEWORK CONTRACTORS CONSULTATION REPORT. For RHONDDA CYNON TAF COUNTY BOROUGH COUNCIL. July Page 1.
For RHONDDA CYNON TAF COUNTY BOROUGH COUNCIL July 2010 Page 1 Contents; 1.0 Aims and Objectives of Framework 5 1.1 SEWSCAP Contractors Framework Objectives 5 1.2 21 st Century Schools Objectives 6 1.3
More informationScotland Excel Executive Sub Committee
Scotland Excel Executive Sub Committee To: Executive Sub Committee On: 17 June 2016 Report by Director Tender: Street lighting bulk renewal of luminaires Schedule: 10/13 Period: 1 July 2016 until 30 June
More informationNATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE. Health and Social Care Directorate. Indicator Process Guide. Published December 2017
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Health and Social Care Directorate Indicator Process Guide Published December 2017 Please note that this is an interim factual update to the NICE Indicator
More informationWirral Council. Pay Policy Statement
Wirral Council Pay Policy Statement 2013 2014 1. Introduction and Purpose 1.1. Under section 112 of the Local Government Act 1972, the Council has the power to appoint officers on such reasonable terms
More informationQualification Specification 601/3690/X icq Level 4 NVQ Diploma in Management (RQF)
Qualification Specification 601/3690/X icq Level 4 NVQ Diploma in Management (RQF) Qualification Details Title : icq Level 4 NVQ Diploma in Management (RQF) Awarding Organisation : ican Qualifications
More informationABERDEEN CITY COUNCIL
ABERDEEN CITY COUNCIL 1 Job Details Job Title: Chief Officer - Capital Job Profile No: Function: Resources Grade: CO SCP 34 Version Date: November 2017 Salary 81,504 2 Job Purpose This role is responsible
More informationProcurement & Probity Policy (v3.0)
Procurement & Probity Policy (v3.0) VERSION HISTORY Rev No. Date Revision Description Approval 1.0 2 March 2015 Amalgamation of Procurement Policy and probity procedures to create new Policy. 2.0 23 June
More informationRailCorp Position Description
RailCorp Position Description For more information check the Position Description Guide Section 1: Position Details Position Title: Contracts Manager Position Number : Classification (Grade): Group: Division:
More informationQualification Specification 601/3688/1 icq Level 3 Diploma in Management (RQF)
Qualification Specification 601/3688/1 icq Level 3 Diploma in Management (RQF) Qualification Details Title : icq Level 3 Diploma in Management (RQF) Awarding Organisation : ican Qualifications Limited
More informationCompetitive Tendering Policy
Competitive Tendering Policy Contents Page 1. Key Principles... 3 2. Purpose... 3 3. Key requirements of process... 3 4. Quotations and tendering... 4 5. Procedures... 4 6. Acceptance of Tender... 5 7.
More informationCompetitive Tendering & Procurement Policy
Competitive Tendering & Procurement Policy Date Published 1 st June 2016 Version 1 Approved Date 9 th June 2016 Review Cycle Annually Review Date June 2017 Learning together; to be the best we can be 1.
More informationA framework guide for Modular Buildings (MB1)
A framework guide for Modular Buildings (MB1) Better buying for homes and local communities Introducing the SPA What makes the SPA different? The Scottish Procurement Alliance (SPA) is a new approach for
More information1 July Guideline for Municipal Competency Levels: Head of Supply Chain and Supply Chain Senior Managers
1 July 2007 Guideline for Municipal Competency Levels: Head of Supply Chain and Supply Chain Senior Managers Municipal Regulations on Minimum Competency Levels issued in terms of the Local Government:
More informationProcurement Strategy
Procurement Strategy Contents Introduction... 2 Objectives... 2 Our Key Procurement Principles... 3 The Procurement Process... 4 Sustainable Procurement... 5 1 P a g e Introduction Procurement is defined
More informationEmployment and Skills - Key Considerations. December 2009
Employment and Skills - Key Considerations December 2009 Content Key Considerations for Employment and Skills Procurement Approach: Pre-Contract Tender Post Contract The Benefits Key Considerations for
More informationA framework guide for Flat Roofing (FR2)
A framework guide for Flat Roofing (FR2) Better buying for homes and local communities WWW.SCOTTISHPROCUREMENT.SCOT Introducing the SPA What makes the SPA different? The Scottish Procurement Alliance (SPA)
More informationParliamentary Procurement Rules
Parliamentary Procurement Rules Document Revision History and Key Facts Version Issue date Policy owner Date of next review Comments/ brief description of main changes in this revision 001 01/01/15 PPCS
More informationNovember Introduction. What was your role with the company? Has your business awareness and use of BIM advanced in the last twelve months?
November 2016 Executive Summary The second national survey to benchmark the level of Building Information Modelling (BIM) adoption in Ireland revealed that 76% (67% 2015) of respondents possessed confidence
More informationProcurement Policy Approved May 2017
Procurement Policy Approved May 2017 Contents 1. Background 3 2. Aim 3 3. Scope 4 4. Objectives 4 5. Policy Responsibility 4 6. Review 5 7. Linkages (to other Policies) 5 8. Procurement Approach 5 9. Procurement
More informationA quick guide to equality and procurement for housing
A quick guide to equality and procurement for housing A quick guide to equality and procurement What s in this guide? This guide is intended to provide important information about key legal requirements
More informationProcurement Policy. Date: September 2016 Version: Final Author: Fiona Ward (Head of Procurement)
Procurement Policy Date: September 2016 Version: Final Author: Fiona Ward (Head of Procurement) 1. Purpose and Application This Procurement Policy applies to and binds all Directors, Managers and Employees
More informationMini Tender PART B External Wall Insulation, Mechanical and Electrical Installation
Mini Tender PART B External Wall Insulation, Mechanical and Electrical Installation Mini Tender Questionnaire for Subcontractors Section B involves a questionnaire oriented around the provision of key
More informationChartered Project Professional (ChPP) Application Guidance
Chartered Project Professional (ChPP) Application Guidance Helping you to understand, decide and prepare for the Chartered Project Professional (ChPP) standard Becoming a Chartered Project Professional
More informationILM Level 5 NVQ Diploma in Management and Leadership (QCF) 601/3254/1
ILM Level 5 NVQ Diploma in Management and Leadership (QCF) 601/3254/1 Contents Page Qualification Overview: ILM Level 5 NVQ Diploma in Management 3 and Leadership Mandatory Units Group A Specifications
More informationSTATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROL
STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROL Pursuant to the Main Market Listing Requirements of Bursa Malaysia Securities Berhad ( Bursa Malaysia ) ( Listing Requirements ), Practice Note 9 issued
More informationTAMING COMPLEXITY ON MAJOR RAIL PROJECTS WITH A COLLABORATIVE SYSTEMS ENGINEERING APPROACH
TAMING COMPLEXITY ON MAJOR RAIL PROJECTS WITH A COLLABORATIVE SYSTEMS ENGINEERING APPROACH Chris Rolison CEO, Comply Serve Limited The Collaborative Systems Engineering Approach Collaboration A system
More informationCONSTRUCTION INDUSTRY COUNCIL Technical Seminar on Construction Procurement Selection of Consultants 27 November 2015
CONSTRUCTION INDUSTRY COUNCIL Technical Seminar on Construction Procurement Selection of Consultants 27 November 2015 Background A Task Force established by CIC Comprising Government, Clients, Consultants,
More informationNetwork Rail Procurement and Supply Chain Strategy
Appendix K Network Rail Procurement and Supply Chain Strategy MSBC Master (for NO use only)_first Issue.docx Infrastructure Projects CP5 Procurement and Supply Chain Strategy Supplier Briefing Central
More informationSENIOR INTERNAL AUDITOR
SENIOR INTERNAL AUDITOR BRANCH/UNIT TEAM LOCATION Governance, Legal and Risk Audit Optional CLASSIFICATION/GRADE/BAND TAFE Worker Level 7 POSITION NO. TBA ANZSCO CODE 221214 PCAT CODE TBA TAFE Website
More informationRecruitment and Selection Policy and Procedure
Recruitment and Selection Policy and Procedure Date Impact Assessed: March 2014 Version No: 1 No of pages: 14 Date of Issue: Date of next review: April 2015 Distribution: All employees Published: Recruitment
More informationQualification Handbook. Mentoring and Befriending
Qualification Handbook Mentoring and Befriending Qualification Handbook SFJ Awards Level 3 Award in Mentoring and Befriending Qualification No: 600/9637/8 Operational End Date: 30 April 2017 Certification
More informationAligning equality and procurement goals
Aligning equality and procurement goals Guide for the learning and skills sector Equality and diversity Aligning equality and procurement goals Contents Who this Guide is for 3 Overview 3 Equality legislation
More informationAN INTRODUCTION TO TECHNICIAN REGISTRATION
AN INTRODUCTION TO TECHNICIAN REGISTRATION GATSBY IS A FOUNDATION SET UP BY DAVID SAINSBURY TO REALISE HIS CHARITABLE OBJECTIVES. WE FOCUS OUR SUPPORT ON A LIMITED NUMBER OF AREAS: PLANT SCIENCE RESEARCH
More informationRegistered as a Scottish Charity - No. SC Job Description. Grade 8, Salary commences 25,339 per annum
Registered as a Scottish Charity - No. SC030751 Job Description Job Title: Department/Section: Location: Salary: Reports To: Asset Safety Officer Assets and Investment Selkirk Grade 8, Salary commences
More informationSTRUCTURAL ENGINEER S SERVICES SCOPE
ROYAL BOROUGH OF GREENWICH STRUCTURAL ENGINEER S SERVICES SCOPE WOOLWICH CREATIVE DISTRICT PROJECT status: R1 purpose: For information version: 1.0 date: 07/03/2016 1 This version Authored by: name: Nick
More informationInformation Guide for Suppliers
Information Guide for Suppliers Copyright Queensland Rail, 2014. This publication is copyright and contains information which is the property of Queensland Rail Limited. No part of this document may be
More informationSummary HEFCE operating plan for
Summary HEFCE operating plan for 2006-09 Updated April 2008 Contents Introduction 2 Summary operating plan Enhancing excellence in learning and teaching 4 Widening participation and fair access 9 Enhancing
More informationTransformation Programme. Sourcing Workstream PROCUREMENT PLAN. Inland Revenue. 28/06/2013 v1.0 FINAL Reference:
Inland Revenue Transformation Programme Sourcing Workstream PROCUREMENT PLAN Project Sponsor: Greg James Prepared by: Sourcing Team Date: 28/06/2013 v1.0 FINAL Reference: 2013050 Document Control File
More informationMARKET REVIEW INTO THE OWNERSHIP AND COMPETITIVENESS OF INFRASTRUCTURE PROVISION PSR MR15/2.1
8 September 2015 infrastructurereview@psr.org.uk Direct Line 020 3217 8276 Stuart.Cole@chequeandcredit.co.uk Infrastructure Review Team Payment Systems Regulator (15th floor) 25 The North Colonnade Canary
More informationA framework guide for Vacant Property Security and Associated Services (V6)
A framework guide for Vacant Property Security and Associated Services (V6) Better buying for homes and local communities WWW.SCOTTISHPROCUREMENT.SCOT Introducing the SPA What makes the SPA different?
More informationCONTRACTS MANAGER (BUILDING) THE COMPANY
THE COMPANY Farrans Construction is a long established UK Building and Civil Engineering company operating in various sectors within the UK and wider Europe. A subsidiary of CRH plc, Farrans Construction
More informationManagement Excluded Job Description
Management Excluded Job Description 1. Position Identification Position Number 993234 Position Title Department Reports to (title) Associate Director, Supply Management Purchasing Services Director, Purchasing
More informationTemplate for ToR for Transaction Advisory Services
Template for ToR for Transaction Advisory Services Addendum 1 Prepared by Genesis Analytics 4 December 2013 PPP TRANSACTION ADVISOR TERMS OF REFERENCE Terms of reference for transaction advisor services
More informationRegulatory arrangements for the Qualifications and Credit Framework. December 2007 QCA/07/3434
Regulatory arrangements for the Qualifications and Credit Framework December 2007 QCA/07/3434 Contents Introduction 4 Foreword 4 The aim and purpose of the QCF 5 How the QCF works 6 Regulation in a QCF
More informationQualifications Handbook. Internal Quality Assurance
Qualifications Handbook Internal Quality Assurance Qualifications Handbook SFJ Awards Level 4 Award in Understanding the Internal Quality Assurance of Assessment Processes and Practice (QCF) Qualification
More informationLOCATION: Alpha Plus Fostering, Oldham
National Fostering Agency Group Job Description JOB TITLE: REGISTERED MANAGER LOCATION: Alpha Plus Fostering, Oldham Purpose: The Registered Manager is accountable for providing vision and leadership to
More informationQualification Specification. Level 5 NVQ Diploma in MANAGEMENT AND LEADERSHIP
Level 5 NVQ Diploma in MANAGEMENT AND LEADERSHIP Qualification Specification Qualification recognition number: 601/3854/3 Qualification Reference: L5NVQDML www.futurequals.com Level x ###### in /for QUALIFICATION
More informationInternal Audit Service LOCH LOMOND & THE TROSSACHS NATIONAL PARK AUTHORITY INTERNAL AUDIT PLAN
Internal Audit Service LOCH LOMOND & THE TROSSACHS NATIONAL PARK AUTHORITY INTERNAL AUDIT PLAN 2016-19 INDEX OF CONTENTS Page 1 Introduction 2 2 The Audit Planning Process 3 3 Monitoring the Plan 4 4 Annual
More informationVISION 2020 Business Plan THE FUTURE CITB
VISION 2020 Business Plan 2018-21 THE FUTURE CITB 1 I am delighted to present CITB s Business Plan, a bold reforming programme with the needs of industry at its heart. Sarah Beale Chief Executive The ambitious
More informationA QUALITY OF LIFE IN BUSINESS AND BEYOND
A QUALITY OF LIFE IN BUSINESS AND BEYOND Human Rights & Modern Slavery Report 2016/17 Contents P3 Introduction P4 Knowing our business P6 Our supply chain P8 Our principles, policies and approach P10 Due
More informationCAN DO the. toolkit. Targeted Recruitment and Training for social landlords. RESOURCE 1: introductory guide
CAN DO the toolkit Targeted Recruitment and Training for social landlords RESOURCE 1: introductory guide Foreword The Assembly Government has made clear its determination to embed the community benefits
More informationProcurement Business Partner. Service Manager Procurement Business Partnering. Grade: Type of position: Hours per Week: Full Time
Job Description Job Reference 710014 Job Title Procurement Business Partner Service Commercial Services Team Procurement Business Partnering Location Reports to Shute End Service Manager Procurement Business
More informationSample Social Clauses to Encourage Community Benefits from Waste
Sample Social Clauses to Encourage Community Benefits from Waste What are social clauses and community benefits? 1 The UK Sustainable Development Strategy has set the challenge of making the UK an EU leader
More informationDISCUSSION PAPER ON ACCESS TO SERVICE FACILITIES AND RAIL RELATED SERVICES. Article 1. Subject matter
DISCUSSION PAPER ON ACCESS TO SERVICE FACILITIES AND RAIL RELATED SERVICES Disclaimer: This discussion paper does not prejudge the existing or future positions of the European Commission and its services
More informationSQA Equality Strategy
SQA Equality Strategy 2013 17 Publication Date: April 2013 Publication Code: FE6577 Published by the Scottish Qualifications Authority The Optima Building, 58 Robertson Street, Glasgow G2 8DQ Lowden, 24
More informationQualification Specification. Level 2 Award in INFORMATION, ADVICE OR GUIDANCE
Level 2 Award in INFORMATION, ADVICE OR GUIDANCE Qualification Specification Qualification recognition number: 601/5079/8 Qualification Reference: L2AIAG www.futurequals.com Level x ###### in /for QUALIFICATION
More informationHammersmith & Fulham borough of opportunity
Hammersmith & Fulham borough of opportunity PRINCIPAL MANAGER (BUSINESS INTELLIGENCE) HOUSING AND REGENERATION Job Pack Information for applicants Job Description Person Specification JOB DESCRIPTION Job
More informationCONTRACTS MANAGER (Civil Engineering) THE COMPANY
THE COMPANY Farrans Construction is a long established UK Civil Engineering and Building company operating in various sectors within the UK. A subsidiary of CRH plc, Farrans Construction have a turnover
More informationCAPITAL DELIVERY HUB. Programme Manager Education Construction. Permanent Placement Package to 67,000. Background
CAPITAL DELIVERY HUB Programme Manager Education Construction Permanent Placement Package to 67,000 Background The Education Programme manager is responsible for delivering the Council s education construction
More informationJob Description: CMAT Chief Operating Officer
Chief Operating Officer Purpose: To deliver on the clear vision of CMAT to provide high quality and dynamic education for all at the heart of our communities by providing strategic leadership and professional
More informationAchieve CRL s vision and values, including the delivery of a world class affordable railway;
6.10 Assurance Process 6.10.1 Quality and Assurance 6.10.1.1 Objectives The aim of CRL s assurance process is to help provide an appropriate organisation with high-quality plans and processes for CRL to
More informationMarket studies. Guidance on the OFT approach
Market studies Guidance on the OFT approach Crown copyright 2010 This publication (excluding the OFT logo) may be reproduced free of charge in any format or medium provided that it is reproduced accurately
More informationCode of Corporate Governance
Code of Corporate Governance 1 FOREWORD From the Chairman of the General Purposes Committee I am pleased to endorse this Code of Corporate Governance, which sets out the commitment of Cambridgeshire County
More information2The IAM Competences Framework
2The IAM Competences Framework Guidance: Version 3.0 June 2014 Guidance on using the 2012 Asset Management Competence Requirements Framework Role 7 Asset Knowledge Management Role 1 Policy Development
More informationThe Merlin Principles. The Elements of each Principle
The Merlin Standard INTRODUCTION The development of the Merlin Standard has been progressed as a joint exercise between the Department for Work and Pensions (DWP) and its providers operating in the Welfare
More informationDOING BUSINESS WITH NHS EDUCATION FOR SCOTLAND
DOING BUSINESS WITH NHS EDUCATION FOR SCOTLAND A SUPPLIER S GUIDE Quality Education for a Healthier Scotland V3 Produced by: The NES Procurement Team commissioning@nes.scot.nhs.uk April 2010 INDEX 1. Introduction
More informationProcurement Strategy Approved: 7 December 2016 Review Date: March 2018
Procurement Strategy Approved: 7 December 2016 Review Date: March 2018 If you have difficulty with sight, or if you require a translated copy of this policy, we would be pleased to provide the information
More informationCLOSING DATE: 27 TH SEPTEMBER 2013
Royal College of Surgeons in Ireland Coláiste Ríoga na Máinleá in Éirinn POSITION: EXECUTIVE DIRECTOR, IRISH INSTITUTE OF PHARMACY CLOSING DATE: 27 TH SEPTEMBER 2013 EDUCATIONAL EXCELLENCE IN SURGERY MEDICINE
More informationCOMPETENCE & COMMITMENT STATEMENTS
COMPETENCE & COMMITMENT STATEMENTS The Institution for Rail Infrastructure Engineers A Permanent Way Engineer is one who supports and promotes the advancement of the design, construction and maintenance
More informationFRAMEWORK BRIEF. Consultancy & Advisory Services
FRAMEWORK BRIEF Consultancy & Advisory Services FRAMEWORK OVERVIEW The Consultancy and Advisory Services tender exercise was conducted by HealthTrust Europe (HTE) and designed to support the NHS and other
More informationVISION To make Sydney and NSW one of the world s most successful tourism and events destinations.
ROLE DESCRIPTION International Partnerships Co-ordinator Division: Industry Partnerships and Government Policy Location: Sydney, Australia Grade Equivalent: 7/8 Kind of Employment: Permanent ANZSCO Code:
More informationCorporate Governance in the NHS. Code of Conduct Code of Accountability
Corporate Governance in the NHS Code of Conduct Code of Accountability Contents Code of Conduct for NHS Boards Public Service Values... 2 General Principles... 2 Openness and Public Responsibilities...
More informationProcurement Process: General Requirements
Procurement Process: General Requirements The University has a legal requirement to comply with EU Procurement Directives, which govern the way in which public sector procurement is conducted for contracts
More informationGetting set for HS2: Responding to the HS2 Growth Taskforce. Document subtitle
Getting set for HS2: Responding to the HS2 Growth Taskforce Document subtitle July 2014 Contents 1 Foreword 2 High Speed 2: Get Ready - A Response 2.2 Getting our cities ready 2.3 Getting our transport
More informationRECRUITMENT AND APPOINTMENTS POLICY
RECRUITMENT AND APPOINTMENTS POLICY POLICY STATEMENT 1. PHSO aims to have a diverse workforce that reflects the community we serve and the working populations around our offices in order to help us achieve
More informationLeadership without limits
Leadership without limits Work is changing. Leaders must too. The challenge The world of work is changing fast globalisation, evolving technology, a new generation of employees. New styles of work are
More information